Browsing by Author "Stouffs, Rudi"

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    Performance-based parameterization strategies
    (2013) Michela Turrin; Rudi Stouffs; I. Sevil Sariyildiz; Turrin, Michela; Sariyildiz, Sevil; Stouffs, Rudi
    In this paper alternative approaches to structure the parametric geometry in relation to information on various performances are described and exemplified. They relate to different levels of knowledge that concern the performances considered in the process and which are available to the designer while the parametric model is being set. Atheoretic framework embeds the different approaches for which the use of parametric modelling is structured in three phases: strategy-definition, model-building, and solution-assessment. The phases and their interrelations are discussed. Finally four case studies are presented focusing on the relation between the knowledge available in strategy-definition and the exploration occurring in solution-assessment. © 2013 The Association for Computer-Aided Architectural Design Research in Asia (CAADRIA) Hong Kong and Center for Advanced Studies in Architecture (CASA) Department of Architecture-NUS Singapore. © 2014 Elsevier B.V. All rights reserved.
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    PERFORMANCE-BASED PARAMETERIZATION STRATEGIES A theoretic framework and case studies
    (CAADRIA-ASSOC COMPUTER-AIDED ARCHITECTURAL DESIGN RESEARCH ASIA, 2013) Michela Turrin; Rudi Stouffs; Sevil Sariyildiz; Turrin, Michela; Sariyildiz, Sevil; Stouffs, Rudi; R Stouffs; P Janssen; S Roudavski; B Tuncer
    In this paper alternative approaches to structure the parametric geometry in relation to information on various performances are described and exemplified. They relate to different levels of knowledge that concern the performances considered in the process and which are available to the designer while the parametric model is being set. Atheoretic framework embeds the different approaches for which the use of parametric modelling is structured in three phases: strategy-definition, model-building, and solution-assessment. The phases and their interrelations are discussed. Finally four case studies are presented focusing on the relation between the knowledge available in strategy-definition and the exploration occurring in solution-assessment.