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BS 7000 :Part 4 : 1996
BRITISH STANDARD |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Design managementsystemsPart 4. Guide to managing design inconstruction
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This British Standard, havingbeen prepared under thedirection of the Managementsystems Sector Board, waspublished under the authorityof the Standards Board andcomes into effect on15 April 1996
BSI 1996
The following BSI referencesrelate to the work on thisstandard:Committee reference MS/4Draft for comment 94/408192 DC
ISBN 0 580 25318 X
BS 7000 : Part 4 : 1996
Amendments issued since publication
Amd. No. Date Text affected
Committees responsible for thisBritish Standard
The preparation of this British Standard was entrusted to Technical CommitteeMS/4, Design management systems, upon which the following bodies wererepresented:
Association of Consulting EngineersAssociation of Project ManagersBEAMA Ltd.British Photographic AssociationBritish Standards SocietyCambridge UniversityChartered Society of DesignersConsumers’ AssociationDefence Manufacturers’ AssociationDesign CouncilDepartment of Trade and Industry (Enterprise Initiative Division)Electricity AssociationFederation of Small BusinessesHealth and Safety ExecutiveInstitute of Quality AssuranceInstitution of Civil EngineersInstitution of Electrical EngineersInstitution of Engineering DesignersInstitution of Mechanical EngineersMinistry of DefenceRoyal Institute of British ArchitectsUniversity of LeedsUniversity of WestminsterCoopted members
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BS 7000 : Part 4 : 1996
BSI 1996 i
Contents
PageCommittees responsible Inside front coverForeword iiiIntroduction 1Section 1. General 31.1 Scope 31.2 References 31.3 Definitions 3Section 2. Framework for design management 52.1 General 52.2 Management of the design team 52.3 Establishing the brief 52.4 Project planning 62.5 Plan of work 62.6 Programming 72.7 Project communications 72.8 Controlling cost 8Section 3. Design resource management 93.1 General 93.2 Design facility 93.3 Design facility manager’s corporate responsibilities 93.4 Objectives of a design facility 103.5 Preparing a business plan 103.6 Quality policy 113.7 Innovation 113.8 Communications 113.9 Management information 113.10 Design support systems 113.11 Technical information 123.12 Drawing materials and equipment 123.13 Computer-aided design 123.14 Specification systems 123.15 Administration 133.16 Instruments and technical equipment 13Section 4. Design process management 144.1 General 144.2 Design facility manager’s operational responsibilities 144.3 Pre-commission review 144.4 Design unit leader’s responsibilities 154.5 Design brief 154.6 Design stages 164.7 Design procedures 174.8 Progress checking 194.9 Design change control 194.10 Documentation control 194.11 Design team’s activities during construction 194.12 Design management appraisal 20
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BS 7000 : Part 4 : 1996
ii BSI 1996
PageAnnexesA (normative) Validation and verification 21B (normative) Technical information 23Figures1 Organization of the design element of a construction project 22 Design team organization 23 Relationship between brief evolution and design stages 17List of references Inside back cover
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BSI 1996 iii
BS 7000 : Part 4 : 1996
1)In preparation.
Foreword
In October 1993, BS 7000 Guide to managing product design was renumberedBS 7000 : Part 1 to accommodate further Parts. It is intended that BS 7000Design management systems, will comprise initially the following Parts.
Part 1: Guide to managing product designPart 2: Guide to managing the design of manufactured products1)
Part 3: Guide to managing service designPart 4: Guide to managing design in constructionPart 10: Glossary of terms used in design management
Other parts may be added.
Compliance with a British Standard does not of itself confer immunity fromlegal obligations.
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BSI 1996 1
BS 7000 : Part 4 : 1996
Introduction
This Part of BS 7000 gives guidance on managingthe design process within the constructionindustry. This design process should enablesufficient information to be produced to satisfyclient requirements.The client may be a user, owner occupier, investoror contractor.A basic design process should be followedirrespective of the method of design orconstruction procurement, although the methodselected will affect the divisions of responsibilityand the form of communication network required.Three aspects of design procurement are commonto all methods of procurement as follows.
1) A clientele having an ongoing need forconstruction work involving an element ofdesign; this leads to the setting up of a projectmanagement structure within which designmanagement operates.2) A design capability, established by theconstruction industry, that is distributed amongmany organizations in the form of manageddesign facilities.3) The design content of a project that has beencreated by a client and defined in an agreedbrief.
