book

Managing Design

Name: Managing Design
Author: Michael LeFevre
ISBN: 9781119561767

by Michael LeFevre

June 2019

Intermediate to advanced

384 pages

13h 54m

English

Wiley

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Cover
Preface
It's Time
Foreword
The QuestionManaging Design Is Different from Managing ConstructionSo How Do You Manage Design?Design Isn't What It Used to BeWhy a Book of Conversations?Why Now?One Well-Connected AuthorThe Never Futile and Always Sisyphean Task of Managing DesignWill Reading These Conversations and Ideas Help Us Work Together?
Introduction
PremiseMissionMethodsIssuesContextThemesMovementNotes
PART 1: PERSPECTIVES
CHAPTER 1: The Interviews
Thought Leaders: Current Realities and Future StatesTopicsChapter 2 Client Empathy: Listening, Collaboration, and ExpertiseChapter 3 Owner Leadership: Programs, Users, and TalkingChapter 4 Building Learning Organizations: Knowledge, and ResearchChapter 5 Firm Culture: Management and AttitudesChapter 6 Strategy: Early Questions, Planning Horizons, and SocializationChapter 7 Process: Lean Scheduling – Agile and EfficientChapter 8 Collaborators: Performative Design (Better Together)Chapter 9 Design and Budgets: Architect/Contractor Collaboration and TrustChapter 10 Strategy: Early Questions, Planning Horizons, and SocializationChapter 11 Engineers and the Consultant's Mindset: Leading From BehindChapter 12 Contractors: Risk and Design Assist ExpertiseChapter 13 Technology: Leveraging DataChapter 14 Entrepreneurship: Vertical Integration and Value PropositionsChapter 15 Change Agents: Advocacy, Equity, and Sustainability
CHAPTER 2: Client Empathy: Listening, Collaboration, and Expertise
Client Intimacy and the Creative Continuum or “Snow Cards, Squatter Sessions, and Goody-Goody Talk”Specialization and Generalization or “Orchestrating the Post and Beam Crowd”Note
CHAPTER 3: Owner Leadership: Programs, Users, and Talking
Collaboration and Communication or “Teaching Masochists”Programs versus Projects or “Savvy Owners”Paying Utility Bills, Fixing Leaks, and Dictating Design, or “How to Get Less”
CHAPTER 4: Building Learning Organizations: Knowledge and Research
Building Design Futures: Courage For The Future Or “Moving The Laggards”Knowledge Management, Design Culture, Research and Credibility, or “Going It on Your Own”Integrated Education and the Role of the Academy or “Wearing Three Hats”Note
CHAPTER 5: Firm Culture: Management and Attitudes
An Integrated Approach: Avoiding Voluntary Misfortune or “Doomed to Be Successful”The Regional Model or “Sittin' Around the Table”AIA Reflections or “Breaking Boundaries”The Known Unknown: Keys to Change Readiness or “Weeding and Nurturing”

