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Managing design : conversations, project controls and best practices for commercial design and construction projects / [editor], Michael Alan LeFevre.

Contributor(s): LeFevre, Michael Alan,, 1953- editor.
Call number: HD9715.A2 M297 2019 Material type: TextTextPublisher: Hoboken, NJ : John Wiley & Sons, Inc., [2019]Edition: First edition.Description: xlviii, 362 pages : illustrations ; 24 cm.Content type: text | still image Media type: unmediated Carrier type: volumeISBN: 9781119561767 (hbk.) ; 9781119562009 (ePDF) (Invalid ISBN) ; 9781119561972 (ePub) (Invalid ISBN) Subject(s): Construction industry -- Management | Construction industry -- Customer services | Project management | Design-build process (Construction industry) | Architectural practice | Building designers -- United States -- InterviewsDDC classification: 624.1/7068
Contents:
Client empathy : listening, collaboration & expertise / Chuck Thomsen, FAIA -- Beverly Willis, FAIA, Beverly Willis Foundation -- Owner leadership : Programs, users & talking / Barbara White Bryson, Ed.D. FAIA, University of Arizona -- John Moebes, AIA, Crate & Barrel -- Arthur Frazier III, AIA, Spelman College.
Part 1 Perspectives: Chapter 1, The Interviews -- Chapter 2 Client Empathy: Listening, Collaboration, and Expertise 9Chuck Thomsen, FAIA, FCMAA, Past Chairman, 3D/I International Beverly Willis, FAIA, Beverly Willis Architects Inc. -- Chapter 3 Owner Leadership: Programs, Users, and Talking / Barbara White Bryson, Ed.D., FAIA, Associate Dean for Research and Academic Affairs, University of Arizona, College of Architecture, Planning and Landscape Architecture, John Moebes, AIA, Senior Construction Director, Crate & Barrel\ Arthur E. Frazier III, AIA, Director, Facilities Management and Services, Spelman College -- Chapter 4 Building Learning Organizations: Knowledge and Research 33James P. Cramer, Hon. AIA, Chairman Emeritus, Design Futures Council Renee Cheng, FAIA, Dean, College of Built Environments, University of Washington, Randy Deutsch, AIA, Associate Director, Graduate Studies, University of Illinois -- Chapter 5 Firm Culture: Management and Attitudes / Scott Simpson, FAIA, NCARB, LEED AAP, Former President & CEO, The Stubbins Associates; Senior Fellow, Design Futures Council, Thompson Penney, FAIA, CEO, LS3P, John Busby, FAIA, FAIA, Agatha Kessler, Assoc. AIA, Chairman, Fentress Architects -- Chapter 6 Strategy: Early Questions, Planning Horizons, and Socialization / Phil Bernstein, FAIA, Associate Dean and Senior Lecturer, Yale School of Architecture, Margaret Gilchrist Serrato, PhD, MBA, AIA, ASID, LEED AP, Workplace Foresight Architect, Herman Miller, David Gilmore, President, CEO, DesignIntelligence -- Chapter 7 Process: Lean Scheduling - Agile and Efficient / Bruce Cousins, AIA, Founder, Sword Inc., San Francisco, Denver, Santa Fe, Chad Roberson, AIA, LEED AP BD+C, Principal, Clark Nexsen, Asheville, N.C. -- Chapter 8 Collaborators: Performative Design (Better Together) / Marc L'Italien, FAIA, Principal, Associate Vice President, HGA, Bob Carnegie, AIA, Director of Architecture, HOK Houston, Matthew Dumich, FAIA, Senior Project Manager, Adrian Smith +, Gordon Gill Architecture -- Chapter 9 Design and Budgets: Architect/Contractor Collaboration and Trust / Jeffrey Paine, FAIA, Founding Principal, Duda|Paine Architects, Peter Styx, AIA, Director of Architecture, AECOM, Minneapolis -- Chapter 10 Art and Architecture: Design Leadership and Conviction / Phil Freelon, FAIA, Design Director, Perkins+Will, Allison Grace Williams, FAIA, Principal Provocateur, AGWms_studio -- Chapter 11 Engineers and The Consultant's Mindset: Leading From Behind / Daniel Nall, FAIA, FASHRAE, LEED