Research Paper on "Management Chapter 1-The Influence of the Project"

Research Paper 9 pages (4029 words) Sources: 9

[EXCERPT] . . . .

Management

Chapter 1-the influence of the project procurement process on the design management strategy

The client may choose one of many available methods of procurement. This may result in different contractual and managerial relationships with the design team. In many instances, each method is unique in its approach and overall direction. Interestingly the entire design team, or design unit, may be within the client's own organization, an independent consultant or part of a contractor's organization. However with the many different facets of project procurement there are similarities as it relates to the overall management strategy. These similarities are common with all procurement processes and should be addressed appropriately with the client. These aspects heavily influence the design management strategy as the often come directly from the client. Below are three aspects with are essential to any procurement process.

First, a clientele having an ongoing need for construction work involving an element of design. Ultimately this concept leads to the establishment of an overall project management structure within which, the design management operates.

Second, the client is need of a unique design capability. This capability is often established by the construction industry, and distributed among many organizations in the form of managed design facilities.

Third, the design content of a project that has been created by a client and defined in an agreed brief.

Regardless of the procurement method selected from the design management point-of-view, the most significant management function undertaken within a construction project is that of the design team leader.

Through the influence of the procurement process, the design team leader should contribute to the overall planning of the project. Through the procurement process, the design manager is directly responsible for planning, programming, controlling and delivering its design content. The design team leader should co-operate with the planning supervisor, liaise with other design units and ensure that effective communications and decision making systems are applied. All of these aspects are influenced by the procurement process which establishes the overall context for the design.

The influence of the procurement process impacts the programmeming and planning strategy as well. Detailed planning and programmeming will require input from design units. However, errors often occur which may lead to revisions of the initial estimates of design cost and time targets. Finally the procurement process influences the both the planning and design management process. Planning the design management related aspects of a project involves identifying all significant work elements. These elements are often obtained through the procurement process. In addition there is a need to assess the elements interdependence and organizing the work so that orderly progress can be achieved.

When using the design and build method, the work stages relevant to the work of the consultant team will be dependent on the client. The design and build method depends heavily on the extent to which the client wishes to pre-determine the design and constructional detail for the project. This has profound implications for the overall project as revisions will be difficult to conduct. For example, a heavily dependent client may wish the design to be virtually complete at all stages by the design team. The client in this example may want to incorporate various quantities, and named sub-contractors for all involved elements. This will require much detail on the part of both the client and the design team. However, there exists an opposite extreme in which the client may simply wish to give minimal information. In this instance the client heavily defers many aspects to the design team's judgment and thought process. The client leaves the selection and tendering of contractors to prepare the overall concept and design. In each case, the design team and the client had to collaborate, albeit to a varying degrees. Most projects using this method of procurement will use a variation of both examples mentioned in detail above. As such the client's requirements in regards to time, cost, and quality must be viable, thought out, and truthful. Otherwise, the integrity of the information is comprised, which ultimately results in subpar performance on the part of the design team.

The objective of the review will be determined by the client, who will also decide how the process will be managed. A client with a multi-project development programme will generally be closely involved throughout the duration of the projects. As is often the case, a client may even use an independent 'evaluator' to obtain feedback data to improve the design team's performance.

Another client for a single project, the objective of which might be business reorganization or expansion, may prefer a review team led by the in-house project leader with representatives from their own firm. In any review the inclusion of third parties, as well as people involved in the delivery of the project, will enhance both independence and objectivity. A useful review will provide a balanced view of the successes as well as the failures. It is inevitable that 'defects', whether arising from design or construction, will be identified, but correction should be dealt with under contractual arrangements.

Chapter 2 -The design management process

The construction and design management process is unique in its approach. In particular, design management must be conducted in a manner that minimizes error while providing reliability. In many instances, design management may have differing requirements depending primarily on the client and the overall nature of the work. However, the overall process has many basic underlying principles that ensure client needs are adequately met. It is through this process that the overall design management progression is unique. The various stages of the process interact with one another in a symbiotic manner. Each step in the process builds upon the other with respect to the client needs and government regulations. The process is straight forward in its progressions which allows for flexibility within an uncertain work environment. Through the integration of sustainable design management combined with the of the UK government construction strategy, the overall process is more reliable and trustworthy. Therefore the design management process is directly correlated to the overall project lifecycle. Through this document, we will discuss the various stages of the design management process. The document will begin with a brief introduction providing a synopsis of the design management process. The document will then delve into considerations into the challenges plaguing design management and possible solutions. The report will then conclude with an explanation of the design management process as it relates to the overall product lifecycle.

To begin the RIBA provides a very compelling recommendation on the overall design management process. The RIBA plan of work utilises a unique 7 step approach (Guide to RIBA Agreements, 2008). What makes the approach unique is the cross functional nature embedded in the process. Globalization and technology has changed the manner in which design management is now conducted. Cross functional teams must work together in a manner that allows the overall product lifecycle to be altered in a beneficial way. These cross functional teams are now utilizing technology to help exacerbate the overall design process. For instance, a manager may utilise email, conference calls, company intranet, video conferencing, and many other forms of communication to help facilitate an orderly design process. In addition, technology allows for multiple leaders to specialize in a particular area of expertise. With the RIBA process, specialization can occur through specialized roles. The seven step approach also allows for greater flexibility (The British Standards Institution, 1996). Due to the recent trend in globalization, clients will undoubtedly have varying needs and desires. These changes client desires must not hinder risk management policies but they must be incorporated into the over RIBA approach. The RIBA plan of work allows for flexibility in client needs due to global requirements, but also is structured in its approach (Royal Institute of British Architects, 2012).

The RIBA process begins within the Plan of Work process. The Plan of Work organizes the progress of designing, constructing, maintaining and operating building projects into overlapping work stages. The first work stage is that of preparation. As is obviously the case preparation is the first key step into the proper design and subsequent management of the entire process. Often, the clients may have very specific needs in regards to their needs. The preparation phase allows for seamless integration of the clients needs with that of the overall project objectives. It is also important to determine the overall profile of the client. What are the client's needs, risk preferences, objectives, and overall timeframe for completion? Depending on the results of this assessment the project may need to be altered in accordance with the client's requirements. In addition, the establishment of a proper team will also depend, in large part, on the clients requirements (Production Information: a code of procedure for the construction industry, 2003). Individuals that comprise the team may have different specialties and overall strengths. In order to most effectively use these strengths, the team must be formed using the client's assessment (Great Britain, 1994). Otherwise, a team… READ MORE

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