A novel lean briefing process for effective design management

Construction projects experience design changes and much time and effort is put into trying to address fluctuations in client and project requirements; however, in many cases, insufficient value is delivered to the client. The successful use of Lean Management in the construction stage has opened up the possibility of using it in the design stage – thus helping to establish a systematic approach to managing construction projects and business. Attention is turning towards Lean Design Management to address deficiencies in the design phases that many would argue should have been dealt with in the early project delivery stages. Aspects of ineffective briefing process practice have been shown to have negative consequences and implications for the efficient performance of design management. The client is asked to provide requirements without ensuring that they have established sufficient knowledge of the project to do so. These requirements, most likely, will change then over time, because in most cases the initial decision was not made based on sufficient project knowledge or a well-established vision. The client needs to be made smarter and to learn about the building early on in the project, long before the architect sketches the concept design. [Continues.]