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Managing Design: Conversations, Project Controls, and Best Practices for Commercial Design and Construction Projects

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Managing Design: Conversations, Project Controls, and Best Practices for Commercial Design and Construction Projects

Michael LeFevre

ISBN: 978-1-119-56197-2 April 2019 416 Pages

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Description

Offers state-of-the-art principles and strategies gleaned from high-profile projects to help readers manage design

This guide to managing design process within the commercial design and construction industry addresses a growing pain point in an industry where collaborative approaches to project delivery are outpacing the way professionals work. It synthesizes issues by investigating the “why,” “how,” and “who” of the discipline of managing design, and gives the “what” and “when” to apply the solutions given various project delivery and contracting methods. The book features candid interviews with over 40 industry leaders—architects, engineers, contractors, owners, educators, technology evangelists, and authors—which present a broad look at current issues and offer paths to future collaboration and change.

Managing Design: Conversations, Project Controls and Best Practices for Commercial Design and Construction Projects is a self-help book for design and construction that provides aninsider’s look at the mysteries of managing design for yourself, team, firm and future. It tackles client empathy; firm culture; owner leadership; design and budgets; dealing with engineers, consultants, and contractors; contracts; team assembly; and much more. 

  • Features eye-opening interviews with 40 industry luminaries
  • Exposes issues and poses solutions to longstanding industry ills
  • Offers a project design controls framework and toolset for immediate application and action
  • Includes best practice tips, process diagrams, and comparative analytical tables to support the text

Written in a relatable style, Managing Design: Conversations, Project Controls and Best Practices for Commercial Design and Construction Projects is a welcome resource for owners, contractors, and designers in search of better ways to work together.

Managing Design blends practical advice from the author's five decades in architecture and construction with wisdom from more than three dozen luminaries in the design, delivery, ownership and operation of the built environment. The result is an extraordinary guide to integrating practice across disciplines.”

—Bob Fisher, Editor-In-Chief, Design Intelligence

Managing Design peers into the soul of a contentious industry as it grapples with change—a deep dive into the design and construction process in the words of those doing the work. I enjoyed the engineers and contractors’ pleas to be made parties to design process early on. The questions—as interesting as the answers—are both here in this book.”

—Richard Korman, Deputy Editor, Engineering News Record

Managing Design hits many of the design and construction industry’s ills head-on with insightful interviews by new and established leaders and real-world tactics on creating better teams, better communications between players, and—most vitally—better project results.”

—Rebecca W. E. Edmunds, AIA, Editor, Author and President, r4 llc

Preface xiii

Foreword xvii
Charles Thomsen, Randy Deutsch

Introduction xxiii

Premise

Mission

Methods

Issues

Context

Themes

Movement

Part 1 Perspectives 1

Chapter 1 The Interviews 3

Chapter 2 Client Empathy: Listening, Collaboration, and Expertise 9
Chuck Thomsen, FAIA, FCMAA, Past Chairman, 3D/I International Beverly Willis, FAIA, Beverly Willis Architects Inc.

Chapter 3 Owner Leadership: Programs, Users, and Talking 19
Barbara White Bryson, Ed.D., FAIA, Associate Dean for Research and Academic Affairs, University of Arizona, College of Architecture, Planning and Landscape Architecture, John Moebes, AIA, Senior Construction Director, Crate & Barrel\ Arthur E. Frazier III, AIA, Director, Facilities Management and Services, Spelman College

Chapter 4 Building Learning Organizations: Knowledge and Research 33
James P. Cramer, Hon. AIA, Chairman Emeritus, Design Futures Council Renee Cheng, FAIA, Dean, College of Built Environments, University of Washington, Randy Deutsch, AIA, Associate Director, Graduate Studies, University of Illinois

Chapter 5 Firm Culture: Management and Attitudes 51
Scott Simpson, FAIA, NCARB, LEED AAP, Former President & CEO, The Stubbins Associates; Senior Fellow, Design Futures Council, Thompson Penney, FAIA, CEO, LS3P, John Busby, FAIA, FAIA, Agatha Kessler, Assoc. AIA, Chairman, Fentress Architects

Chapter 6 Strategy: Early Questions, Planning Horizons, and Socialization 71
Phil Bernstein, FAIA, Associate Dean and Senior Lecturer, Yale School of Architecture, Margaret Gilchrist Serrato, PhD, MBA, AIA, ASID, LEED AP, Workplace Foresight Architect, Herman Miller, David Gilmore, President, CEO, DesignIntelligence

Chapter 7 Process: Lean Scheduling – Agile and Efficient 91
Bruce Cousins, AIA, Founder, Sword Inc., San Francisco, Denver, Santa Fe, Chad Roberson, AIA, LEED AP BD+C, Principal, Clark Nexsen, Asheville, N.C.

