Design entices and it sells, butthe complex team needed tocreate today’s luxury hotel, spaor senior living project is large,expensive, and fragmented –with multiple design authoritiesworking toward independent,often conflicting goals.The results for the client arewasted resources, diminisheddesign team performance, anddiluted design value.The result for the project isunrealized design potential.
At one time, the Architect was the Master Builder, and he did everything. What happened? As the science of building evolved, areas of technical expertise (structural, mechanical, etc.) were removed from the Architect’s scope, creating a ‘design team’ managed by the architect. As projects became more complex, project management was removed from the architect’s scope, often performed by the owner or a third-party project manager. As the expectations for design quality increased, areas of aesthetic specialization also became separated from the architect’s scope, including landscape design, lighting design, graphic design, and interior design. On many project types, including all high-end hospitality projects, the architecture of the building interior was also removed from the architect’s scope, resulting in the creation of the ‘interior architectural’ design practice. “In a way, architects gave away the interiors of their own buildings.” Michael Graves, architect When this fundamental change occurred, the active management of the primary design consultants was not replaced.Fig. 1: Original project team
Fig. 2: Today’s complex project team (idealized) Fig. 3: Today’s complex project team (reality)
It doesn’t have to be that way. The design team’s contracts can be coordinated. Evaluation of the design consultants can go deeper than “who will be on my team?” Their scope—and their documentation—can be tailored to their capabilities, and to how they actually work. The design team can be actively monitored, and their efforts can be intelligently synchronized. Issues can be framed to facilitate efficient review and approval by ownership and the design team. Time wasting conflict and inefficiencies can be anticipated, and can be avoided. Critical issues can be “walked-through” the approval process. Design direction and decisions can be documented. Design team meetings can be objectively moderated, and they can be more productive. Procedures for concurrent production of CAD drawings can be resolved. Design continues during construction, and managing the design team can as well. The collective design effort can be improved.Fig. 4: Complex project team with Design Manager
Why Design Management?Improved Design Team Performance Better design. By coordinating scope, minimizing conflicts, and actively monitoring progress, the design team spends more time on design. Better documentation. Coordinated and comprehensive, with less duplication, fewer gaps, and a consistent attention to design detail. Designs within budget. Designing to the budget is not only the design team’s responsibility, but it is also the best way to ensure time is spent on design – not redesign. Deadlines met. Realistic planning, clear communication and active management mean presentations, drawings, and submittal reviews are on time.Improved Project Team Performance Efficiency. The singular focus of active design management brings multiple design efforts into alignment, and offers a single point of contact for design communication, direction and approval. Communication. Active, involved communication facilitates the successful design team, and regular, succinct communication regarding their efforts keeps the client and the project team properly informed. Consistency. Design consultants are likely to change from project to project. Design management offers a consistent interface even when the design team changes.Improved Projects The quality of a project is always under pressure – even with the most talented consultants. It takes constant attention to keep the design effort moving forward efficiently. Creative, productive, and efficient. What is designed is built. Quality drawings and active monitoring assures that the design is not diminished during the construction process – an all too frequent occurrence.
Design Management Services:Design Contract CoordinationThe realistic evaluation of the design consultants’ capabilities and a coordinated delineationof their scope form a foundation for the hospitality design team’s work. As such, theirindividual contracts are more than legal agreements – they are guiding documents for theircollaborative efforts and a fundamental component of their success as a team. Servicesinclude project analysis, consultant team evaluation, and detailed scope assignment to avoidmany typical conflicts before they start.Design ManagementActive and objective design management of the Architect, Interior Designer, and otherprimary design consultants is required to meet the measurable goals of budget and schedulewithout compromising the equally important design expectations for the project. In additionto the Contract Coordination services mentioned above, Design Management servicesinclude confirming schedule and staffing, review of design and documentation planning, andactive monitoring of the design effort from Concept Design through Construction – withproactive intervention as required.Design AdministrationAll project teams are different, and in some cases the addition of organized support for astrong owner, operator or project manager may sufficiently complement an existing designteam to assure maximum design value is achieved. Design Administration services includeactive monitoring of design related communication and tasks, and regular communication tothe Client and Project Manager regarding the progress of the design effort.
+ s e e i n g q u a l i t y t h ro u g h harris architecture + design management 5005 greenville ave. #147a dallas, texas 75206 www.harris-adm.com Phone: 214.265.7670 Fax: 214.361.8944 Email: email@example.com