CHAPTER 6: Strategy: Early Questions, Planning Horizons, and Socialization
Post-Pasture Value Propositions or “Three Horizons?”Strategic Business Planning or “Asking the Right Questions”Team Building and Project Planning or “Last Exit”Note
CHAPTER 7: Process: Lean Scheduling – Agile and Efficient
Standardized Methods or “Leaning in, Softly”Self-Determined Lean Work Planning and Career Paths or “Playing Cards”Notes
CHAPTER 8: Collaborators: Performative Design (Better Together)
On Collaboration or “We're Better Together”Sharing Expertise, Trust, and Owner Engagement or “Assume This”Performative Design or “Welcome to the Machine Age”Note
CHAPTER 9: Design and Budgets: Architect/Contractor Collaboration and Trust
Pressing Schedules or “Are We Done Yet?”Meeting Budgets or “How to Work with Contractors”
CHAPTER 10: Art and Architecture: Design Leadership and Conviction
Cultural Understanding, Design Tools and Ideas or “We're Still in Charge”Art and Beauty, Architecture and Building, or “Instinct, Innovation, and Respect: Managing Ourselves”
CHAPTER 11: Engineers and The Consultant's Mindset: Leading From Behind
Aligning Objectives and Optimizing Systems or “Catalog Engineering”Managing at the Point of Attack: Anticipating Outcomes or “The Waiter and the Old Man and the Sea”
CHAPTER 12: Contractors: Risk and Design Assist Expertise
Trade Contractor Expertise or, “My Friend the Architect”Planning and Trade Contractor Design-Assist Mindsets or “We Need You Onsite Tomorrow”“Eyes-Wide-Open” Leadership and Design Ownership or “Stretching the Market: The Chain”Contracts, Collaboration, Construction, and “Chasing Design”' or “Fear the Unknown”Notes
CHAPTER 13: Technology: Leveraging Data
Mining the Data, Counting Your Blessings, and Seeing Clearly or “Life Is Just a Game”Manufacturers, Knowledge and Building Relationships or “Can the Internet Buy You Lunch?”Reusing Data or “The Technology Problem”
CHAPTER 14: Entrepreneurship: Vertical Integration and Value Propositions
Rethinking Relationships, Delivering Value or “Giving Them the Business”Integrating Vertically, Changing the Market or “We Do Different Things”Notes
CHAPTER 15: Change Agents: Advocacy, Equity, and Sustainability
Sustainable Practice: Tools and Data, Proof & Persuasion or “Doing Right, Good and Well”The Advocate or “To Be Continued”
PART 2: PROJECT DESIGN CONTROLS: A FRAMEWORK FOR BALANCE, CHANGE, AND ACTION
CHAPTER 16: Project Design Controls: A Framework for Balance, Change, and Action
Origins: Looking, Seeing, Borrowing, and Common SenseNavigation and Adoption: Internalization and SharingToolmaking: What Gets Measured Gets DoneBoundaries, Limits, and Constraints: Enemies or Friends?The Litmus Test: Project Design ControlsNotes
CHAPTER 17: Level 0: Subsurface (Contractual/Forming)
Project Design ControlsSupporting CollaborationOther ResourcesNote
CHAPTER 18: Level 1: Foundation (Planning/Organizing)
Goals and ObjectivesRoles and ResponsibilitiesCommunication ProtocolsBIM/VDC/Digital InfrastructureProgramming and ResearchProject Analysis Kickoff MeetingProject Definition Package (PDP)Notes
CHAPTER 19: Level 2: Structure (Measuring/Baseline)
Tangible, Measurable Project Design Controls: The “Structural” BaselineNotes
CHAPTER 20: Level 3: Systems (Relating/Collaboration)
Owner, Architect, Contractor: The TeamNotes
CHAPTER 21: Level 4: Enclosure (Leading/Strategic)
ChangeOptions and Value AnalysisDecision Support: Issue Tracking and CompletionConsultant Coordination
CHAPTER 22: Context: Supply Network, Market Forces, Emerging Technology
Supply NetworkMarket ForcesEmerging TechnologiesOther ConsiderationsNote
CHAPTER 23: Understanding and Using the Framework
Order and Logic: “Visual Onomatopoeia”Processes: Repeatable, Shared, One Off?Causes and Effects, Actions and ReactionsWhen Does Design Management Happen?Problems (and Solutions)How to KnowHow to CoachSelf-Evaluation Quiz: Managing Design Litmus TestNote
CHAPTER 24: Case Studies
CHAPTER 25: Actions
What WorksIn Search of [Design] Excellence: [Designed and] Built to LastForty QuestionsMy TakeWhere to Focus: DriversIt's Up to YouThe Ideal ProjectTake ActionThe TeamA Final RequestNotes
Epilogue
Future VisionPrognostications and AdviceOrganizational Systems Thinking: The 7-S+1 ModelReach and Closure: Design Futures Council Summit on the Future of Architecture, 2018ContinuingConstants and EncouragementAnswersNotes
Acknowledgments
About the Author
Bibliography
Photo Credits
Interview Photos
Illustrations
FiguresTables
Index
End User License Agreement

Content preview from Managing Design

CHAPTER 11Engineers and The Consultant's Mindset: Leading From Behind

INTERVIEW

Daniel Nall, FAIA, FASHRAE, LEED Fellow, BEMP, HBDP, CPHC

Formerly, Regional Director, Syska & Hennessy SH Group, New York

11th August 2017

Image of Daniel H. Nall, who was formerly regional director, High Performance Solutions, and vice president with SH Group, Inc. (Syska & Hennessy) in New York.

Image of Daniel H. Nall dressed as a pilot, who was a practicing architect, engineer, firm owner, and consultant, and an early pioneer of energy modeling, beginning his investigations in 1981.

Aligning Objectives and Optimizing Systems or “Catalog Engineering”

You have an incredible resume, range, and career, from engineering to architecture to sustainability. And you had to be one of the first energy analysts in the country.

Nall: Yes, I was teaching at Princeton – a split role in engineering and architecture in the 1970's. Then I got recruited to join Heery Energy Company in 1981.

Let's focus on the engineer's perspective. You're a rare bird who wears multiple hats and have a more valuable perspective than just the engineer's ...

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Managing Design

by Michael LeFevre