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by Michael LeFevre
Managing Design
Cover
Preface
It's Time
Foreword
The Question
Managing Design Is Different from Managing Construction
So How Do You Manage Design?
Design Isn't What It Used to Be
Why a Book of Conversations?
Why Now?
One Well-Connected Author
The Never Futile and Always Sisyphean Task of Managing Design
Will Reading These Conversations and Ideas Help Us Work Together?
Introduction
Premise
Mission
Methods
Issues
Context
Themes
Movement
Notes
PART 1: PERSPECTIVES
CHAPTER 1: The Interviews
Thought Leaders: Current Realities and Future States
Topics
Chapter 2 Client Empathy: Listening, Collaboration, and Expertise
Chapter 3 Owner Leadership: Programs, Users, and Talking
Chapter 4 Building Learning Organizations: Knowledge, and Research
Chapter 5 Firm Culture: Management and Attitudes
Chapter 6 Strategy: Early Questions, Planning Horizons, and Socialization
Chapter 7 Process: Lean Scheduling – Agile and Efficient
Chapter 8 Collaborators: Performative Design (Better Together)
Chapter 9 Design and Budgets: Architect/Contractor Collaboration and Trust
Chapter 10 Strategy: Early Questions, Planning Horizons, and Socialization
Chapter 11 Engineers and the Consultant's Mindset: Leading From Behind
Chapter 12 Contractors: Risk and Design Assist Expertise
Chapter 13 Technology: Leveraging Data
Chapter 14 Entrepreneurship: Vertical Integration and Value Propositions
Chapter 15 Change Agents: Advocacy, Equity, and Sustainability
CHAPTER 2: Client Empathy: Listening, Collaboration, and Expertise
Client Intimacy and the Creative Continuum or “Snow Cards, Squatter Sessions, and Goody-Goody Talk”
Specialization and Generalization or “Orchestrating the Post and Beam Crowd”
Note
CHAPTER 3: Owner Leadership: Programs, Users, and Talking
Collaboration and Communication or “Teaching Masochists”
Programs versus Projects or “Savvy Owners”
Paying Utility Bills, Fixing Leaks, and Dictating Design, or “How to Get Less”
CHAPTER 4: Building Learning Organizations: Knowledge and Research
Building Design Futures: Courage For The Future Or “Moving The Laggards”
Knowledge Management, Design Culture, Research and Credibility, or “Going It on Your Own”
Integrated Education and the Role of the Academy or “Wearing Three Hats”
Note
CHAPTER 5: Firm Culture: Management and Attitudes
An Integrated Approach: Avoiding Voluntary Misfortune or “Doomed to Be Successful”
The Regional Model or “Sittin' Around the Table”
AIA Reflections or “Breaking Boundaries”
The Known Unknown: Keys to Change Readiness or “Weeding and Nurturing”
CHAPTER 6: Strategy: Early Questions, Planning Horizons, and Socialization
Post-Pasture Value Propositions or “Three Horizons?”
Strategic Business Planning or “Asking the Right Questions”
Team Building and Project Planning or “Last Exit”
Note
CHAPTER 7: Process: Lean Scheduling – Agile and Efficient
Standardized Methods or “Leaning in, Softly”
Self-Determined Lean Work Planning and Career Paths or “Playing Cards”
Notes
CHAPTER 8: Collaborators: Performative Design (Better Together)
On Collaboration or “We're Better Together”
Sharing Expertise, Trust, and Owner Engagement or “Assume This”
Performative Design or “Welcome to the Machine Age”
Note
CHAPTER 9: Design and Budgets: Architect/Contractor Collaboration and Trust
Pressing Schedules or “Are We Done Yet?”
Meeting Budgets or “How to Work with Contractors”
CHAPTER 10: Art and Architecture: Design Leadership and Conviction
Cultural Understanding, Design Tools and Ideas or “We're Still in Charge”
Art and Beauty, Architecture and Building, or “Instinct, Innovation, and Respect: Managing Ourselves”
CHAPTER 11: Engineers and The Consultant's Mindset: Leading From Behind
Aligning Objectives and Optimizing Systems or “Catalog Engineering”
Managing at the Point of Attack: Anticipating Outcomes or “The Waiter and the Old Man and the Sea”
CHAPTER 12: Contractors: Risk and Design Assist Expertise
Trade Contractor Expertise or, “My Friend the Architect”
Planning and Trade Contractor Design-Assist Mindsets or “We Need You Onsite Tomorrow”
“Eyes-Wide-Open” Leadership and Design Ownership or “Stretching the Market: The Chain”
Contracts, Collaboration, Construction, and “Chasing Design”' or “Fear the Unknown”
Notes
CHAPTER 13: Technology: Leveraging Data
Mining the Data, Counting Your Blessings, and Seeing Clearly or “Life Is Just a Game”
Manufacturers, Knowledge and Building Relationships or “Can the Internet Buy You Lunch?”
