Understanding the Role of the Design Manager in the Fitout Project

Meet the Design Manager and find out how they will work with the Project Director throughout the lifecycle of the fitout project.  See from this image below that the Design Manager works with the project team throughout the many phases of the accommodation project.   In this course, we will focus directly on what the Project Director requires from the Design Manager and their team and vice versa but take a look at how the Design Manager contributes to the project from the big picture.  

Let’s now talk a bit about what the Design Manager does for the client project.  How they think, what they need, and how they work with the project team.

The Design Team - the work they will do here

The Design team goes into action aligning their schedules to achieve key deliverables for the client organization.  What's involved?  

Fitout Design and Documentation:

·         Develop requirements into Concept Design package

·         Review and revise Concept Design package

·         Prepare Pre-Tender Cost Estimate

·         Concept Design package internal review

·         Agreement of Concept Design package

·         Agreement on the Concept Design

·         Prepare with Design Development

·         Prepare Interior Design Tender documentation, Spec, and Schedules

·         Prepare Services Tender documentation, Spec, and Schedules

·         Coordinate Architectural and Services document

·         Tender Document completed

·         Finalize Construction documents

·         Final review, revise, and approval for Construction documents

Fitout Tender Works

·         Responding to Tender Documents submission

·         Resource Planning Process

·         Resource Staffing Approach Considerations

·         Allocate Resources to Tasks

 

The Project Director will have a close relationship with their Design Manager so it is important to understand how they will work together.

It is important for the Project Director to have visibility of what the process is ahead throughout the Concept Design, Pre-Tender Cost Estimates, Design Development, and finalization of architectural and services documents, but most of all they need to be able to keep the design team without the realms of the project scope and be able to articulate to the Project Control group and wider leadership teams of what is occurring and how it is happening.  

There is much for the Project Director to understand, and only once they do, can they manage the specialist consultant team of the designer and budget that they have.  

Design is iterative, and with that comes costs that may not be palatable to the project.  It is important for the Project Director to be able to cut through the things that are ‘must haves’ opposed to ‘nice to haves’ for the project whilst still achieving the mission and vision of the organization and achieving aesthetics that will retain and attract the workforce for years to come.

Design Deliverables That Reflect The Clients Needs

Project design deliverables reflect the client’s and the project’s needs. These project design deliverables will then be used to execute the construction of the project.

Project design deliverables should include plans and layouts, construction details, material specifications, and necessary design computations. To have further control over the execution of the project, the design deliverables can also include sample materials and finishes, and construction methodologies.

The more the client’s and project’s needs are defined and specified, the more the design deliverables should be defined and specified as well.

The more levels of details and specifications designers apply to the design deliverables, the more control they will have on the final product. For parts of the design where the designer fails to define and specify, the contractor or the tradesman will define and specify those parts themselves.

 

Development Controls

For new construction projects, designers usually start with the regulatory factors, especially the ones relating to the allowable size of the buildings.

Most designers do the analysis for this step in 2D. But for mid-rise to high-rise buildings, it is important to do the analysis in 3D.

Project constraints will identify limitations that may influence how the project can be managed and how the objectives of the project are delivered. Constraints are often driven by the project’s stakeholders, such as the client or the organizational need as determined by the project sponsor, the project review committee, or other influential stakeholders. It may occur that a constraint is driven by another project's work plan and schedule and that the Project Directors' project deliverable/s impact the critical path of that project.

 

New construction and fitouts are spatial solutions for projects which need a new site.

Construction projects can either be one of two general categories: ground-up construction or fitout. Other construction types such as renovation, extension, and addition can be categorized into these two general categories.

 

These two general categories have different design requirements. 

Ground Up

Ground up construction, as opposed to fitout construction, depending on the scale, has more design deliverables.

Fitout

Fitout construction projects typically have fewer design deliverables than ground up construction.

How many Consultants are on a Fitout project?

There are times when fitout projects have more consultants engaged than a typical ground-up construction. This is the case for complex fitout projects such as restoration projects, adaptive reuse projects, projects with special equipment and ambient requirements such as laboratories.

Projects with specific design requirements may also engage with specialized design consultants. For example, a lighting design consultant may be engaged if the client has specific and specialized lighting requirements.

One project I managed required a consultant which I did not expect will be included in a fitout project - a landscape architect. The landscape architect designed an indoor employees’ lounge and smoking area. 

This Landscape Architect was engaged because the client’s preferred aesthetics and design requirements for that particular space can best be designed by a Landscape Architect. The Architect was still the Lead Designer for the project but for that particular space, the Landscape Architect was the one who led the design and detailing.