A design team is selected from the available designfacilities that has the ability to satisfy both thetechnical and design management needs of theproject.The clientele and the design capability arepermanent features of the construction industry,
whereas the execution of a particular designproject is transitory. The relationship between theclient and the construction industry is shown infigure 1.These three aspects of design procurement arecovered in sections 2, 3 and 4 respectively.
An hierarchy of management functional titles hasbeen defined in 1.3. These titles have been chosenas representing the functions identified in thisstandard and may not correspond with terms usedfor equivalent functions in any particularorganization.The relationship between the principalmanagement functions, shown in figure 2, is asfollows.
a) The design team leader is part of the projectmanagement structure and provides the primarylink between project management and designmanagement.b) The design team leader is responsible forco-ordinating the work of a design team thatconsists of one or more design units with thecapacity to cover the scope of the project. Thecomposition of this design team may vary duringthe project and may be supplemented byspecialists.c) Each design unit should be formed fromresources under the control of the design facilitymanager. A design unit should be supervised by adesign unit leader.
For large projects such divisions of managerialresponsibility may be apparent, but as projectsreduce in size the distribution of responsibilitiesand functions simplifies to the point where allproject and design management may be theresponsibility of one person. Such simplificationshould not be allowed to obscure the range ofmanagement functions being undertaken and themanagerial skills involved.NOTE. The Construction (Design and Management)Regulations : 1994 [1] require the client to appoint a planningsupervisor. These regulations place statutory duties on clients,designers and constructors to plan, co-ordinate and managehealth and safety aspects throughout all stages of theconstruction project.
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Project organization Organizations undertaking design work
Client Firm 1 Firm 2 Firm 3 Othersources
Planningsupervisor
Projectmanagement
team
Designfacility
manager
Designfacility
manager
Designfacility
manager
Designteamleader
Designunit
Designunit
Designunit
Specialists and
advisors
Design team for specific project
Figure 2. Design team organization
Projectmanagement
structure
Designcapability
Client brief Design team
The design
Client Construction industry
Figure 1. Organization of the design element of a constructionproject
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BSI 1996 3
Section 1 BS 7000 : Part 4 : 1996
Section 1. General
1.1 ScopeThis Part of BS 7000 gives guidance onmanagement of the construction design process atall levels, for all organizations and for all types ofconstruction projects. It is intended for those whowork in, or interact with, the constructionindustry. Where general management principles aregiven, they may be adapted to suit any size ofdesign organization or construction project.The guidance given covers the management ofdesign activities throughout the life-cycle of aconstruction project, from the point when theclient initiates a project. It does not include anyactions taken by the client in reaching a decision toinitiate the project, or the factors considered by theclient when selecting the most appropriate form ofconstruction procurement.The management process described in this Part ofBS 7000 relates exclusively to purpose-builtconstructions, equipment and components and isintended to relate to catalogue items and servicesonly in regard to their selection or adaptation tosuit a particular purpose.NOTE 1. Guidance on the design of manufactured products andservices is given in BS 7000 : Part 2 and BS 7000 : Part 3respectively.NOTE 2. This Part of BS 7000 complements BS EN ISO 9001 :1994, to which reference should be made.
1.2 References1.2.1 Normative referencesThis Part of BS 7000 incorporates, by dated orundated reference, provisions from otherpublications. These normative references are madeat the appropriate places in the text and the citedpublications are listed on the inside back cover. Fordated references, only the edition cited applies;any subsequent amendments to, or revisions of thecited publication apply to this Part of BS 7000 onlywhen incorporated in the reference by amendmentor revision. For undated references, the latestedition of the cited publication applies, togetherwith any amendments.
1.2.2 Informative referencesThis Part of BS 7000 refers to other publicationsthat provide information or guidance. Editions ofthese publications current at the time of issue ofthis standard are listed on the inside back cover,but reference should be made to the latesteditions.
1.3 DefinitionsFor the purposes of this Part of BS 7000, thedefinitions given in BS 7000 : Part 10 : 1995 andBS 4778 : 1991 apply together with the following.
1.3.1 acceptance criteriaThe factors used to determine whether or not adesign meets the stated and agreed requirements.
1.3.2 initial briefA preliminary statement of the client’srequirements.
1.3.3 project briefA statement covering technical and managerialintentions derived from, and meeting therequirements of, the initial brief.
