Design Management Performance Review is the tenth article of a series. Articles about design management in architecture practice. I have discussed in the previous articles what is design management, who is the design manager in practice. Also, firm or project design management plan, what are the key functions of a design management plan in practice? In addition, what needs to be managed in architecture firm. and this article is the sixth article on building and writing a design management plan.
A firm runs a design management performance review for all the staff in the architecture division of a firm. It is a major activity conducted every year in the firm for position upgrades and salary increments. It is also a major activity to gauge the firm’s yearly benefit from business operations. The design manager runs this task based on a built performance template.
The design management plan Performance review includes major work tasks. All boards and agencies publish them from time to time. Found in their publications and online courses. These include quality of work, contribution to teamwork, and to firm profitability. Also, staff development, grievances, and personal factors.
In reality and practice, there are major criteria that are available in the firm’s work. These lead automatically to the achievement of each other.
Firms around the world rely on the quality management system totally to conduct an audit and review. The firm runs them every specific time, yearly or half-yearly. To check the company’s performance and employees, and to get the ISO certificate. Now is the ISO quality management system applicable to architecture and urban design work? Is architecture like a car manufacturer? Or architecture like the Pepsi Cola manufacturer? Is the process of creating architecture similar to these products?
Quality management systems and ISO certificates include seven principles. Whenever they are available, the ISO certificate is awarded. These are customer focus, leadership, engagement of people, and process approach. Also, improvement, evidence-based decision-making, and relationship management. The ISO quality management system booklet is available here.
Architecture work is related to human activity and comfort, whether it is physical or psychological. Architecture has the art, engineering, and science dimensions. They serve the client’s requirements (Human). Now, how does the design management plan check work performance? And how to gauge the art, engineering, and science work? You can refer to my book on how to build an indicator in architecture research and work.
The quality of work in an architecture firm is related to different factors. From the design dimension, such as client satisfaction, innovation, and creativity. Also, work that exceeds standards to achieve project goals. Work in harmony with the structural and mechanical system. How architectural design adapts to building systems change. Finally, match with a building envelope system and construction method. From the draughting dimension, such as drafting quality, use of the latest ICT in developing design drawings, following the internal system.
When the client is satisfied with the architecture submitted to him, he will be glad to pass more jobs. And he will talk to other clients about this satisfaction, which leads to more jobs. A way of marketing for the architecture firm without any effort and without paying money to a marketing agency. Client satisfaction leads to obtaining design consultancy payments on time. This cash flow provided for the firm to cover operations.
Innovation and creativity in design are the keys to the firm’s success. Also, satisfying the client and his goals for the project. Innovation in architecture has five primary elements in practice. What a building design means, and the thinking behind its creation thus it is informative. A building designed in a specific place in the world reflects its context, and here it’s about personal or place identity. Firms do design based on academic principles. And many develop their approach to architectural design starting from the form or building function. This represents the architectural design procedure.
Architecture here registers the time when events happen in history. That’s like the introduction of the deconstruction movement. Social problems happened in the past, like the austerity of the 1930s. Deprivation of inner cities because of world wars. And bad living conditions because of poverty. These Lead to new architecture as an improvement to the previous architecture. For example, the international style to cover the failures of modern architecture. You can read my full article about measuring innovation in architecture here. See Figure 1, an innovative design.
Figure 2: Walt Disney Concert Hall. Source Image
Architecture has developed since the old times when there was no formal education. Academic education established standards based on the best work in practice and reality. The standards are those that all architecture firms follow. Many firms developed their standards that exceed the traditional standards. That includes structural design where the firm exceeds the safety requirements of the building structure. In mechanical engineering, exceeding the comfort zone requirements in cooling and heating. Also, the safety of the building’s fire and drainage systems.
Design compatibility with structural systems is the basis for measuring performance. For instance, a normal concrete or steel structure. Architecture like the one in Figure 1 that can fit any normal system will fall in the highest level of innovation and creativity. Also, other systems that fit with the architectural design. Such as the mechanical, firefighting, and drainage systems of any building design. A firm shows high ability in design when all building systems are in harmony.
Architectural design changes from the concept design, minor or major changes. and also, the other way around, when the other systems change architecture also. When architecture adapts to this change without making major changes, that is the top performance.
Finally, the architecture compatibility with the building envelope system. Whether it is curtain wall, aluminum cladding, concrete cladding, or paint and stone cladding. The ease of implementing the construction of the building envelope system is a measure of best performance. The architects consider the construction method after the concept design stage. The more the method is compatible, the more it is at the top-most performance.
Design management performance review focuses on client goals and satisfaction. A design management plan must implement them. That means the firm is running high-quality work and getting high benefits. When the firm is providing innovative architecture, that means the staff are following the internal system and the quality standards. There are signs of mutual relations and high cooperation between the firm’s staff. This includes the harmony of architectural design and other building systems. When the architecture presented adapts to other systems’ design changes, that means the staff shows high responsibility. A staff responsible for accomplishing work to a quality standard. In addition, beyond that brings benefit not only in terms of money but also reputation to the firm.
Design management performance review focuses on many factors. Like the harmony of architecture, building envelope, and construction method. The latter means high harmony between the firm’s divisions. Also, between the staff in the two divisions to achieve quality standards in work. In addition, in transferring data and information. Further turning the architecture into reality. Finally achieving the client and firm’s goals and benefits.
In the same way, in the design management plan, if the performance review concerns a staff member. The plan must take into account the same factors, elements, and measures. The firm uses these to gauge the staff performance. For example, how much did his work satisfy the client? What level of innovation is his work? How much his work is compatible and adjustable to the other employees’ work and environment? How much is he cooperating with higher management and employees? Also, the internal system and rules. How much is his work benefiting the company? How much is the employee adapting to change and development? Whether the company is providing development programs or he is funding his development to cop with firm work and requirements. Other related articles you can find in these links 1,2,3,4,5,6,7,8,9
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