Managing Design in Construction Organisations and Complex Projects

Introduction Part 1: Improving design and its management 1.1 DESIGN CONTEXTS 1.1.1 The role of design in complex product developments 1.1.2 Nature of design in different sectors 1.2 DESIGN IMPROVEMENT ISSUES 1.2.1 Design improvement drivers and issues in different sectors 1.2.2 A continuous improvement agenda for design 1.2.3 Achieving competitive advantage in managing design Part 2: Perspectives on design 2.1 DESIGN AS A PROCESS 2.1.1 Key phases and activities of the design process 2.1.2 Development of generic design process models 2.1.3 Total design process model 2.1.4 Use of stage-gate approaches 2.1.5 Design processes from the Telegenesis project study 2.2 DESIGN AS A FUNCTIONAL ACTIVITY 2.2.1 Nature of design in different disciplines 2.2.2 Design functions in aerospace 2.2.3 Design functions in construction 2.2.4 Design functions in product design 2.2.5 Functional integration in design 2.2.6 Systems approach to design delivery 2.3 DESIGN AS A SOLUTION 2.3.1 Nature of the output from design 2.3.2 Role of innovation and creativity 2.3.3 The knowledge factor 2.3.4 Influence of design thinking and dwell time 2.3.5 Quality and performance issues 2.3.6 Techniques for establishing design solutions 2.4 DESIGN AS AN ORGANISATION 2.4.1 Organisational hierarchies in delivery of design solutions 2.4.2 Changing role of the designer and project stakeholders 2.4.3 Changes in expectations of designer skills 2.4.4 Design team types and management 2.4.5 Managing distributed design teams 2.4.6 Achieving design organisation and team integration 2.4.7 Virtual and co-located design teams 2.4.8 Design and programme management Part 3: The role of information and communication technologies 3.1 TECHNOLOGY DEPLOYMENT IN DESIGN ENVIRONMENTS 3.1.1 Improving frontline design tasks 3.1.2 Managing design information 3.1.3 Support technologies for design tasks 3.2 NATURE OF TECHNOLOGY DEPLOYMENT IN DESIGN 3.2.1 Technology as a support tool in design 3.2.2 Designing in technology-enabled environments 3.2.3 Transition to technology as design medium 3.3 EFFECTIVE UTILISATION OF TECHNOLOGY FOR DESIGN 3.3.1 Evaluating technology utilisation in design 3.3.2 Development of technology audit 3.3.3 Using the audit for project and corporate ICT policy Part 4: Design then, now and hence 4.1 STRATEGIC OUTLOOK FOR DESIGN 4.1.1 Long range planning for the design organisation 4.1.2 Managing design in strategic projects 4.2 DESIGN TRANSITIONS AND FUTURES 4.2.1 The pop-i transition variables for managing design 4.2.2 Cycles of change for design transition variables 4.3 DEVELOPING A TRANSITION FRAMEWORK 4.3.1 Establishing scenarios for transition horizons 4.3.2 Delivery of new complex products (process) 4.3.3 Nature of clients and delivery organisations 4.3.4 Role of technology 4.3.5 Design skills, know-how and work environment 4.4 APPLYING THE DESIGN TRANSITION FRAMEWORK 4.4.1 People dimension 4.4.2 Process dimension 4.4.3 Organisation dimension 4.4.4 Technology dimension 4.4.5 Design knowledge 4.4.6 Analysis and evaluation of transitional status 4.4.7 Making use of the results of evaluation Appendices: A1 Selected cases of design processes from different sectors A2 Example of technology audit for a design organisations A3 Example of design futures exercise Glossary Bibliography Index