- Cover
- Preface
- 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
- 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
- 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: Art and Architecture: Design Leadership and Conviction
- CHAPTER 11: Engineers and The Consultant's Mindset: Leading From Behind
- 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
- CHAPTER 14: Entrepreneurship: Vertical Integration and Value Propositions
- CHAPTER 15: Change Agents: Advocacy, Equity, and Sustainability
- CHAPTER 1: The Interviews
- PART 2: PROJECT DESIGN CONTROLS: A FRAMEWORK FOR BALANCE, CHANGE, AND ACTION
- CHAPTER 16: Project Design Controls: A Framework for Balance, Change, and Action
- CHAPTER 17: Level 0: Subsurface (Contractual/Forming)
- CHAPTER 18: Level 1: Foundation (Planning/Organizing)
- CHAPTER 19: Level 2: Structure (Measuring/Baseline)
- CHAPTER 20: Level 3: Systems (Relating/Collaboration)
- CHAPTER 21: Level 4: Enclosure (Leading/Strategic)
- CHAPTER 22: Context: Supply Network, Market Forces, Emerging Technology
- CHAPTER 23: Understanding and Using the Framework
- CHAPTER 24: Case Studies
- CHAPTER 25: Actions
- Epilogue
- Acknowledgments
- About the Author
- Bibliography
- Photo Credits
- Illustrations
- Index
- End User License Agreement
Managing Design
Conversations, Project Controls and Best Practices for Commercial Design and Construction Projects
Michael Alan LeFevre
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