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
A Doctoral Thesis. Submitted in partial fulfilment of the requirements for the award of Doctor of Philosophy of Loughborough University.