1.3.4 design brief (in construction)A document, derived from and compatible with theproject brief, that defines all design requirements.It may be sub-divided to identify the requirementsrelevant to each design unit and specialist.
1.3.5 consolidated briefThe brief resulting from the brief developmentprocess that will be used as the basis for detaileddesign.
1.3.6 design facilityThe resources, equipment, procedures,management infrastructure and accommodationproviding the capability to undertake designcommissions.
1.3.7 design packageThe documentation and associated materialcompiled in the course of a design process.NOTE. The design package should be assembled and deliveredin a form suitable for a defined purpose or identified recipient.
1.3.8 design processAll the activities necessary to convert design inputinto design output.
1.3.9 design teamThe total capability required to undertake a design,comprising an appropriate mix of design units andspecialists under the direction of a design teamleader.
1.3.10 design team leaderA person responsible for overseeing andco-ordinating the work of the design team.
1.3.11 design unitAn individual or group of designers from onedesign facility appointed to fulfil some part, or thewhole, of the design requirements of a particularproject.
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1.3.12 design unit leaderA person responsible for leading a design unit inproducing such elements of design as are theresponsibility of that unit.
1.3.13 planning supervisorAs defined in Clause 2 - (1) of The Construction(Design and Management) Regulations 1994 [1].
1.3.14 projectA unique process consisting of a set of co-ordinatedand controlled activities, with start and finishdates, undertaken to supply a product conformingto specific requirements within the constraints oftime, cost and resources.NOTE. Within the construction industry a project encompassesthe totality of the design and construction process.
1.3.15 project planA document setting out the specific practices,resources and sequences of activities required tomeet the project objectives.
1.3.16 project teamA group responsible for executing a project,including both design and construction personnel.
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BS 7000 : Part 4 : 1996
Section 2. Framework for design management
2.1 GeneralThis section is mainly concerned with the initialstages of a construction project in terms of theproject brief, project plan and creation of amanagement structure that will affect all ongoingactivities including design management.Consideration is given to the briefing process fromwhich a consolidated brief should be derived.Project and design management activities should bestructured in the form of a plan of work. Themanagement control features that find theircounterparts in design management are alsodiscussed.The client should set up an advisory group to assistin determining the most appropriate designprocurement process and in preparing an initialbrief. This advisory group, or a similarlyconstituted group, should then form a projectmanagement team to execute the project.The client may choose one of many availablemethods of procurement. This may result indifferent contractual and managerial relationshipswith the design team. The whole design team, orany particular design unit, may be within theclient’s own organization, an independentconsultant or part of a contractor’s organization.Regardless of the procurement method selectedfrom the design management point of view, themost significant management function undertakenwithin a construction project is that of the designteam leader.
2.2 Management of the design team2.2.1 Design team featuresThe design team leader should contribute to theoverall planning of the project and be directlyresponsible for planning, programming, controllingand delivering its design content. The design teamleader should co-operate with the planningsupervisor, liaise with other design units andensure that effective communications and decisionmaking systems are applied.Detailed planning and programming will requireinput from design units, when appointed, whichmay lead to revisions of the initial estimates ofdesign cost and time targets.
2.2.2 Design team leader’s responsibilitiesThe design team leader’s responsibilities normallyinclude the following aspects of management:
a) establishing the design related clientrequirements and defining them in a projectbrief;b) advising on and possibly undertaking designprocurement;c) participating in the overall development andmonitoring of the design related elements of theproject plan;
d) preparing the design related aspects of theplan of work;e) formulating overall targets for the design teamthat are consistent with the project plan;f) collating cost and time data from design unitsand establishing a consolidated programme;g) collating contributions from the design unitsand establishing a consolidated brief, see 2.3and 4.5;h) co-operating with the planning supervisor;i) co-ordinating the activities of the design team;j) monitoring and controlling progress;k) assisting in the development of the health andsafety plan;l) establishing compatible design informationinterfaces and a verification strategy;m) determining the form and content of designoutput.
2.3 Establishing the brief2.3.1 Briefing processPreparing a satisfactory brief usually requiresconsiderable effort by both the client and thedesign team. It may also involve other parties, suchas planning authorities and local utilities. Thebriefing process continues through the early designstages to a point prior to detail design, when theconsolidated brief should be agreed between theclient and all the contributors to the project. Animportant objective of producing a consolidatedbrief is to avoid abortive work arising from latechanges.
