Design Management for Architects

This guide integrates theory and practice to offer practical solutions for architects to improve their design management skills. This unique guide helps architects improve their management skills by addressing the relationship between the management of the design project and the design office. The author demonstrates how a professionally managed project, conceived and delivered within a professionally managed office ensures that client values are translated into construction without loss of creativity. Design Management for Architects divides into two parts. Part 1: Managing Creative Projects covers the context and infrastructure of projects; looks at client values; describes developing, detailing and realising the design; and shows how to learn from projects. Part 2: Managing Creative Organisations describes the business of architecture; explains how to manage creative people and the design studio – covering communication and knowledge-sharing, information management, financial management and attracting/retaining clients. This second edition has been extensively rewritten in response to student feedback and to the rapid evolution of design management in architecture.  New features include: the ‘Why Management?’ question addressed in a design context Vignettes to demonstrate the value of design management practical advice is incorporated into each chapter under ‘Project to Office Interface’ more specifics on the design manager role, and the contribution of ICTs (including BIM) to effective design management. By integrating theory and practice, and offering practical solutions for architects to improve their design management skills, this book provides clear guidance to all designers and (design) managers.

Table of Contents:
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

About the Author :
About The Author Stephen Emmitt, BA(Hons), Dip. Arch, MA(Prof. Ed.), PhD, is Professor of Architectural Technology at Loughborough University. He is a registered architect with industrial experience gained in a wide range of architectural practices. He formerly held the Hoffmann Chair of Innovation and Management in Building at the Technical University of Denmark and is currently Visiting Professor in Innovation Sciences at Halmstad University, Sweden. Teaching and research interests cover architectural practice, design management, architectural technology, architectural detailing and innovation in construction. Stephen has taught and facilitated design management workshops in the UK, Europe and Asia.