 

Project Timeline

Most if not all development projects have a timeline.

The client may want to have a functional office constructed before a certain date to align with the company’s future plans, or the client would like to have the office finished as soon as possible to generate income, etc.

By understanding the client’s timeline, the designer can help the client make more informed decisions in the design process.

For example, if the client would like to have the office operational as soon as possible to generate income but the client’s timeline for the project is unreasonable, the designer can break the scope of the project down or develop the project in phases which will still generate the client income even if only parts of the project is completed.

The designer can also specify construction methodologies, building systems, and construction materials that will fit the client’s timeline. 

For example, for a ground up construction project, the designer can propose to the client to use prefabricated building materials for walls to hasten the construction. Or the designer can also choose to specify dry-wall construction instead of masonry wall construction for interior walls to hasten the construction and to lower construction costs.

The designer also needs to consider the design development phase in the timeline of the project. 

The design of a project has different levels and sublevels. If the timeline of a project is quite tight, the designer can develop the general design to start the construction as soon as possible and finish the rest of the design details as the construction is on-going.

For example, in the construction timeline of ground up construction, setting up the foundation usually comes first, and furniture and fixtures usually come in last in the timeline. With this, the designer can develop the plans and layouts first to start the construction immediately and develop the design for the furniture and fixtures during the construction phase; making sure that the size of the furniture and fixtures are well anticipated in the plans and layout.

 

Project Start – the Architectural Design Brief

Aside from specifying the length of time to develop the design and construct the project, the client could also simply specify the start date and the end date of the project.

The Designer and the Project Director must understand the timeline of the project as specified by the client. They have to understand if the timeline set by the client was only for the construction of the project or if it includes the development time for the planning and design.

What may an Architectural Scope of Works look like that the designer will respond to get their work with the client? 

Let’s take a look at some of the pieces that are standard to most jobs and that the client will want to see. 

The following are the key elements of a tender for Interior Design and Lead Design Consultant

Download your copy of an example Architectural brief that the PM firm will send to design firms when looking for the right interior design services for their client. 

This document is typical of the type of requirements provided to architectural firms everywhere and sets out the high-level project brief, scope of works and submission requirements.  Of course, depending on the size of the project, the variables will change, but the detail should be there to ensure the quality of the return brief.

Essentially the designer takes the initial brief from the client and translates it into their own understanding while applying their insights as a designer.  What the Project Director and their team should consider is that they are wanting more than just the designer answering the brief.  They want the designer to shift the perspective of the project needs from the perspective of a user to that of the designer as the blind spots of the users can be covered by the designer.  A project design brief is enhanced by having the insights of the designer added to the users’ perspectives.

A reverse brief, similar to a full project brief, should not only focus on what the project needs are but also why the project’s needs are so.  It is essential for the designer to eliminate biases first before developing a project brief to fully explore and develop the brief. To fully understand the project’s needs, it is essential for the designer to understand the WHYs of the client. Developing a reverse brief can later on save a lot of time and other resources because it lessens the number of misunderstandings that may arise later on in the project.  

Developing a reverse brief can potentially reduce the number of design schemes later on since a clear understanding of the client’s needs and preferences has been understood early on in the project.

 

Now that we have looked at what an Architectural brief looks like, let’s move on to how the designer will respond to the important subject of budget

 

Budget

Every project operates on a set budget. This budget may be fixed, or may have set tolerances to accommodate price fluctuations, additions, rectifications, etc. 

The project cost includes cost for the project’s management, design, and implementation/construction. Costs not usually included in the budget proposal are internal logistical costs such as budget for travel to check materials and supplies from different suppliers, and cost for holding and facilitating meetings.

Project management costs are usually computed based on the total construction cost, as a percentage of the construction cost. Sometimes, a fixed fee is agreed upon to be paid by the client every month. Sometimes, a guaranteed maximum cost for the project is projected, then the project management team bills a fixed amount every month. Any savings from the guaranteed maximum cost of the project by the end of the project will be split between the client and the project management team. There are also times that a man-hour contract will be used for different specialists of the project management team that will be engaged with the project.

Project management contracts should ideally start from the inception of the project. A project management team will greatly improve the progression and implementation of the project when they are engaged early on in the project.

The project management team will manage the implementation of the project from the pre-design phase to the design phase, up to the construction and post-construction phase.

Design costs are usually computed based on the total construction cost, as a percentage of the construction cost. Similar to project management, there are other schemes for computing the design cost discussed in a previous write-up on workplace strategy.

 

The direct cost includes the material costs and the labor costs of the construction.