Reusing Data or “The Technology Problem”
CHAPTER 14: Entrepreneurship: Vertical Integration and Value Propositions
Rethinking Relationships, Delivering Value or “Giving Them the Business”
Integrating Vertically, Changing the Market or “We Do Different Things”
Notes
CHAPTER 15: Change Agents: Advocacy, Equity, and Sustainability
Sustainable Practice: Tools and Data, Proof & Persuasion or “Doing Right, Good and Well”
The Advocate or “To Be Continued”
PART 2: PROJECT DESIGN CONTROLS: A FRAMEWORK FOR BALANCE, CHANGE, AND ACTION
CHAPTER 16: Project Design Controls: A Framework for Balance, Change, and Action
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
Notes
CHAPTER 17: Level 0: Subsurface (Contractual/Forming)
Project Design Controls
Supporting Collaboration
Other Resources
Note
CHAPTER 18: Level 1: Foundation (Planning/Organizing)
Goals and Objectives
Roles and Responsibilities
Communication Protocols
BIM/VDC/Digital Infrastructure
Programming and Research
Project Analysis Kickoff Meeting
Project Definition Package (PDP)
Notes
CHAPTER 19: Level 2: Structure (Measuring/Baseline)
Tangible, Measurable Project Design Controls: The “Structural” Baseline
Notes
CHAPTER 20: Level 3: Systems (Relating/Collaboration)
Owner, Architect, Contractor: The Team
Notes
CHAPTER 21: Level 4: Enclosure (Leading/Strategic)
Change
Options and Value Analysis
Decision Support: Issue Tracking and Completion
Consultant Coordination
CHAPTER 22: Context: Supply Network, Market Forces, Emerging Technology
Supply Network
Market Forces
Emerging Technologies
Other Considerations
Note
CHAPTER 23: Understanding and Using the Framework
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
Note
CHAPTER 24: Case Studies
CHAPTER 25: Actions
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
Notes
Epilogue
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
Notes
Acknowledgments
About the Author
Bibliography
Photo Credits
Interview Photos
Illustrations
Figures
Tables
Index
End User License Agreement
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Prev
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Cover
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Managing Design
Table of Contents
Cover
Preface
It's Time
Foreword
The Question
Managing Design Is Different from Managing Construction
So How Do You Manage Design?
Design Isn't What It Used to Be
Why a Book of Conversations?
Why Now?
One Well-Connected Author
The Never Futile and Always Sisyphean Task of Managing Design
Will Reading These Conversations and Ideas Help Us Work Together?
Introduction
Premise
Mission
Methods
Issues
Context
Themes
Movement
Notes
PART 1: PERSPECTIVES
CHAPTER 1: The Interviews
Thought Leaders: Current Realities and Future States
Topics
Chapter 2 Client Empathy: Listening, Collaboration, and Expertise
Chapter 3 Owner Leadership: Programs, Users, and Talking
Chapter 4 Building Learning Organizations: Knowledge, and Research
Chapter 5 Firm Culture: Management and Attitudes
Chapter 6 Strategy: Early Questions, Planning Horizons, and Socialization
Chapter 7 Process: Lean Scheduling – Agile and Efficient
Chapter 8 Collaborators: Performative Design (Better Together)
Chapter 9 Design and Budgets: Architect/Contractor Collaboration and Trust
Chapter 10 Strategy: Early Questions, Planning Horizons, and Socialization
Chapter 11 Engineers and the Consultant's Mindset: Leading From Behind
Chapter 12 Contractors: Risk and Design Assist Expertise
Chapter 13 Technology: Leveraging Data
Chapter 14 Entrepreneurship: Vertical Integration and Value Propositions
Chapter 15 Change Agents: Advocacy, Equity, and Sustainability
CHAPTER 2: Client Empathy: Listening, Collaboration, and Expertise
Client Intimacy and the Creative Continuum or “Snow Cards, Squatter Sessions, and Goody-Goody Talk”
Specialization and Generalization or “Orchestrating the Post and Beam Crowd”
Note
CHAPTER 3: Owner Leadership: Programs, Users, and Talking
Collaboration and Communication or “Teaching Masochists”
Programs versus Projects or “Savvy Owners”
Paying Utility Bills, Fixing Leaks, and Dictating Design, or “How to Get Less”
CHAPTER 4: Building Learning Organizations: Knowledge and Research
Building Design Futures: Courage For The Future Or “Moving The Laggards”
Knowledge Management, Design Culture, Research and Credibility, or “Going It on Your Own”
Integrated Education and the Role of the Academy or “Wearing Three Hats”
Note
CHAPTER 5: Firm Culture: Management and Attitudes
An Integrated Approach: Avoiding Voluntary Misfortune or “Doomed to Be Successful”
The Regional Model or “Sittin' Around the Table”
AIA Reflections or “Breaking Boundaries”
The Known Unknown: Keys to Change Readiness or “Weeding and Nurturing”
CHAPTER 6: Strategy: Early Questions, Planning Horizons, and Socialization
Post-Pasture Value Propositions or “Three Horizons?”
