Section 05Roadmap

A 12–18 month path from data integrity to design feedback.

Three phases, sequenced from foundation to forward-looking. Each phase carries explicit deliverables, a definition of “good,” and the moment the capability is durable enough to live without contractor support.

1
Months 0-3

Data integrity & baseline visibility

Objectives
  • Establish OpenBlue as single source of truth for space inventory
  • Standardize space type taxonomy across all 33 floors
  • Resolve sensor coverage gaps on B1 floors 9-14
  • Document calculation logic for seat supply, utilization, capacity risk
Deliverables
Metrics framework v1Source readiness scorecardBaseline dashboard set (4 views)
What “good” looks like
Leaders agree on how a metric is calculated. Same number appears the same way in every report.
2
Months 4-9

Decision-ready insights

Objectives
  • Layer badge presence onto OpenBlue for true headcount-vs-supply views
  • Enable team-level allocation reconciliation
  • Surface space type performance — under/over-supplied
  • Pilot weekly insight digest for Campus Strategy
Deliverables
Team allocation viewSpace type performance reportWeekly leadership digest
What “good” looks like
Campus planning conversations cite the dashboard, not anecdotes. Re-stack decisions backed by evidence.
3
Months 10-18

Forward-looking & design feedback

Objectives
  • Build demand forecasting model (work mode + headcount + seasonality)
  • Connect post-occupancy data back to design decisions
  • Establish governance for metric changes
  • Transition ownership to permanent FM analytics team
Deliverables
Forecast modelDesign feedback loop specGovernance & sustainment doc
What “good” looks like
Future workspace investments tested against the model before commitment. Capability sustained without contractor.
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§ 05.4 — Sustainment

Designed to outlast the contract.

Every artifact in this engagement — the metric definitions, SQL views, source readiness scorecard, and the dashboard layer — is documented and version-controlled. By month 15, ownership transitions to the permanent FM analytics team. The contractor's job is to make the role redundant, not indispensable.

The success criterion: a year after handoff, leaders are still using these metrics, with these definitions, to make these decisions — and the team that owns them is internal.