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 contextVignettes to demonstrate the value of design managementpractical 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.

Produktinformation

Utgivningsdatum:2014-03-28
Mått:173 x 246 x 15 mm
Vikt:594 g
Format:Häftad
Språk:Engelska
Antal sidor:304
Upplaga:2
Förlag:John Wiley and Sons Ltd
ISBN:9781118394465

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About The AuthorStephen Emmitt, BA(Hons), Dip. Arch, MA(Prof. Ed.), PhD, is Professorof 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.

Innehållsförteckning

Preface ixAbout the Author xiii1 Why? 1Why management? 1Vignette A – why apply management? 6Why design management? 7The role of the design manager 9Vignette B – why employ a design manager? 12Taking on the role 14Scope of the book 16Part One Managing Creative Projects 192 The Business of Projects 21Understanding projects 21Quality 24Time control 25Cost control 27Design control 28Assessing value and risk 30Procurement and influence 33Interaction within projects 35Project frameworks 37The project-to-office interface 413 Establishing the System Architecture 42Starting as you mean to go on 42Team assembly 46Selection criteria 48Communicating to achieve objectives 52Managing meetings effectively 56The project-to-office interface 594 Exploring Client Value 60Understanding the briefing phase 60Approaches to briefing 62Understanding the client 65Establishing value parameters 69The written brief 74Reviewing the brief 79The project-to-office interface 805 Creating Design Value 82Collaborative design 83Detailing the design 84Design conversations 87Design critiques, charettes and reviews 90Programming and coordinating design work 93Approvals and compliance 97Coordination of production information 100The project-to-office interface 1016 Realising Design Value 103Getting involved 104Working with the contractor’s design manager 107Programming 109Interaction during construction 111Misunderstanding and conflict 114Requests for information and design changes 116Closing out projects 118The project-to-office interface 1197 Evaluation and Learning 120Lifelong learning 121Learning from projects 124Learning from the product 128Evidence-based learning 131Reflection in action 133Action research and learning 136The project-to-office interface 138Part Two Managing Creative Organisations 1418 The Business of Architecture 143Architectural practice 144The professional service firm 145Clients and the market for services 149Management of the business 152Market analysis 162The office-to-project interface 1679 Managing Creative People 168Getting the balance correct 169Office culture 173Psychological wellbeing 175Recruitment and retention 178Skills development 185The office-to-project interface 19110 Managing the Design Studio 192A creative space 192The project portfolio 194The design manager’s role 196Models of design management 199The traditional model 203The sequential model 205Managing design effort 208Identifying good habits and eliminating inefficiencies 215The office-to-project interface 21811 Communication, Knowledge Sharing and Information Management 219Communication within the office 219Communication with other organisations 222Effective communication strategies 224Knowledge retention and sharing 226Information management 230Preparation of information 233Implementing and IT strategy 236The office-to-project interface 23812 Financial Management 239Cash flow and profitability 239Sources of income 243Fee bidding and negotiation 246Invoicing and cash flow 248Controlling expenditure 250Financial monitoring and evaluation 253Crisis management 258The office-to-project interface 25913 Attracting and Retaining Clients 261Promoting a brand image 261The client’s perspective 263The architect’s perspective 265Communicating with clients 266Promotional tools 269Architects’ signboards 272Managing marketing activities 274The office-to-project interface 278Further Reading 280Index 284