2.3.2 Initial briefAn initial brief may range from a broad statementof intent to a comprehensive technical statement ofa client’s requirements. The initial brief should beanalysed and resolved into a clear statement fromwhich a more specific project brief is developed.It is imperative that the client imparts to the designteam a clear understanding of the fundamentalrequirements of the project, such as the following:
a) the purpose of the construction;b) functional requirements;c) special, innovative or unusual features;d) health, safety and environmental constraintsor requirements: for example, process hazards,close environmental control and occupant’sspecial needs;e) financial policy: for example, lowest first cost,lowest cost in use or lowest life cycle cost andmethod of funding;f) time policy: for example, shortest overall time,time required for the lowest cost programme or aprecise programme leading to an absolute finishdate;
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g) quality strategy: determined, for example, byexpected domestic, commercial or industrialusage, exposure to vandalism and anticipated lifespan;h) aesthetic considerations, for example, housestyle, landscaping and colour and finishpreferences.
Some of these requirements may need specialstudy, including research and risk analysis, thatmay be carried out by the design team or specialistadvisors appointed by the client.
2.3.3 Brief developmentA client’s initial brief will rarely provide sufficientinformation for design development. Considerableresources may need to be expended by a projectteam in investigating a client’s requirements.Research and development may be necessary tosupplement initial information.The actions that follow may include work onseparate commissions that would need to beprocessed as projects in their own right. Theadditional work might include the following:
a) technical and economic feasibility study;b) need evaluation;c) prototype or model evaluation;d) preliminary design;e) site surveys (including assessing the conditionof construction elements or equipment to beretained in a refurbishment project);f) environmental impact assessments;g) planning submissions.
A project brief should be compiled, based on thesefindings, that forms the starting point for thedevelopment of a design brief, see 4.5.NOTE. Further information on briefing can be found in Betterbriefing means better buildings [2].
2.4 Project planningPlanning the design management related aspects ofa project involves identifying all significant workelements, assessing their interdependence andorganizing the work so that orderly progress can beachieved. Such planning should include thefollowing:
a) establishing the range and extent ofprofessional contributions required to fulfil thebrief and hence identify the composition of thedesign team;b) identifying the need for other resources andequipment, such as secretarial support,accommodation, storage, technical information,instruments and computers and relating these tothe programme;
c) establishing key dates for specific objectivesand start and finish dates for identified tasks.This should enable the setting of targets againstwhich progress may be measured;d) establishing a project cost plan covering allrelevant costs and showing when the client willbe required to provide funds;e) determining intervals for, and the form of,submissions of cost, time and achievementinformation for control purposes.
2.5 Plan of workThe design and construction process usually followsa sequence of activities that varies only in detailand extent for various types of project. Thisprocess may be seen as a linear function and iscommonly referred to as a plan of work.A plan of work should set out the various activitiesto be undertaken during the design andconstruction process. It should also describe thepurpose of each stage of the work, the decisions tobe taken and the tasks to be completed; it maygive guidance on who needs to be involved inimplementing each stage.A plan of work may be prepared either from amodel sequence, for example the plan of workdescribed in the RIBA Model plan of work [3], or itmay be derived from the list of duties set out inthe relevant conditions of engagement.A model plan of work may be adapted toaccommodate particular project features that mayinclude some overlap of stages or parallel working.This provides a project plan of work. The clientshould be involved in preparing the project plan ofwork so that client-related activities, such asdecision points, are recognized. Typical plan ofwork stages are as follows:
a) inception and initial brief;b) feasibility study and brief development;c) conceptual design;d) scheme design;e) detail design;f) construction information;g) construction;h) post-construction.
Plan of work stages in respect of elements of theproject should not be started until everything inthe previous stages of those elements has beenfinished. Completion of a stage is conditional onco-ordination of design between all team membersand the approval of the design team leader andpossibly the client. To anticipate approval mayresult in work having to be corrected at a laterstage.