Chapter 8 Collaborators: Performative Design (Better Together) 101
Marc L’Italien, FAIA, Principal, Associate Vice President, HGA, Bob Carnegie, AIA, Director of Architecture, HOK Houston, Matthew Dumich, FAIA, Senior Project Manager, Adrian Smith +, Gordon Gill Architecture

Chapter 9 Design and Budgets: Architect/Contractor Collaboration and Trust 117
Jeffrey Paine, FAIA, Founding Principal, Duda|Paine Architects, Peter Styx, AIA, Director of Architecture, AECOM, Minneapolis

Chapter 10 Art and Architecture: Design Leadership and Conviction 129
Phil Freelon, FAIA, Design Director, Perkins+Will, Allison Grace Williams, FAIA, Principal Provocateur, AGWms_studio

Chapter 11 Engineers and The Consultant’s Mindset: Leading From Behind 139
Daniel Nall, FAIA, FASHRAE, LEED Fellow, BEMP, HBDP, CPHC, Formerly, Regional Director, Syska & Hennessy SH Group, New York, Kurt Swensson, PhD, PE, LEED AP, Founding Principal, KSi Engineers

Chapter 12 Contractors: Risk and Design Assist Expertise 151
John Rapaport, with John Lord, David Scognamiglio, and Jeremy Moskowitz, Component Assembly Systems, Inc./Component West, Don Davidson and Jeff Giglio, CEO and Chairman, Inglett & Stubbs, Wayne Wadsworth, DBIA, LEED AP, Executive Vice President, Holder Construction Company, Jon Lewis, General Superintendent, Holder Construction Company

Chapter 13 Technology: Leveraging Data 175
Arol Wolford, Hon. AIA, Owner, VIMaec, Building Systems Design, Casey Robb, FCSI, CDT, CCPR, LEED AP, CF Robb Consulting Services, LLC, Josh Kanner, Founder, SmartVidio

Chapter 14 Entrepreneurship: Vertical Integration and Value Propositions 191
Scott Marble, AIA, William H. Harrison Chair, Professor, School of Architecture, Georgia Tech, David Fano, Chief Growth Officer, WeWork, New York

Chapter 15 Change Agents: Advocacy, Equity, and Sustainability 201
Simon Joaquin Clopton, MS, Emily Grandstaff-Rice, FAIA, LEED AP BD+C, ID+C, WELL AP, NCARB, NCIDQ, Senior Associate, Arrowstreet, Boston, 2018 AIA Director-At-Large

Part 2 Project Design Controls: A Framework for Balance, Change, and Action 211

Chapter 16 Project Design Controls: A Framework for Balance, Change, and Action 213

Origins: Looking, Seeing, Borrowing, and Common Sense

Navigation and Adoption: Internalization and Sharing

Toolmaking: What Gets Measured Gets Done

Boundaries, Limits, and Constraints: Enemies or Friends?

The Litmus Test: Project Design Controls

Chapter 17 Level 0: Subsurface (Contractual/Forming) 223

Project Design Controls

Supporting Collaboration

Other Resources

Chapter 18 Level 1: Foundation (Planning/Organizing) 229

Goals and Objectives

Roles and Responsibilities

Communication Protocols

BIM/VDC/Digital Infrastructure

Programming and Research

Project Analysis Kickoff Meeting

Project Definition Package (PDP)

Chapter 19 Level 2: Structure (Measuring/Baseline) 241

Tangible, Measurable Project Design Controls: The “Structural” Baseline

Chapter 20 Level 3: Systems (Relating/Collaboration) 263

Owner, Architect, Contractor: The Team

Chapter 21 Level 4: Enclosure (Leading/Strategic) 271

Change

Options and Value Analysis

Decision Support: Issue Tracking and Completion

Consultant Coordination

Chapter 22 Context: Supply Network, Market Forces, Emerging Technology 273

Supply Network

Market Forces

Emerging Technologies

Other Considerations

Chapter 23 Understanding and Using the Framework 279

Order and Logic: “Visual Onomatopoeia”

Processes: Repeatable, Shared, One Off?

Causes and Effects, Actions and Reactions

When Does Design Management Happen?

Problems (and Solutions)

How to Know

How to Coach

Self-Evaluation Quiz: Managing Design Litmus Test

Chapter 24 Case Studies 299

Case Study 1: Georgia Tech Manufacturing Research Center, Atlanta

Case Study 2: Zoo Atlanta Action Conservation Research Center, Atlanta, Georgia

Case Study 3: Flint Riverquarium

Case Study 4: Hayden Library Reinvention, Arizona State University, Tempe, Arizona

Case Study 5: Emory University Campus Life Center, Atlanta, Georgia

Chapter 25 Actions 319

What Works

In Search of [Design] Excellence: [Designed and] Built to Last

Forty Questions

My Take

Where to Focus: Drivers

It’s Up to You

The Ideal Project

Take Action

The Team

A Final Request

Epilogue 333

Future Vision

Prognostications and Advice

Organizational Systems Thinking: The 7-S+1 Model

Reach and Closure: Design Futures Council Summit on the Future of Architecture, 2018

Continuing

Constants and Encouragement

Answers

Acknowledgments 347

About the Author 349

Bibliography 351

Photo Credits 355

Illustrations 357

Index 359