Design Management for Architects

Detalles Bibliográficos
Autor principal: Emmitt, Stephen
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Newark : John Wiley & Sons, Incorporated, 2014.
Colección:New York Academy of Sciences Ser.
Temas:
Electronic books.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Intro
  • Title page
  • Copyright page
  • Preface
  • About the Author
  • Chapter One : Why?
  • Why management?
  • Why design management?
  • The role of the design manager
  • Taking on the role
  • Scope of the book
  • Part One : Managing Creative Projects
  • Chapter Two : The Business of Projects
  • Understanding projects
  • Quality
  • Time control
  • Cost control
  • Design control
  • Assessing value and risk
  • Procurement and influence
  • Interaction within projects
  • Project frameworks
  • The project-to-office interface
  • Chapter Three : Establishing the System Architecture
  • Starting as you mean to go on
  • Team assembly
  • Selection criteria
  • Communicating to achieve objectives
  • Managing meetings effectively
  • The project-to-office interface
  • Chapter Four : Exploring Client Value
  • Understanding the briefing phase
  • Approaches to briefing
  • Understanding the client
  • Establishing value parameters
  • The written brief
  • Reviewing the brief
  • The project-to-office interface
  • Chapter Five : Creating Design Value
  • Collaborative design
  • Detailing the design
  • Design conversations
  • Design critiques, charettes and reviews
  • Programming and coordinating design work
  • Approvals and compliance
  • Coordination of production information
  • The project-to-office interface
  • Chapter Six : Realising Design Value
  • Getting involved
  • Working with the contractor's design manager
  • Programming
  • Interaction during construction
  • Misunderstanding and conflict
  • Requests for information and design changes
  • Closing out projects
  • The project-to-office interface
  • Chapter Seven : Evaluation and Learning
  • Lifelong learning
  • Learning from projects
  • Learning from the product
  • Evidence-based learning
  • Reflection in action
  • Action research and learning
  • The project-to-office interface
  • Part Two : Managing Creative Organisations
  • Chapter Eight : The Business of Architecture
  • Architectural practice
  • The professional service firm
  • Clients and the market for services
  • Management of the business
  • Market analysis
  • The office-to-project interface
  • Chapter Nine : Managing Creative People
  • Getting the balance correct
  • Office culture
  • Psychological wellbeing
  • Recruitment and retention
  • Skills development
  • The office-to-project interface
  • Chapter Ten : Managing the Design Studio
  • A creative space
  • The project portfolio
  • The design manager's role
  • Models of design management
  • The traditional model
  • The sequential model
  • Managing design effort
  • Identifying good habits and eliminating inefficiencies
  • The office-to-project interface
  • Chapter Eleven : Communication, Knowledge Sharing and Information Management
  • Communication within the office
  • Communication with other organisations
  • Effective communication strategies
  • Knowledge retention and sharing
  • Information management
  • Preparation of information

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