Details

Managing Design


Managing Design

Conversations, Project Controls, and Best Practices for Commercial Design and Construction Projects
1. Aufl.

von: Michael LeFevre

57,99 €

Verlag: Wiley
Format: PDF
Veröffentl.: 30.04.2019
ISBN/EAN: 9781119562009
Sprache: englisch
Anzahl Seiten: 416

DRM-geschütztes eBook, Sie benötigen z.B. Adobe Digital Editions und eine Adobe ID zum Lesen.

Beschreibungen

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 xviiCharles 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 9Chuck Thomsen, FAIA, FCMAA, Past Chairman, 3D/I International Beverly Willis, FAIA, Beverly Willis Architects Inc. Chapter 3 Owner Leadership: Programs, Users, and Talking 19Barbara 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 33James 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 51Scott 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 71Phil 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 91Bruce 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) 101Marc 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 117Jeffrey Paine, FAIA, Founding Principal, Duda|Paine Architects, Peter Styx, AIA, Director of Architecture, AECOM, Minneapolis Chapter 10 Art and Architecture: Design Leadership and Conviction 129Phil 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 139Daniel 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 151John 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 175Arol 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 191Scott 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 201Simon 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
Michael Alan LeFevre, FAIA Emeritus, is a Principal with DesignIntelligence Strategic Advisors and a member of the Design Futures Council. He was formerly Vice President, Planning & Design Support at Holder Construction in Atlanta, GA. As an award-winning architect he frequently speaks on the topic of design-construction collaboration. He and has been an advisory board member and guided curricula development for academic programs at the University of Michigan, Georgia Tech, Clemson, and Purdue. In his groundbreaking tenure at Holder he worked with many of the world's leading design firms on high-visibility projects such as the Apple Park Headquarter Campus, and the new Mercedes-Benz Stadium in Atlanta. He now consults nationally and internationally with leading design and construction firms.
"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 OFFERS STATE-OF-THE-ART PRINCIPLES AND STRATEGIES GLEANED FROM HIGH-PROFILE PROJECTS TO HELP READERS MANAGE DESIGN This guide to the 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 an insider'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.

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