Design Management for Architects

Preface ix    About the Author xiii     1 Why? 1     Why management? 1     Vignette A     why apply management? 6     Why design management? 7     The role of the design manager 9     Vignette B     why employ a design manager? 12     Taking on the role 14     Scope of the book 16     Part One Managing Creative Projects 19     2 The Business of Projects 21     Understanding projects 21     Quality 24     Time control 25     Cost control 27     Design control 28     Assessing value and risk 30     Procurement and influence 33     Interaction within projects 35     Project frameworks 37     The project-to-office interface 41     3 Establishing the System Architecture 42     Starting as you mean to go on 42     Team assembly 46     Selection criteria 48     Communicating to achieve objectives 52     Managing meetings effectively 56     The project-to-office interface 59     4 Exploring Client Value 60     Understanding the briefing phase 60     Approaches to briefing 62     Understanding the client 65     Establishing value parameters 69     The written brief 74     Reviewing the brief 79     The project-to-office interface 80     5 Creating Design Value 82     Collaborative design 83     Detailing the design 84     Design conversations 87     Design critiques, charettes and reviews 90     Programming and coordinating design work 93     Approvals and compliance 97     Coordination of production information 100     The project-to-office interface 101     6 Realising Design Value 103     Getting involved 104     Working with the contractor   s design manager 107     Programming 109     Interaction during construction 111     Misunderstanding and conflict 114     Requests for information and design changes 116     Closing out projects 118     The project-to-office interface 119     7 Evaluation and Learning 120     Lifelong learning 121     Learning from projects 124     Learning from the product 128     Evidence-based learning 131     Reflection in action 133     Action research and learning 136     The project-to-office interface 138     Part Two Managing Creative Organisations 141     8 The Business of Architecture 143     Architectural practice 144     The professional service firm 145     Clients and the market for services 149     Management of the business 152     Market analysis 162     The office-to-project interface 167     9 Managing Creative People 168     Getting the balance correct 169     Office culture 173     Psychological wellbeing 175     Recruitment and retention 178     Skills development 185     The office-to-project interface 191     10 Managing the Design Studio 192     A creative space 192     The project portfolio 194     The design manager   s role 196     Models of design management 199     The traditional model 203     The sequential model 205     Managing design effort 208     Identifying good habits and eliminating inefficiencies 215     The office-to-project interface 218     11 Communication, Knowledge Sharing and Information Management 219     Communication within the office 219     Communication with other organisations 222     Effective communication strategies 224     Knowledge retention and sharing 226     Information management 230     Preparation of information 233     Implementing and IT strategy 236     The office-to-project interface 238     12 Financial Management 239     Cash flow and profitability 239     Sources of income 243     Fee bidding and negotiation 246     Invoicing and cash flow 248     Controlling expenditure 250     Financial monitoring and evaluation 253     Crisis management 258     The office-to-project interface 259     13 Attracting and Retaining Clients 261     Promoting a brand image 261     The client   s perspective 263     The architect   s perspective 265     Communicating with clients 266     Promotional tools 269     Architects    signboards 272     Managing marketing activities 274     The office-to-project interface 278     Further Reading 280     Index 284