Strategic Business Planning or “Asking the Right Questions”
Team Building and Project Planning or “Last Exit”
Note
CHAPTER 7: Process: Lean Scheduling – Agile and Efficient
Standardized Methods or “Leaning in, Softly”
Self-Determined Lean Work Planning and Career Paths or “Playing Cards”
Notes
CHAPTER 8: Collaborators: Performative Design (Better Together)
On Collaboration or “We're Better Together”
Sharing Expertise, Trust, and Owner Engagement or “Assume This”
Performative Design or “Welcome to the Machine Age”
Note
CHAPTER 9: Design and Budgets: Architect/Contractor Collaboration and Trust
Pressing Schedules or “Are We Done Yet?”
Meeting Budgets or “How to Work with Contractors”
CHAPTER 10: Art and Architecture: Design Leadership and Conviction
Cultural Understanding, Design Tools and Ideas or “We're Still in Charge”
Art and Beauty, Architecture and Building, or “Instinct, Innovation, and Respect: Managing Ourselves”
CHAPTER 11: Engineers and The Consultant's Mindset: Leading From Behind
Aligning Objectives and Optimizing Systems or “Catalog Engineering”
Managing at the Point of Attack: Anticipating Outcomes or “The Waiter and the Old Man and the Sea”
CHAPTER 12: Contractors: Risk and Design Assist Expertise
Trade Contractor Expertise or, “My Friend the Architect”
Planning and Trade Contractor Design-Assist Mindsets or “We Need You Onsite Tomorrow”
“Eyes-Wide-Open” Leadership and Design Ownership or “Stretching the Market: The Chain”
Contracts, Collaboration, Construction, and “Chasing Design”' or “Fear the Unknown”
Notes
CHAPTER 13: Technology: Leveraging Data
Mining the Data, Counting Your Blessings, and Seeing Clearly or “Life Is Just a Game”
Manufacturers, Knowledge and Building Relationships or “Can the Internet Buy You Lunch?”
Reusing Data or “The Technology Problem”
CHAPTER 14: Entrepreneurship: Vertical Integration and Value Propositions
Rethinking Relationships, Delivering Value or “Giving Them the Business”
Integrating Vertically, Changing the Market or “We Do Different Things”
Notes
CHAPTER 15: Change Agents: Advocacy, Equity, and Sustainability
Sustainable Practice: Tools and Data, Proof & Persuasion or “Doing Right, Good and Well”
The Advocate or “To Be Continued”
PART 2: PROJECT DESIGN CONTROLS: A FRAMEWORK FOR BALANCE, CHANGE, AND ACTION
CHAPTER 16: Project Design Controls: A Framework for Balance, Change, and Action
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
Notes
CHAPTER 17: Level 0: Subsurface (Contractual/Forming)
Project Design Controls
Supporting Collaboration
Other Resources
Note
CHAPTER 18: Level 1: Foundation (Planning/Organizing)
Goals and Objectives
Roles and Responsibilities
Communication Protocols
BIM/VDC/Digital Infrastructure
Programming and Research
Project Analysis Kickoff Meeting
Project Definition Package (PDP)
Notes
CHAPTER 19: Level 2: Structure (Measuring/Baseline)
Tangible, Measurable Project Design Controls: The “Structural” Baseline
Notes
CHAPTER 20: Level 3: Systems (Relating/Collaboration)
Owner, Architect, Contractor: The Team
Notes
CHAPTER 21: Level 4: Enclosure (Leading/Strategic)
Change
Options and Value Analysis
Decision Support: Issue Tracking and Completion
Consultant Coordination
CHAPTER 22: Context: Supply Network, Market Forces, Emerging Technology
Supply Network
Market Forces
Emerging Technologies