The indirect cost includes the overhead contingency, profit, miscellaneous fees, taxes, and mark-up costs.

 

There is no set way on how contractors deliver their construction cost estimates unless a set format is provided by the client. Some contractors submit construction cost estimates in lump sum form. Some contractors submit in itemized form. It is always preferred and advisable for the client to only accept construction cost estimates in itemized form especially in large projects to ease the process of construction monitoring and evaluation. It is also preferable and advisable for the client to have the designers prepare the scope of work formatted for tendering wherein the contractors need only to fill in the quantities and cost of labor and materials of each item to develop their bid.

There is no set way on how contractors deliver their construction cost estimates unless a set format is provided by the client. Some contractors submit construction cost estimates in lump sum form. Some contractors submit in itemized form. It is always preferred and advisable for the client to only accept construction cost estimates in itemized form especially in large projects to ease the process of construction monitoring and evaluation. It is also preferable and advisable for the client to have the designers prepare the scope of work formatted for tendering wherein the contractors need only to fill in the quantities and cost of labor and materials of each item to develop their bid.

Usually, the client has a budget for the whole project, but it is advisable to have separate budgets for the projects’ management, design, and construction. Though, for a quick computation, a ballpark figure for the total budget can be computed if the area to be developed is known. The prevailing construction cost per square area can be multiplied by the known area to be developed to derive the construction budget. The budget for the design and project management can be determined by multiplying known percentage values for the said services to the construction budget.

 

How Does the Designer Work with the Clients Budget?

Ideally, the client should start with a feasibility study of the project. Financial feasibility studies can project costs from existing and ongoing projects similar to the project to be undertaken. Management, design, and construction costs of similar projects may differ because of location. Material and labour costs may be different for each city.

Ideally, the client should start with a feasibility study of the project. Financial feasibility studies can project costs from existing and ongoing projects similar to the project to be undertaken. Management, design, and construction costs of similar projects may differ because of location. Material and labour costs may be different for each city.

Using development controls, designers can project the maximum area that can be developed for the project. By using data from previous and ongoing projects, they can derive a cost per square area of the project. They then multiply the projected area to be developed by the derived cost per square area to arrive at an initial budgetary cost.

When the client’s budget doesn’t fit the scope of the project, the designer and Project Director can discuss with the client strategies to pursue the project. The client can either reduce the scope, develop the project in phases, downgrade specifications, or pursue the project at a later time with enough budget.

When downgrading specifications, it is important to discuss t how do uphis with the project’s consultants. There are specifications that can be downgraded, there are also specifications that are not negotiable. The client can have the project value-engineered to see how the project can work with the given budget.

The designer and consultants can explore alternative building systems, materials, and methodologies. For example, the structural engineer can explore the cost implications of a steel frame construction versus a conventional reinforced concrete frame construction.

When downgrading materials, designers usually don’t advise the client to downgrade materials that directly relate to the safety of the users. For example, structural reinforcements and electrical wires. For materials that do not directly relate to the safety of the users, they discuss with the client the alternatives. For example, floor tiles and wallpaper.

 

It is imperative that the project engages Accredited, Qualified or Trained Internal / External Team Members.

The Project team will be made up of suitable team members, both internal to the client organization and external consultants where required.

The external consultants will advise the client organization of the optimal scenario to select to achieve their intended outcome, whilst best being able to manage the associated risks of the selected scenario. Their advice will be communicated on a regular basis to the client organization Leadership team and PCG/Steering Committee for decision.

What could the worst thing be when working with the designer on your accommodation project?  What about - The risk that the overall design of the project does not meet the project objectives!

 

What are some of the things that can cause the risk to occur? 

Let’s consider the following:

·         Design creep against scope

·         Design may not be fully coordinated to provide accurate information when starting on site

·         Design decisions made to early

·         Proposed technology solutions do not work as designed

·         Client organization branding requirements not included in design

·         Briefing not done early enough

·         Change / late design decisions

·         Lack of signoff of design by key stakeholders within required timeframes

·         Failure of design team to release construction information to the contractor in accordance with agreed critical dates schedule

·         Failure of design team to respond to contractor's RFI's / technical queries within prescribed timescales

·         AV strategy unknown

·         Late appointment of manufacturer for client direct orders

·         Flexibility & future proofing of design to meet workplace requirements

 

What are some of the impacts should the risk occur?

·         Exceeding the project budget

·         Delays to the project schedule

·         Project objectives & quality not met

You can see why it is important to understand how you as the Project Director will work with this important specialist technical consultant – the Design team.