design management overview

8/12/2019 Design Management Overview

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Design Management Process & Whole Life Performan

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Table of Contents

Glossary of Abbreviations.......................................................................................................................................

1.0 Introduction 300.........................................................................................................................................

2.0 Team & Design Co-ordination 256...............................................................................................................

3.0 Brief development 200...............................................................................................................................

4.0 Relationship Management & Communications 500......................................................................................

5.0 Change control 374..................................................................................................................................

6.0 Project/Design Programming 222...............................................................................................................

7.0 Value for money & Budget 400..................................................................................................................

8.0 Project & Design Quality 225.....................................................................................................................

9.0 Environmental Performance 197................................................................................................................

10.0 Conclusion...............................................................................................................................................

11 0 References


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Figure 2 Ability for change vs cost of change .......................................................... ............................................................

Figure 3 Change Order Form (www.businessformsdirectory.com, 2014) ...........................................................................

Figure 1 ...............................................................................................................................................................................

Figure 4 MS Project Gantt Chart (stottlerhenke.com/, 2014) ................................. .............................................................

Figure 5 DQIs (Construction Industry Council, 2011)....................................................... ..................................................

Figure 6 Sustainability Analysis (joulesolutions.com.au, 2014) ............................................................... ............................
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Glossary of Abbreviations


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1.0 Introduction 300

Design management has been developing since the 1960s as project professionals wanted to better manage the desig

process and integration of all organisations and disciplines contributing to the design process. (Emmit, 2007)

The concept of design management was developed by architects Brunton et. al (1964) in work they published called

Management Applied to Architectural Practice. Here they made reference to job-management which later developed

into what we understand today, as design management. (Emmit, 2007)

In todays industry greater emphasis has been placed on co-ordination of specialist designers and contractors as the

design process grows in complexity which creates a situation that is under constant change. This change needs to be

managed in order for the right people to be present at the right time and considering all the implications of the design to

the processes beyond. Thus giving rise to the need for design management. However, as highlighted by the Lathem

Report a design manager is not a designer as design and management are two different and distinct processes. (Gray &

Hughes, 2001)

As a design manager you must consider a variety of issues that will impact the design and how the design will impact


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2.0Team & Design Co-ordination 256

Due to the unique nature of every project and the time constraints associated with them, teams must be effectively co-

ordinated to ensure a creative and decisive design process. (Gray & Hughes, 2001) This will involve careful monitoring

and controlling of staff performance while at the same time acting as a motivator to achieve affective progress in the

design in accordance with the project program. (Emmit, 2007)

Generally design co-ordination will start with the determination of the design stages and there deliverables. (RIBA, 2013

To achieve these deliverables a re-developed process for co-ordination of design was proposed by Bennett (1992) and

illustrated by Gray & Hughes (2001). This process will resemble the following:

- Procedure development: Establish a standard way of operating

-

Hierarchy: Clearly defining the management structure and who is responsible

- Planning: Planning out the design work and times to be completed

With the addition of:

- Task autonomy: For when management is overloaded, subordinates can make informed decisions by


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3.0Brief development 200

The design brief is the first step towards an effective project. It is a written document that details the client requirements

(Emmit, 2007)

It will usually start out as a statement of intent followed by a preliminary brief, strategic brief and then the final design br

(RIAI, 2014)

Depending on the complexity of the project and the design, this stage may involve the incorporation of architects, facilitymanagement experts, specialists consultants and construction managers to provide input on design, this is often referre

to as early involvement. (Gray & Hughes, 2001)

Any questions will usually be directed at the design manager who will then consult with whoever has expertise in the are

Whether it is the FM for operational questions or the construction manager for questions relating to how the design will

effect sequence of construction or even if it can be built at all. (Emmit, 2007)

A typical design brief will follow a structure as shown below:

1. Mission statement


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4.0Relationship Management & Communications 500

Relationship management can be defined as a philosophy of goal realisation that is achieved through identification and

satisfaction of client needs and wants whether the client is new, repeat or occasional. This can also be defined as CRM

(Client/Customer Relationship Management). (www.businessdictionary.com, 2014)

Effective relationship management also comes into play within the design team itself, therefore the appointment of the

design team must take serious considerations into the type of procurement and on what criteria selection will be based,

such as; value, specialist skill, experience or resource based criteria. The design manager will desire the result of this to

reduce the possibility of conflict and the need for conflict management.

Once the team has been selected the focus will be shifted to CRM. Meng (2012) highlighted that effective relationship

management through the supply chain can be achieved through many avenues including but not exclusive to; mutual

objectives, trust, continuous improvement, performance measurement and communication.

In this respect, the design team must ensure that their goals are in line with what was found out through the workshops,

interviews, post occupancy evaluations, value management exercises and other techniques which lead to the creation o

the brief and which highlight what the client needs and wants. The adherence to the brief can support the next relationsh


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5.0Change control 374

The need to manage change in the design process can originate from a variety of sources, including but not exclusive to

-

Client requests

- Designer requests

-

Requests for change due to ECI

(Emmit, 2007) (Gray & Hughes, 2001)

Regardless of the source of change it must be managed effectively to minimise the cost to the client as much as possib

The project manager and design manager will check the change against the brief and depending on the stage of the

project, also checking against planning approval before any changes are authorised.

(Emmit, 2007)

Particularly during design development,

development of fine detail drawings such

as connections that are required by

f t t b fi i h d tl


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Figure 2 Change Order Form

(www.businessformsdirectory.com, 2014)1. Cost of change

2. Potential alternatives

3. Effect on program

4.

Effect on budget

5. Knock on effect to other systems

6. Communication of details of change to effected parties.

(Gray & Hughes, 2001)

All changes must be considered carefully as even small changes can have a big impact. Especially continuous small

changes must be avoided and any change that has to made must be communicated successfully to those parties that

area effected.

