book

Managing Design

by Michael LeFevre

June 2019

Intermediate to advanced

384 pages

13h 54m

English

Wiley

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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?
PremiseMissionMethodsIssuesContextThemesMovementNotes
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
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
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”
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
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”

Post-Pasture Value Propositions or “Three Horizons?”Strategic Business Planning or “Asking the Right Questions”Team Building and Project Planning or “Last Exit”Note
Standardized Methods or “Leaning in, Softly”Self-Determined Lean Work Planning and Career Paths or “Playing Cards”Notes
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
Pressing Schedules or “Are We Done Yet?”Meeting Budgets or “How to Work with Contractors”
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”
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”
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
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”
Rethinking Relationships, Delivering Value or “Giving Them the Business”Integrating Vertically, Changing the Market or “We Do Different Things”Notes
Sustainable Practice: Tools and Data, Proof & Persuasion or “Doing Right, Good and Well”The Advocate or “To Be Continued”
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
Project Design ControlsSupporting CollaborationOther ResourcesNote
Goals and ObjectivesRoles and ResponsibilitiesCommunication ProtocolsBIM/VDC/Digital InfrastructureProgramming and ResearchProject Analysis Kickoff MeetingProject Definition Package (PDP)Notes
Tangible, Measurable Project Design Controls: The “Structural” BaselineNotes
Owner, Architect, Contractor: The TeamNotes
ChangeOptions and Value AnalysisDecision Support: Issue Tracking and CompletionConsultant Coordination
Supply NetworkMarket ForcesEmerging TechnologiesOther ConsiderationsNote
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
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
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
Interview Photos
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Content preview from Managing Design

Foreword

Charles Thomsen

FAIA, FCMAA, PAST CHAIRMAN 3D/I, AUTHOR, MANAGING BRAINPOWER, 1989

The Question

The question Michael poses so eloquently is: Can design be managed? If so, how?

I know of no more important issue in the construction industry. Design shapes our environment, the quality of our buildings, and the productivity of construction – the nation's second largest industry, and the world's largest. In the 20th century, the number of subcontractors on projects went from very few to a great many. Less work was done in the field. Since project teams were populated with companies that hadn't worked together, complexity escalated. Management became as important as craftsmanship and knowing how to put a building together. In response, colleges and universities added construction management curricula. “Construction management” became a profession, a delivery strategy, and a contract form.

Similar changes happened in design. Subconsultants increased. Global organizations replaced local sources. Industrialization offered an infinite number of new products and technologies and buildings became more sophisticated. By the 21st century, most of the knowledge of construction technology and cost resided with subcontractors and manufacturers, not architects and engineers. Designers changed from being experts in construction to understanding complicated user needs, evaluating technology developed by others, and integrating it all. CM, Bridging, Design Assist, and IPD emerged to ...