Other Considerations
Note
CHAPTER 23: Understanding and Using the Framework
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
Note
CHAPTER 24: Case Studies
CHAPTER 25: Actions
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
Notes
Epilogue
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
Notes
Acknowledgments
About the Author
Bibliography
Photo Credits
Interview Photos
Illustrations
Figures
Tables
Index
End User License Agreement
List of Tables
Introduction
TABLE 1 Design Conditions and Contexts
TABLE 2 Team (OAC Relationship)
TABLE 3 Design Drivers and Influences
TABLE 4 Design Disciplines and Consultants
Chapter 17
TABLE 17.1 Relative Facility Life Cycle Cost
TABLE 17.2 Project Delivery Methods: Design Management Advantages
Chapter 18
TABLE 18.1 Responsibility Matrix
Chapter 19
TABLE 19.1 Building Program Requirements Evolution
TABLE 19.2 Design Schedule Evolution
TABLE 19.3 Normalized Data
TABLE 19.4 Documents Planning and Creation
TABLE 19.5 Documents Management and Production
TABLE 19.6 Documents Review
List of Illustrations
Preface
FIGURE 0.1 This Is My Dad Going to Work, drawing courtesy Danielle LeFevre.
Foreword
FIGURE 0.2 Design versus Construction Process, Chuck Thomsen.
Chapter 12
FIGURE 12.1 7-S +1 diagram, M. LeFevre after Peters, Waterman,...
Chapter 16
FIGURE 16.1 Using target value limits.
FIGURE 16.2 Project Design Controls framework, including Level 0.
Chapter 17
FIGURE 17.1 Level 0: “Subsurface” (Contractual/Forming).
FIGURE 17.2 Project Delivery Timelines and Project Design Control Timing.
Chapter 18
FIGURE 18.1 Level 1: “Foundation” (Planning/Organizing).
FIGURE 18.2 Project analysis.
Chapter 19
FIGURE 19.1 Level 2: “Structure” (Measuring/Baseline).
FIGURE 19.2 Collect | Analyze | Synthesize.
FIGURE 19.3 Individual | Group.
FIGURE 19.4 Diverge | Converge.
Chapter 20
FIGURE 20.1 Level 3: “Systems” (Relating/Collaborating).
FIGURE 20.2 Alignment.
Chapter 21
FIGURE 21.1 Level 4: “Enclosure” (Leading/Strategic).
Chapter 22
FIGURE 22.1 Project Design Controls framework, with “context”
Chapter 23
FIGURE 23.1 “The Science of Muddling Through,” after T. Sargent and C. Lindblom.
Chapter 24
FIGURE CS1.1 Georgia Tech Manufacturing Research Center:
Progressive
...
FIGURE CS1.2 Georgia Tech MARC: brick detail; author sketch.
FIGURE CS1.3 Georgia Tech MARC: physical model.
FIGURE CS1.4 Georgia Tech MARC: atrium; photo: Jonathan Hillyer.
FIGURE CS1.5 Georgia Tech MARC: drawing, “Things That Move.”
FIGURE CS1.6 Georgia Tech MARC: entry detail.
FIGURE CS1.7 Georgia Tech MARC: entry bridge.
FIGURE CS1.8 Georgia Tech MARC: entry bridge; photo: Jonathan Hillyer.
FIGURE CS1.9 Georgia Tech MARC: digital model; Courtesy Lord, Aeck...
FIGURE CS1.10 Georgia Tech MARC: reflected ceiling; Courtesy Lord,...
FIGURE CS1.11 Georgia Tech MARC: gear ceiling; photo: Jonathan Hillyer.
FIGURE CS1.12 Georgia Tech MARC: Progressive Architecture Citation.
FIGURE CS2.1 Zoo Arc, Lord, Aeck & Sargent, Architects; photo: Jo...
FIGURE CS3.1 Flint RiverQuarium, Albany, Georgia, Antoine Predock Arc...
FIGURE CS3.2 Flint RiverQuarium: value analysis concept sketch.
FIGURE CS4.1 ASU Hayden Library; image courtesy Eric Zobrist, Ayers Saint Gross.
FIGURE CS5.1 Emory CLC, image courtesy Duda|Paine Architects, rendering by...
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