(Gray & Hughes, 2001) page 149

6.0

Project/Design Programming 222

As with standard project management, design management


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Figure 5 DQIs (Construction Industry Council, 2011)

8.0Project & Design Quality 225

Design quality incorporates the key requirements of

stakeholders, functionality, whole-life value, H&S, sustainability

and so on. To ensure design quality the CIC (Construction

Industry Council) created the DQI (Design Quality Indicators)

as illustrated by Figure 5.

(Construction Industry Council, 2014)

According to Emmit (2007), the DQI is a useful tool to

determine the quality of any project design from design stage

all the way to occupancy.

Over all the design quality required should be defined by the client in the project brief. The level of design quality will

largely be dependent on the clients budget and whether they wish to focus on time, cost or quality more so over the oth

Typically the design manager will have the responsibility of ensuring design quality in accordance with the quality plan. T

do this effectively questionnaires will be sent out with regard to DQI and regular design reviews will also be carried out


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Figure 6 Sustainability Analysis (joulesolutions.com.au, 2014

9.0Environmental Performance 197

The primary driver behind building technical and environmental performance is BREEAM ( Building Research

Establishment Environmental Assessment Methodology). Particular to design they encourage the Design for Life policy

which aims to inspire whole-life performance considerations in design in terms of energy usage and the maximisation of

material life span while minimising environmental impact. (Downton, 2011)

The client and design team (depending on procurement

type) will agree on environmental goals before brief is

finalised and will have periodic EPAs (Environmental

Performance Assessments) carried out to ensure design

compliance with environmental goals. (Downton, 2011)

Emmit (2007) highlights that the design review in

conjunction with the EPA and according to Downton (2011)

with the contribution of the DQI will allow the design team

and others to check how well they have complied with the


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10.0 Conclusion

The above study highlights the importance of operations during the design stage and that each stage is essential to

contribute to the overall design process.

Firstly I was found that the clientsdesire for value for money is highly important, therefore the use of effective value

management and value engineering through team and design co-ordination is required to ensure an effective balance

between time, cost, quality and the clients sustainable agenda. The brief which is developed through CRM and

collaboration outlines the clients values thus paving the way for overall design and budget. Following this the budget its

will then be governed by a cost plan with will evolve until the fixed date as illustrated by the RIAI stage chart in section 7

An overall programme must also be developed through the design stages from C to F. This allows for milestone

realisation and planning costs in the long run to be developed early in the design process, also allowing the contractor a

designers to ensure no error in sequence of construction occurs.

Following this change control must be a primary goal of the design manager to ensure no cost overruns occur due to po

change management in the later stages of the design. The overall change management process will be supported by


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11.0 References

Bennett, J., 1992. International Construction Project Management. London: Butterworth-Heinemann.

Bruen, J., 2014. Presentation: Construction Design Management Lecture 1, Belfast: Queens University .

Bruen, J., 2014. Presentation: Construction Design Management Lecture 2, Blefast: Queens University .

Building Research Establishment , 2014. Whole life costing and performance. [Online]

Available at: http://www.bre.co.uk/page.jsp?id=48

[Accessed 21 03 2014].

Construction Industry Council, 2011. Spider diagram showing results of mid design DQI assessment. [Online

Available at:

http://webarchive.nationalarchives.gov.uk/20110118095356/http:/www.cabe.org.uk/case-

studies/maples?photos=true&viewing=7068

[Accessed 04 04 2014].

Construction Industry Council, 2014. How does DQI work?. [Online]

Available at: http://www.dqi.org.uk

[Accessed 04 04 2014].


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managementstudyguide.com, 2014. employee-relationship-management. [Online]

Available at: http://managementstudyguide.com/employee-relationship-management.htm

[Accessed 01 04 2014].

Mebratu, D., 1998. Sustainability and sustainable development: Historical and conceptual review.

Environmental Impact Assessment Review, 18(6), pp. 493-520.

Meng, X., 2012. The effect of relationship management on project performance in construction.

International Journal of Project Management, Volume 30, pp. 188-198.

Myddelton, W., 2011. Design. [Online]

Available at:

http://webarchive.nationalarchives.gov.uk/20110118095356/http:/www.cabe.org.uk/files/client-

guides/buildings-design.pdf

[Accessed 03 04 2014].

OGC, 2007.Achieving Excellence in Construction Procurement Guide 04: Risk and Value Management.

[Online]

Available at:

https://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&cad=rja&uact=8&ved=0C

gQFjAB&url=http%3A%2F%2Fwww.forthconstruction.co.uk%2Fdownloads%2Fachieving-excellence-


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sustainabledevelopmentinfo.com, 2013. The Definition of Sustainable Development. [Online]

Available at: http://www.sustainabledevelopmentinfo.com/the-definition-of-sustainable-

development/

[Accessed 05 11 2013].

Tzortzopoulos, P. & Cooper, R., 2007. Design Management from a Contractor's Perspective: The Need for

Clarity.Architectural Engineering and Design Management, Volume 3, pp. 17-28.

World Commission on Environment and Development, 1987. Our Common Future. [Online]

Available at: http://www.un-documents.net/our-common-future.pdf[Accessed 11 10 2013].

www.businessdictionary.com, 2014. customer relationship management. [Online]

Available at: http://www.businessdictionary.com/definition/customer-relationship-management-

CRM.html

[Accessed 02 04 2014].

www.businessformsdirectory.com, 2014. Change Order Form. [Online]

Available at: http://www.businessformsdirectory.com/images/large/271.gif

[Accessed 22 03 2014].


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12.0 Appendix

design management overview

Documents