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Section 2 BS 7000 : Part 4 : 1996
2.6 ProgrammingAn outline design programme should be preparedby the design team leader, based on the key datescontained within the project programme andshould subsequently be expanded to cover allaspects of resource management and decisiontaking.Each design unit or specialism within the designteam should have its own programme. Theinter-dependence of design units needs to beestablished so that the compatibility of the separateprogrammes can be tested against each other andthe requirements of the project plan.The key dates for inputs from specialist advisors,internal and external, should be noted in theprogramme for each respective discipline.Decisions to be taken by the client that affect theprogramme should be identified and shown on theprogramme.The need for some components or items ofequipment with unique features may have to beidentified at an early stage. If there is a long leadtime between ordering and delivery, items willneed to be preselected and the client may have toplace firm orders in advance of completion of thedesign programme. It is important to check withthe supplier that preselected items will still beavailable at the time of ordering by the contractor.The accuracy of the predictions included in theprogramme will depend upon the informationavailable when it was prepared and the length oftime being projected. The programme will need tobe updated as new information becomes availableand where this leads to a major change in theprogramme, its impact will need to be assessed byall the parties affected.
2.7 Project communications2.7.1 GeneralThe design team leader should contribute to thedevelopment of a project communications plan thatidentifies all communication channels and theprocedures to be used for preparing, identifying,distributing, storing and clearing all items to becommunicated. The communications plan shouldbe incorporated in the overall project plan.NOTE. The Construction (Design and Management) Regulations1994 [1] require the designer and the client to bring to theattention of the planning supervisor the following:
– any unresolved aspect of the design that may affect thehealth and safety of any person during the constructionphase; or– any provision of the design, that should be placed in thehealth and safety file for information, to ensure the safety ofany person at work, or anyone affected by subsequentcleaning, maintenance or adaptation of the structure.
2.7.2 Communications methodsVarious methods of information transmission maybe used, such as postal and courier services,telephone, facsimile (fax), electronic mail (e-mail),telex and electronic data interchange (EDI). Theextent to which the use of these services needs tobe regulated may depend upon time and costconstraints and the complexity of thecommunications network required to support theproject. Methods of communication that do notrequire the transmission of hard copy documents,particularly on the telephone where there is nologging of transactions, should be controlled andimportant information or agreements confirmed inwriting.
2.7.3 Communications channelsTo maintain effective communications between thedesign team, client and the project managementteam, the routine methods of communicationshould be specified; the following aspects need tobe considered.
a) The design team leader should be the focus forcommunications within the design team and,where necessary, approve all communicationsbetween the design team, external agencies andthe client.b) Where communications relate to changes todesign team resources or design managementissues, the relevant design facility managershould be consulted.c) Design unit leaders should be aware of andapprove where necessary all communicationsbetween their design unit, other design units andthe design team leader.d) Designers should communicate formallythrough established channels such as teammeetings; they may also communicate informallyprovided the outcome of such communications isrecorded and validated.
2.7.4 Progress reportingThe design team leader should issue regularprogress reports on the state of the designprogramme in keeping with the communicationsplan. Progress reports need to highlight the actualor potential deviations from the project plan andthe reasons for such deviations. The design teamleader should be responsible for ensuring thatcorrective action is taken to resolve problems.Design unit leaders should provide the design teamleader with progress reports with an agreedfrequency, content and format, for consolidationinto the design team leader’s progress report.
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2.7.5 Document distributionThe design team leader should be responsible forensuring that design documentation is strictlycontrolled and disseminated efficiently to theintended recipients. A document distributionsystem may be used for the most significant designteam documents, with the objective of reducingthe number of copy documents in circulation.A standard method of identification should be usedfor all formal project documents. The minimumrequirement is a short project title and projectreference code, which should be applied to eachdocument regardless of any other methods ofidentification used by participants for their ownpurposes. Each formal project document shouldalso be given a unique descriptive title andreference number, thereby providing fulltraceability and control of design documentation.
2.8 Controlling cost2.8.1 Costs to the clientThe client will usually incur costs for the following:
a) internal provision of information,decision-making and monitoring the design andconstruction processes;b) financial, legal or other professional servicesfor determining needs, obtaining the site, seekingplanning permission etc.;c) employing a project management team;d) employing a design team, see 2.8.2;e) construction, see 2.8.3;f) operating and maintaining the finishedconstruction (cost in use or cost of ownership).
Items d) and e) may be combined for some forms ofprocurement. The costs should be optimizedwherever possible to arrive at the mostadvantageous overall cost plan in keeping with theclient’s financial policy (see 2.3.2e)
2.8.2 Controlling design costThe cost to the client of employing the design teammay be a fixed or variable fee and it is usuallydependent on the need for additional work andother changes to the brief.The costs to the design facilities of preparingdesigns should be monitored by the relevant designunit leaders and the design facility manager.Procedures should be established for monitoringdesign costs and comparing them with budgettargets agreed between the design team leader andthe client. Using such estimates, profiles should bedeveloped to show how costs are expected toaccrue throughout the design programme. Timeand cost data should be recorded at predeterminedintervals throughout the project.
