Your SlideShare is downloading. ×
Design ManagementSeminar
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Design ManagementSeminar

1,850
views

Published on

This is a presentation given at the Robert Gordon University in Aberdeen.

This is a presentation given at the Robert Gordon University in Aberdeen.

Published in: Business, Design

0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,850
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
0
Comments
0
Likes
3
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Transcript

    • 1. Working at the interface between design and construction Peter Demian Lecturer in Construction Management Department of Civil and Building Engineering Loughborough University
    • 2. Introduction to Myself
      • Lecturer in Construction Management since 2005
        • Interested in Design and Knowledge Management
      • PhD in Civil Engineering
      • Undergraduate studies in Structural Engineering
      • Disability: Poor eyesight
    • 3. Outline
      • First Principles
        • “Design”?
        • “Management”?
        • “Design Management”?
      • Why design management is difficult but important
      • Tools we can use
    • 4. First Principles: Design 1/2
      • “ The conception and planning of the artificial” (Buchanan 2000)
      • “ The process of developing information about an object that has not previously existed.” (Ullman 1994)
      • “ The most essential design activity is the production of a final description of the artefact.” (Cross 1989)
        • (a description that would enable someone to build the artefact)
    • 5. First Principles: Design 2/2
      • Yes, but how are designs generated?
      • Rational (or rationalisable) process made up of distinct phases ?
      • Rational problem solving?
      • Subjective, deeply human experience?
      • Social, collaborative activity?
      • Design ≠ construction
    • 6. First Principles: Management 1/2
      • Oxford English Dictionary: “Organization, supervision, or direction; the application of skill or care in the manipulation, use, treatment, or control (of a thing or person), or in the conduct of something.”
      • Gray and Hughes (2001): To conduct things and people in order to achieve some end.”
      • Managing ≠ doing
    • 7. First Principles: Management 2/2
      • Dictionary definition uses the word “ organisation” – from the notion of organs in the human body.
        • To organise something is to arrange the elements into a coordinated whole.
        • When it is difficult to deal with a whole, it is useful to split the whole into pieces, and deal with each piece in a separate but coordinated way.
      • Disassembly must not destroy essence – reductionism vs. holism.
    • 8. First Principles: Design Management 1/5 Managing≠doing Designing≠construction ? ? CONSTRUCTION ? ? DESIGN MANAGING DOING
    • 9. First Principles: Design Management 2/5 A long time ago… Architect/ Masterbuilder Workmen or labourers CONSTRUCTION Architect/ Masterbuilder Architect/ Masterbuilder DESIGN MANAGING DOING
    • 10. First Principles: Design Management 3/5 Recently… Const./Proj. Manager or General Contractor Subcontractors CONSTRUCTION Architect/ Engineer Architect/ Engineer DESIGN MANAGING DOING
    • 11. First Principles: Design Management 4/5 The future… Const./Proj. Manager or General Contractor Subcontractors CONSTRUCTION The Design Manager Architect/ Engineer + Others DESIGN MANAGING DOING
    • 12. First Principles: Design Management 5/5
      • “ A management framework for timely delivery of good, accurate and build-able designs that meet the stakeholder requirements.” – Design Management Handbook by Lee Bibby
      • “ The management of people and resources in a multidisciplinary process, performed in a series of iterative steps, to conceive, describe and justify increasingly detailed solutions and costings to meet the needs of the stakeholders.” – Professor Simon Austin Module notes, CVP010 Design Process Management.
      • Orchestra metaphor
    • 13. Changes in the Const. Industry
      • One person/entity oversee the entire design and construction process  Co-ordination of multiple specialist designers and works contractors.
        • Specialisation, fragmentation. As work becomes more complex, so more skills are needed to accomplish it.
      • Architect as project leader  Ambiguity: Who’s the boss?
        • Erosion of the role of architect.
        • Complex financing, accounting before an architect is even hired.
      • Leadership of project changes as project progresses
      • (For more, see Table 1, Page 2 in Gray and Hughes 2001)
    • 14. Who Contributes to the Design? CONTRIBUTION STAGE Brief Detail Concept and Scheme Specialist Engineering Design Construction Client Architect Engineer Specialist Gray and Hughes 2001. Fig 9
    • 15. Construction Man. ↔ Design Man.
      • Construction:
        • Complicated
        • Collaboration between many specialists
        • Const. Man./General contractor relieves architects and engineers of the need to manage construction
      • Design
        • Complicated, many specialists
        •  Design management to relieve entire team of management role
    • 16. Characteristics of Design 1/2
      • Many stakeholders, disciplines
        • Different disciplines because complexity  differentiation
        • Different organisations because of transaction cost economics
      • Each discipline has its own language and way of working
      • We want this, but we need to provide integration and coordination
    • 17. Characteristics of Design 2/2
      • Design is problem seeking (or problem definition) as well as problem solving
      • Design is iterative. No right answer first time. No perfectly right answer at all?
      • “Designer” is often not “builder”.
      •  Contrast between design and construction.
    • 18. Design versus Construction Design Management Handbook, Lee Bibby 2002
    • 19. Design: greatest scope for change
      • During the design phase we have the greatest influence over the total final cost of the project
      • During the design phase we have the greatest influence over the total final cost of the project
      • During the design phase we have the greatest influence over the total final cost of the project
    • 20. Level of Influence Feasibility Brief Design Construction Utilisation Chapter 10 of “Professional Construction Management” by Barrie and Paulson (1992) Project Phase Level of Influence 0% 100% Decreasing Influence Increasing Expenditure Cumulative Cost of Project
    • 21. Design Manager Imposes Freezes Feasibility Brief Design Construction Utilisation Chapter 10 of “Professional Construction Management” by Barrie and Paulson (1992) Project Phase 0% 100% Decreasing Influence Increasing Expenditure Cumulative Cost of Project Cost of change BRIEF FREEZE DESIGN FREEZE
    • 22. Design Management tools: ICT and Modelling PRODUCT PROCESS ORGANISATION ICT
    • 23. Summary
      • First Principles
        • “ Managing ≠ doing
        • Designing ≠ construction
      • Difficult : Complicated, specialists, iterative
      • Important: Design: greatest influence
      • Tools
        • Product modelling
        • Process modelling
        • Organisational modelling
        • ICT