Fellow, BEMP, HBDP, CPHC, Formerly, Regional Director, Syska & Hennessy SH Group, New York, Kurt Swensson, PhD, PE, LEED AP, Founding Principal, KSi Engineers -- Chapter 12 Contractors: Risk and Design Assist Expertise / John Rapaport, with John Lord, David Scognamiglio, and Jeremy Moskowitz, Component Assembly Systems, Inc./Component West, Don Davidson and Jeff Giglio, CEO and Chairman, Inglett & Stubbs, Wayne Wadsworth, DBIA, LEED AP, Executive Vice President, Holder Construction Company, Jon Lewis, General Superintendent, Holder Construction Company -- Chapter 13 Technology: Leveraging Data / Arol Wolford, Hon. AIA, Owner, VIMaec, Building Systems Design, Casey Robb, FCSI, CDT, CCPR, LEED AP, CF Robb Consulting Services, LLC, Josh Kanner, Founder, SmartVidio -- Chapter 14 Entrepreneurship: Vertical Integration and Value Propositions / Scott Marble, AIA, William H. Harrison Chair, Professor, School of Architecture, Georgia Tech, David Fano, Chief Growth Officer, WeWork, New York -- Chapter 15 Change Agents: Advocacy, Equity, and Sustainability / Simon Joaquin Clopton, MS, Emily Grandstaff-Rice, FAIA, LEED AP BD+C, ID+C, WELL AP, NCARB, NCIDQ, Senior Associate, Arrowstreet, Boston, 2018 AIA Director-At-Large -- Part 2 Project Design Controls: A Framework for Balance, Change, and Action -- Chapter 16 Project Design Controls: A Framework for Balance, Change, and Action / Origins: Looking, Seeing, Borrowing, and Common Sense Navigation and Adoption: Internalization and Sharing Toolmaking: What Gets Measured Gets Done Boundaries, Limits, and Constraints: Enemies or Friends? The Litmus Test: Project Design Controls -- Chapter 17 Level 0: Subsurface (Contractual/Forming) / Project Design Controls Supporting Collaboration Other Resources -- Chapter 18 Level 1: Foundation (Planning/Organizing) / Goals and Objectives Roles and Responsibilities Communication Protocols BIM/VDC/Digital Infrastructure Programming and Research Project Analysis Kickoff Meeting Project Definition Package (PDP) -- Chapter 19 Level 2: Structure (Measuring/Baseline) / Tangible, Measurable Project Design Controls: The "Structural" Baseline -- Chapter 20 Level 3: Systems (Relating/Collaboration) / Owner, Architect, Contractor: The Team -- Chapter 21 Level 4: Enclosure (Leading/Strategic) / Change Options and Value Analysis Decision Support: Issue Tracking and Completion Consultant Coordination -- Chapter 22 Context: Supply Network, Market Forces, Emerging Technology / Supply Network Market Forces Emerging Technologies Other Considerations -- Chapter 23 Understanding and Using the Framework / Order and Logic: "Visual Onomatopoeia" Processes: Repeatable, Shared, One Off? Causes and Effects, Actions and Reactions When Does Design Management Happen? Problems (and Solutions) How to Know How to Coach Self-Evaluation Quiz: Managing Design Litmus Test -- Chapter 24 Case Studies / Case Study 1: Georgia Tech Manufacturing Research Center, Atlanta Case Study 2: Zoo Atlanta Action Conservation Research Center, Atlanta, Georgia Case Study 3: Flint Riverquarium Case Study 4: Hayden Library Reinvention, Arizona State University, Tempe, Arizona Case Study 5: Emory University Campus Life Center, Atlanta, Georgia -- Chapter 25 Actions -- What Works In Search of [Design] Excellence: [Designed and] Built to Last Forty Questions My Take Where to Focus: Drivers It's Up to You The Ideal Project Take Action The Team A Final Request Epilogue -- Future Vision Prognostications and Advice Organizational Systems Thinking: The 7-S+1 Model Reach and Closure: Design Futures Council Summit on the Future of Architecture, 2018 Continuing Constants and Encouragement Answers -- Acknowledgments -- About the Author 349 Bibliography -- Photo Credits -- Illustrations -- Index.
