This unique guide to design management for architects addresses the management of design projects within the framework of the office. It integrates theory and practice and offers practical solutions to improving management performance. Key features * deals with the management of people and processes * provides clear guidance to designers and managers, with plenty of simple to use tools * generic approach makes it relevant to designers in countries other than the UK

Table of Contents

Preface. Chapter 1 The social life of construction. 1.1 Contextual issues. 1.2 Underlying themes. 1.3 Fundamental components. 1.4 Developing a theory for practice. 1.5 Design as a value enhancing activity. 1.6 Creative design management. Further reading. . PART I - MANAGING CREATIVE PROJECTS. Chapter 2 Frameworks for the management of creative projects. 2.1 Creative projects (and innovation). 2.2 Project management. 2.3 Total project economy. 2.4 Project and product quality. 2.5 Process and product complexity. 2.6 Procurement options. 2.7 Establishing process and product values. 2.8 Planning, monitoring and control techniques. 2.9 Dealing with uncertainty. 2.10 Roles and responsibilities. 2.11 A synergistic relationship?: the office interface. Further reading. Chapter 3 Exploring client and stakeholder values. 3.1 Architectural programming (the client brief). 3.2 Establishing value parameters. 3.3 The design brief (design quality indicators). 3.4 Project objectives and extent of client involvement. 3.5 Total economy - a whole life approach. 3.6 Time constraints and programming. 3.7 Exploring uncertainty and risk. 3.8 Process and product complexity. 3.9 Confirmation and communication of client requirements. 3.10 Procurement options: the office interface. Further reading. . Chapter 4 Constructing an effective communication culture. 4.1 Professional interaction between people and organisations. 4.2 Designing the system architecture. 4.3 Enabling architectural dialogue. 4.4 Communication networks and information flow. 4.5 Managing project and organizational boundaries. 4.6 Coordination issues. 4.7 Facilitating knowledge transfer. 4.8 Dealing with problems and conflict resolution. 4.9 The project life-cycle: the office interface. Further reading. Chapter 5 Developing and managing conceptual design activities. 5.1 Design generators and the value of design. 5.2 Design champions: an argument for early involvement. 5.3 Coordinating creative activities. 5.4 Generating and presenting design proposals (design quality indicators). 5.5 Value management. 5.6 Re-assessing value parameters. 5.7 Design review and change control. 5.8 The project to office interface. Further reading. Chapter 6 Engineering the design - managing detailing activities. 6.1 Materialisation: the interface between design and production. 6.2 Creative clusters and product champions. 6.3 Creating effective details. 6.4 Specifying design intent. 6.5 Constructability issues. 6.6 Safety in design (SiD). 6.7 Managing the production of detailed information. 6.8 Engineering value. 6.9 Design review and change control. 6.10 The project to office interface. Further reading. Chapter 7 Implementing design intent. 7.1 Production: implementing client values. 7.2 Approaches to assembling and constructing buildings. 7.3 Creating a safe and healthy workplace. 7.4 Scheduling workflow and buffer management. 7.5 Information flow. 7.6 Delivering product quality. 7.7 Progress review and change control. 7.8 Practical completion and commissioning. 7.9 Hand-over: a cause for celebration. 7.10 The project to office interface. Further reading. Chapter 8 Managing the constructed asset. 8.1 An argument for continued involvement. 8.2 Post occupancy evaluation and feedback. 8.3 Asset management (and facilities management). 8.4 Routine maintenance and repair. 8.5 Re-modeling the constructed works. 8.6 Recycling, disposal and recovery management. 8.7 Retaining the product to office interface. Further reading. . PART II - MANAGING CREATIVE ORGANISATIONS. Chapter 9 The creative office and its management. 9.1 Creative offices: the architect's milieu. 9.2 People firms and corporate values. 9.3 Establishment of the business. 9.4 Leadership and delegation. 9.5 Designing the workplace. 9.6 Planning, management and control techniques. 9.7 Managing innovation. 9.8 Office administration. 9.9 Getting the balance right (something about innovation). 9.10 The office portfolio: the project interface. Further reading. Chapter 10 Managing creative people. 10.1 The creative management of creative people. 10.2 Self-managing groups and teamwork. 10.3 Frameworks for managing design activities. 10.4 The design manager's role. 10.5 Effective management of design time. 10.6 Change control management. 10.7 The added value of design input: the project interface. Further reading. Chapter 11 Strategic Information management. 11.1 The nature and sources of information. 11.2 Process and product information. 11.3 Information capture, generation and flow. 11.4 Implementing an IT strategy. 11.5 Information transaction costs. 11.6 Co-coordinating information: the project interface. Further reading. Chapter 12 Communication management. 12.1 Decision-making. 12.2 Office culture. 12.3 Intra-office communication. 12.4 Inter-office communication. 12.5 Sharing and managing knowledge. 12.6 Effective use of meetings. 12.7 Conflict management. 12.8 An appropriate language: the project interface. Further reading. Chapter 13 Business strategies. 13.1 Recurring themes and organizational values. 13.2 Market analysis. 13.3 Attaining and maintaining competitive advantage. 13.4 Collaborative ventures (strategies). 13.5 Delivering value. 13.6 Monitoring and improving performance. 13.7 Renewing intellectual capital. 13.8 Critical thinking. 13.9 Learning through feedback: the project interface. Further reading. Chapter 14 Financial management. 14.1 Ensuring profitability. 14.2 Sources of income. 14.3 Controlling expenditure. 14.4 Financial monitoring and evaluation. 14.5 Managing design time and design costs. 14.6 Insurances. 14.7 Crisis management. 14.8 Profiting from success: the project interface. Further reading. Chapter 15 Attracting and retaining clients. 15.1 Corporate image. 15.2 Looking in: the client's perspective. 15.3 Looking out: the architect's perspective. 15.4 Communicating with clients. 15.5 Promotional tools. 15.6 Managing the marketing activity. 15.7 Ensuring client involvement. 15.8 Super pleasing clients: the office to project interface. Further reading. PART III - PUTTING IT ALL TOGETHER. Case Studies:. The 'job running' model. The 'workshop' model. The 'design led' model. The 'virtual' creative enterprise. . References. Index

Author Biography

Stephen Emmitt is Professor of Innovation and Management in Building, Department of Civil Engineering and Building, Technical University of Denmark.