2.8.3 Construction cost planningAt an early stage in the construction procurementprocess the client will need to consider the limitswithin which the construction cost is expected tolie. This forecast cost is important for fundingpurposes and if higher than anticipated might leadto a reduction in the form or quality ofconstruction or even abandonment of the project.As design work progresses more accurate forecastsof construction costs inherent in the design can bemade. The design team manager and client shouldagree at what stages forecasts should be made.Forecasts should be presented in an agreed format,using recognized methods of measurement andreliable cost data. Comparison should be made withthe original cost forecast and steps taken toreconcile any differences. The target forecast costshould be adjusted in accordance with the latestestimate if agreed with the client.The client should be made aware of the factorslikely to cause the actual construction cost to varyfrom the cost forecast during design and the effectof inflation on future construction cost. The clientalso needs to be informed of the magnitude of anycost estimate inaccuracies that may arise becauseof a limitation in the amount of design time orinformation provided to the design team.
2.8.4 Cost in useThe cost of operating a construction, such asenergy consumption, maintenance and repairs, willbe significantly affected by design decisions. Thedesign team manager will need a clear statement ofthe client’s strategy in respect of capitalexpenditure versus operating cost, durability, lifeexpectancy and usage, see also 2.3.2. It is thedesign team leader’s responsibility to obtain clearguidance on these aspects from the client.
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BS 7000 : Part 4 : 1996
Section 3. Design resource management
3.1 GeneralThis section describes the principal features of anorganization that provides a design service throughthe operation of a design facility. It is directed atthose in the organization who determine thepolicies and business strategies that affect theoperation and management of a design facility.Some design organizations are independent,providing a service for external clients in which theprincipal product is a design; others are internaldepartments focusing on a single commercialenterprise, possibly a contractor or an industrialconcern, where a design is no more than a stagetowards an ultimate product. Regardless of theform of the organization, it is assumed that thedesign service is provided by design units operatingwithin a design facility.The divisions within an organization mayencompass marketing, sales, finance, humanresources and technical functions. Other activitiesthat need to be seen as independent of a particularfunction and which also operate across functions,such as quality assurance and project management,may also be separately identifiable in theorganization. The complexity of the managementhierarchy will depend upon the size and scope ofthe organization. At the most senior level, bysuitable combination of responsibilities wherenecessary, all aspects of the management need tobe assigned. Individuals may need to performseveral functions for instance, within a designpractice a principal may have several differing rolesto play, as follows:
a) as a member of the executive, havingresponsibilities for the well-being of the practice;b) as a senior functional manager, having specificduties such as design facility manager oradministration manager;c) as a design unit leader, having responsibilitiesfor managing a design unit and executing aparticular commission;d) as a specialist, providing a consultancy serviceto other designers.
The management hierarchy should be described inan organization chart that shows the formalrelationships between levels of management andstaff and the delegated responsibilities. Eachmember of staff should be provided with a writtenjob description.
3.2 Design facilityAll design personnel and associated equipmentwithin an organization constitute a design facilityunder a design facility manager. For eachcommission, a design unit should be selected orcreated with a mix of managerial and technicalpersonnel and an availability consistent with thescope of the commission and the programme.Other managerial or operational personnelfunctions may be part of the design facility such asa computer-aided design (CAD) manager, librarianand technical secretary, or may be available on ashared basis from a common source. Some peoplein these functions may be allocated to particularcommissions as the need arises.
3.3 Design facility manager’s corporateresponsibilitiesThe design facility manager will usually have bothcorporate and operational functions. The latter arelisted in 4.2. Corporate functions are thoseconcerned with maintaining the viability andefficiency of the design facility and carry thefollowing responsibilities:
a) contributing to definition of the corporateobjectives, policies and strategies concerningdesign services;b) participating in the development of businessplans and budgets by:
1) providing input to the marketing strategy;2) determining the required combination ofprofessional, technical and support staff tomeet the organization’s objectives withinbudget constraints;3) determining the capital equipment andaccommodation requirements for the designfacility;4) preparing and maintaining technical anddesign management procedures;5) preparing cash flow forecasts and incomepredictions;6) providing management information onproject progress and financial returns such asexpenditure against budget;7) determining and implementing training andcontinuous professional developmentprogrammes.
