Download PDF Design Management For Architects Second Edition by Stephen Emmit

Sinopsis

Architects play a pivotal role in the delivery of value to their clients, building users and community alike. The unique value architects add to their clients’ lives and businesses is grounded in an ability to deliver something that their competitors cannot: design vision. Design ability is, however, not enough in a highly competitive market as clients seek suppliers who can provide a professionally managed service, effectively and quickly. This means that architectural practices need to constantly monitor the business environment in which they operate and continually improve the way in which they approach the business of design. Design management plays a crucial role in this regard, helping professional design offices to deliver a consistent level of service, which in turn helps the business to secure a continual flow of finance, return a profit on its projects and provide a platform for creating great architecture. However, there may be some doubts in the minds of architects as to the true value of management to their profession. Therefore, this introductory chapter seeks

to explain why management and design management is so important to the modern architectural business. This helps to provide some context to the chapters that follow.

Content

1. Why management?
2. Why design management?
3. The role of the design manager
4. Taking on the role
5. Scope of the book
6. Part One : Managing Creative Projects
7. Chapter Two : The Business of Projects
8. Understanding projects
9. Quality
10. Time control
11. Cost control
12. Design control
13. Assessing value and risk
14. Procurement and influence
15. Interaction within projects
16. Project frameworks
17. The project-to-office interface
18. Chapter Three : Establishing the System Architecture
19. Starting as you mean to go on
20. Team assembly
22. Selection criteria
23. Communicating to achieve objectives
24. Managing meetings effectively
25. The project-to-office interface
26. Chapter Four : Exploring Client Value
27. Understanding the briefing phase
28. Approaches to briefing
29. Understanding the client
30. Establishing value parameters
31. The written brief
32. Reviewing the brief
33. The project-to-office interface
34. Chapter Five : Creating Design Value
35. Collaborative design
36. Detailing the design
37. Design conversations
38. Design critiques, charettes and reviews
39. Programming and coordinating design work
40. Approvals and compliance
41. Coordination of production information
42. The project-to-office interface
43. Chapter Six : Realising Design Value
44. Getting involved
45. Working with the contractor’s design manager
47. Programming
48. Interaction during construction
49. Misunderstanding and conflict
50. Requests for information and design changes
51. Closing out projects
52. The project-to-office interface
53. Chapter Seven : Evaluation and Learning
54. Lifelong learning
55. Learning from projects
56. Learning from the product
57. Evidence-based learning
58. Reflection in action
59. Action research and learning
60. The project-to-office interface
61. Part Two : Managing Creative Organisations
62. Chapter Eight : The Business of Architecture
63. Architectural practice
64. The professional service firm
65. Clients and the market for services
66. Management of the business
67. Market analysis
68. The office-to-project interface
69. Chapter Nine : Managing Creative People
70. Getting the balance correct
72. Office culture
73. Psychological wellbeing
74. Recruitment and retention
75. Skills development
76. The office-to-project interface
77. Chapter Ten : Managing the Design Studio
78. A creative space
79. The project portfolio
80. The design manager’s role
81. Models of design management
82. The traditional model
83. The sequential model
84. Managing design effort
85. Identifying good habits and eliminating inefficiencies
86. The office-to-project interface
87. Chapter Eleven : Communication, Knowledge Sharing and Information
88. Management
89. Communication within the office
90. Communication with other organisations
91. Effective communication strategies
92. Knowledge retention and sharing
93. Information management
94. Preparation of information
95. Implementing an IT strategy
96. The office-to-project interface
98. Chapter Twelve : Financial Management
99. Cash flow and profitability
100. Sources of income
101. Fee bidding and negotiation
102. Invoicing and cash flow
103. Controlling expenditure
104. Financial monitoring and evaluation
105. Crisis management
106. The office-to-project interface
107. Chapter Thirteen : Attracting and Retaining Clients
108. Promoting a brand image
109. The client’s perspective
110. The architect’s perspective
111. Communicating with clients
112. Promotional tools
113. Architects’ signboards
114. Managing marketing activities
115. The office-to-project interface
116. Further Reading
117. Architectural Management
118. Design Management
119. Practice Management
120. Project Management

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