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|Title: ||Improving design management techniques in construction|
|Authors: ||Bibby, Lee|
|Issue Date: ||2003|
|Publisher: ||© Lee Bibby|
|Abstract: ||Recent years has seen a significant drive away from traditional procurement routes with
contractors finding themselves with an increasing responsibility for control of design - a
process they have had little experience in managing. They now have to adapt
accordingly. The learning curve is steep, not least because many projects must now be
delivered fast track while co-ordinating increasingly complex fabric and content of
buildings without a platform of accepted good practice to manage the design process.
This is a major factor preventing the UK construction industry from delivering projects
on time, to budget and to the specified quality.
There is a need to educate an increasing number of people in design management
techniques to equip them to manage today’s fast moving and demanding projects.
However, many current design management tools are insufficiently developed for
industry application. Therefore, to improve design management in the industry, current
techniques must be modified to align them with the needs of the modern design
This research has developed and tested a training initiative aimed at improving design
management practice within a major UK Design and Construct Contractor. It comprises
a Design Management Handbook, Design Management Training, Team Support and
Project Monitoring. The Design Management Handbook is the core of the training
initiative. It addresses critical aspects of design management practice and provides
design management tools. Training provides guidance to project teams on the tools and
practices. In Team Support project teams are supported in the implementation of the
new practices and tools to help embed new ways of working in company practice.
Project Monitoring establishes the impact of the new practices on project performance
to demonstrate that they are working and thus reinforce change.
To establish the training initiative’s effectiveness and key findings, the impact of the
initiative on design management performance has been explored. The research has
established which practices and tools were used, which were not, as well as an
understanding the applicability and performance of each Handbook practice and tool.
From this, barriers to implementing new design management tools in industry were
identified and strategies developed in order to overcome such barriers.|
|Description: ||A Dissertation Thesis submitted in partial fulfilment of the requirements for the award
of Engineering Doctorate (EngD) of Loughborough University.|
|Appears in Collections:||EngD Theses (CICE)|
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