Summary: "For many years the way the design process was managed in the commercial design and construction industry was a topic of great interest to academics and a small cadre of professionals who were early adopters of new project delivery methods. The issue has now burst into the mainstream as the pace of change has quickened the industry's transformation to team-approach design and construction. Through candid interviews with 40 industry luminaries and a set of actionable tools and best practices, the book helps readers do the impossible : manage design. Written in a relatable style this book is a welcome lever for owners, contractors, and designers in search of better ways to work together"-- Provided by publisher.
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Includes bibliographical references and index.

Client empathy : listening, collaboration & expertise / Chuck Thomsen, FAIA -- Beverly Willis, FAIA, Beverly Willis Foundation -- Owner leadership : Programs, users & talking / Barbara White Bryson, Ed.D. FAIA, University of Arizona -- John Moebes, AIA, Crate & Barrel -- Arthur Frazier III, AIA, Spelman College.

"For many years the way the design process was managed in the commercial design and construction industry was a topic of great interest to academics and a small cadre of professionals who were early adopters of new project delivery methods. The issue has now burst into the mainstream as the pace of change has quickened the industry's transformation to team-approach design and construction. Through candid interviews with 40 industry luminaries and a set of actionable tools and best practices, the book helps readers do the impossible : manage design. Written in a relatable style this book is a welcome lever for owners, contractors, and designers in search of better ways to work together"-- Provided by publisher.

Part 1 Perspectives: Chapter 1, The Interviews -- Chapter 2 Client Empathy: Listening, Collaboration, and Expertise 9Chuck Thomsen, FAIA, FCMAA, Past Chairman, 3D/I International Beverly Willis, FAIA, Beverly Willis Architects Inc. -- Chapter 3 Owner Leadership: Programs, Users, and Talking / Barbara White Bryson, Ed.D., FAIA, Associate Dean for Research and Academic Affairs, University of Arizona, College of Architecture, Planning and Landscape Architecture, John Moebes, AIA, Senior Construction Director, Crate & Barrel\ Arthur E. Frazier III, AIA, Director, Facilities Management and Services, Spelman College -- Chapter 4 Building Learning Organizations: Knowledge and Research 33James P. Cramer, Hon. AIA, Chairman Emeritus, Design Futures Council Renee Cheng, FAIA, Dean, College of Built Environments, University of Washington, Randy Deutsch, AIA, Associate Director, Graduate Studies, University of Illinois -- Chapter 5 Firm Culture: Management and Attitudes / Scott Simpson, FAIA, NCARB, LEED AAP, Former President & CEO, The Stubbins Associates; Senior Fellow, Design Futures Council, Thompson Penney, FAIA, CEO, LS3P, John Busby, FAIA, FAIA, Agatha Kessler, Assoc. AIA, Chairman, Fentress Architects -- Chapter 6 Strategy: Early Questions, Planning Horizons, and Socialization / Phil Bernstein, FAIA, Associate Dean and Senior Lecturer, Yale School of Architecture, Margaret Gilchrist Serrato, PhD, MBA, AIA, ASID, LEED AP, Workplace Foresight Architect, Herman Miller, David Gilmore, President, CEO, DesignIntelligence -- Chapter 7 Process: Lean Scheduling - Agile and Efficient / Bruce Cousins, AIA, Founder, Sword Inc., San Francisco, Denver, Santa Fe, Chad Roberson, AIA, LEED AP BD+C, Principal, Clark Nexsen, Asheville, N.C. -- Chapter 8 Collaborators: Performative Design (Better Together) / Marc L'Italien, FAIA, Principal, Associate Vice President, HGA, Bob Carnegie, AIA, Director of Architecture, HOK Houston, Matthew Dumich, FAIA, Senior Project Manager, Adrian Smith +, Gordon Gill Architecture -- Chapter 9 Design and Budgets: Architect/Contractor Collaboration and Trust / Jeffrey Paine, FAIA, Founding Principal, Duda|Paine Architects, Peter Styx, AIA, Director of Architecture, AECOM, Minneapolis -- Chapter 