Managing the Design Project: Scope Management

Managing the Design Project

• Effective design project management is essential for good architectural practice.
• This chapter focuses on overarching processes, deliverables, and the role of the project architect (also called project manager or design team leader).
• It does not cover project management as a separate professional service or construction management.

Scope Management

• Scope management involves defining the project's goals and deliverables, encompassing both the product and the project itself.
• The process begins with analyzing the client's business case, which outlines the project's strategic objectives and connects it to the organization's wider goals.
• Both the client and the architect need to document their needs, which can range from improving response times to enhancing a corporation's image.
• The business case should include the resources (both financial and non-financial) that the organization is willing to invest in the project.
• The architect's business case considers the benefits of pursuing the project, such as profitability, recognition, or market expansion.
• Gathering requirements from all stakeholders (client, building users, neighbors, authorities having jurisdiction) is crucial for understanding the project scope.
• Requirements gathering includes a comprehensive understanding of the product's functional program, building systems, operational parameters, and constraints, as well as the services to be provided.

Scope Definition

• Scope definition focuses on determining what is and is not included in both the product and project.
• This involves analyzing stakeholder requirements, identifying the construction project delivery method, and breaking down the overall built outcome into systems and components.
• The scope statement is the outcome of scope definition, outlining the intended product and project.
• The product scope statement often includes information on spatial relationships, design considerations, and building systems.

Project Evaluation

• After project completion, the firm should evaluate whether it has achieved its financial and professional objectives, potentially including external evaluation with the client.
• If objectives were not met, the project manager should determine why and suggest corrective actions for future projects.
• This evaluation should be communicated to the firm to apply lessons learned to other projects.

Record Drawings

• The project manager oversees the preparation of record drawings based on the contractor's markups, reflecting changes made to the construction documents.
• Additionally, the project manager should return any documentation provided as reference for renovations or additions to the client.

Archiving

• Project documents, including electronic communications and record drawings, should be archived for easy retrieval for future projects or claims.

Firm Database

• The project manager should extract information for a database that can be used for future work, such as:
  • Construction cost estimates specific to a client, project type, or location.
  • Process requirements for clients, contractors, or projects with specific characteristics, including environmental management systems.
  • Reusable construction details or specifications.
• This information can inform the firm's master work breakdown structure (WBS).

This quiz covers the fundamentals of managing a design project specifically within architectural practice. It explores scope management, deliverables, and the essential role of the project architect, including how to align project goals with organizational objectives. Test your knowledge of these crucial processes and their implications in architecture.