10 Art and Architecture: Design Leadership and Conviction / Phil Freelon, FAIA, Design Director, Perkins+Will, Allison Grace Williams, FAIA, Principal Provocateur, AGWms_studio -- Chapter 11 Engineers and The Consultant's Mindset: Leading From Behind / Daniel Nall, FAIA, FASHRAE, LEED Fellow, BEMP, HBDP, CPHC, Formerly, Regional Director, Syska & Hennessy SH Group, New York, Kurt Swensson, PhD, PE, LEED AP, Founding Principal, KSi Engineers -- Chapter 12 Contractors: Risk and Design Assist Expertise / John Rapaport, with John Lord, David Scognamiglio, and Jeremy Moskowitz, Component Assembly Systems, Inc./Component West, Don Davidson and Jeff Giglio, CEO and Chairman, Inglett & Stubbs, Wayne Wadsworth, DBIA, LEED AP, Executive Vice President, Holder Construction Company, Jon Lewis, General Superintendent, Holder Construction Company -- Chapter 13 Technology: Leveraging Data / Arol Wolford, Hon. AIA, Owner, VIMaec, Building Systems Design, Casey Robb, FCSI, CDT, CCPR, LEED AP, CF Robb Consulting Services, LLC, Josh Kanner, Founder, SmartVidio -- Chapter 14 Entrepreneurship: Vertical Integration and Value Propositions / Scott Marble, AIA, William H. Harrison Chair, Professor, School of Architecture, Georgia Tech, David Fano, Chief Growth Officer, WeWork, New York -- Chapter 15 Change Agents: Advocacy, Equity, and Sustainability / Simon Joaquin Clopton, MS, Emily Grandstaff-Rice, FAIA, LEED AP BD+C, ID+C, WELL AP, NCARB, NCIDQ, Senior Associate, Arrowstreet, Boston, 2018 AIA Director-At-Large -- Part 2 Project Design Controls: A Framework for Balance, Change, and Action -- Chapter 16 Project Design Controls: A Framework for Balance, Change, and Action / Origins: Looking, Seeing, Borrowing, and Common Sense Navigation and Adoption: Internalization and Sharing Toolmaking: What Gets Measured Gets Done Boundaries, Limits, and Constraints: Enemies or Friends? The Litmus Test: Project Design Controls -- Chapter 17 Level 0: Subsurface (Contractual/Forming) / Project Design Controls Supporting Collaboration Other Resources -- Chapter 18 Level 1: Foundation (Planning/Organizing) / Goals and Objectives Roles and Responsibilities Communication Protocols BIM/VDC/Digital Infrastructure Programming and Research Project Analysis Kickoff Meeting Project Definition Package (PDP) -- Chapter 19 Level 2: Structure (Measuring/Baseline) / Tangible, Measurable Project Design Controls: The "Structural" Baseline -- Chapter 20 Level 3: Systems (Relating/Collaboration) / Owner, Architect, Contractor: The Team -- Chapter 21 Level 4: Enclosure (Leading/Strategic) / Change Options and Value Analysis Decision Support: Issue Tracking and Completion Consultant Coordination -- Chapter 22 Context: Supply Network, Market Forces, Emerging Technology / Supply Network Market Forces Emerging Technologies Other Considerations -- Chapter 23 Understanding and Using the Framework / Order and Logic: "Visual Onomatopoeia" Processes: Repeatable, Shared, One Off? Causes and Effects, Actions and Reactions When Does Design Management Happen? Problems (and Solutions) How to Know How to Coach Self-Evaluation Quiz: Managing Design Litmus Test -- Chapter 24 Case Studies / Case Study 1: Georgia Tech Manufacturing Research Center, Atlanta Case Study 2: Zoo Atlanta Action Conservation Research Center, Atlanta, Georgia Case Study 3: Flint Riverquarium Case Study 4: Hayden Library Reinvention, Arizona State University, Tempe, Arizona Case Study 5: Emory University Campus Life Center, Atlanta, Georgia -- Chapter 25 Actions -- What Works In Search of [Design] Excellence: [Designed and] Built to Last Forty Questions My Take Where to Focus: Drivers It's Up to You The Ideal Project Take Action The Team A Final Request Epilogue -- Future Vision Prognostications and Advice Organizational Systems Thinking: The 7-S+1 Model Reach and Closure: Design Futures Council Summit on the Future of Architecture, 2018 Continuing Constants and Encouragement Answers -- Acknowledgments -- About the Author 349 Bibliography -- Photo Credits -- Illustrations -- Index.

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