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3.4 Objectives of a design facilityObjectives should be set out clearly andcommunicated to all those concerned. Theorganization’s strategy for operating and developingthe business should also be defined andunderstood.The primary objective of the design facility shouldbe consistent with the organization’s policies andobjectives and should define the type and extent ofthe design services to be provided. The followingfactors should be considered when defining thedesign facility objectives:
a) the disciplines and professions that underpinthe services provided;b) constraints on type, size and location ofprojects;c) the scope of expertise and specialisms;d) financial policy for raising funds, costing jobs,recovering overheads, pricing and profit margins;e) future intentions related to a programme inrespect of growth of the design business andmarketing;f) the organization’s image, for example, whetherconservative in approach or innovative,traditional or modernistic.
3.5 Preparing a business plan3.5.1 GeneralThe design facility manager should provide input tothe business plan on the provision of a designservice and the resources required to provide it.To be able to operate effectively and achieve itscorporate objectives, an organization needs to setrealistic targets based on judgements about thefuture. Future intentions and the means forachieving them will form the substance of abusiness plan, which should include aspects thatwill influence project execution and designmanagement.The business plan should include an appraisal ofthe principal factors affecting the ability of thedesign facility to comply with corporate policiesand objectives, as described in 3.5.2 to 3.5.6.
3.5.2 Forward planningForward planning should be based on anticipatedworkload in terms of both quantity and type ofwork. Confidence in forecast demand will diminishas the timescale is extended into the future.Comprehensive short-term plans covering thecurrent and following financial year should bemaintained and used for forecasting and managingresource requirements. Longer-term plans shouldbe made particularly for the development of theorganization and for capital investments.Marketing effort should be directed at securing amix of work type and quantity to suit the forwardplan.
3.5.3 StaffSuitably skilled and experienced professional andtechnical staff should be available to match theanticipated workload; the number of secretarial,administrative and accounting staff needed to meetrequirements should also be planned. Althoughpermanent staff levels should ideally be keptconstant, arrangements should be made for dealingwith short-term overloads (such as using agencystaff or sub-letting work).During the planning process factors that mightaffect the future availability or effectiveness ofstaff should be identified. Any new staff willrequire time to reach full effectiveness. It isessential to allow adequate time for staff trainingand the demands of continuing professionaldevelopment.3.5.4 FacilitiesAll staff should be provided with suitableworkstations and equipment appropriate to theactivities they are required to perform. Efficiencyis generally related to working environment whichshould be pleasant and functional. As design comesto depend more on information technology,attention needs to be paid to obtaining equipmentand software specifically designed for the purposesidentified. Adequate library facilities should beavailable to meet the technical needs of designstaff. The type and extent of equipment requiredto support a design facility depends on the workthe organization plans to do.3.5.5 FinanceThe profitability and therefore the continuedexistence of an independent design organizationrelies on effective financial planning andmanagement. These are necessarily closely relatedto the planning and management of other aspectsof the organization’s activities. Financialmanagement is important in controlling thecost-effectiveness of a design facility.Financial plans are needed to forecast the cashflow and capital requirements and to show howfunds are to be made available when needed.Income and expenditure should then be monitoredclosely against forecasts to identify anydiscrepancies and thus enable corrective action tobe taken. A minimum turnover needs to be set inorder to generate the necessary operating funds.Income is dependent on commissions being gained,on progress being achieved, on fees being invoicedand on timely payment. Whether or not receiptsare sufficient to repay expenditure and to providea surplus for further development depends largelyon accurate forecasting of design costs and onnegotiations for commissions culminating inadequate fee arrangements. Forecasting of costs isdependent on the availability within theorganization of up-to-date information on unit costssuch as those for staff, for production of drawingsand for the services the organization provides.
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There are two types of operating costs: thoselargely independent of workload and those thatvary with the level of activity. The former areoften treated as overheads for estimating purposesso that the direct cost of doing any task can beidentified more precisely.Decisions on capital expenditure require long-termplanning and are dependent on investment policy;finance may be provided by reserves or loans. Inthe latter case interest and repayment should bemet from current cash flow. The payback time forexpenditure on capital investments should bedecided, as well as the minimum turnover requiredto justify the investment.
3.5.6 Systems managementResources should be assigned to the developmentand maintenance of procedures and documentationand should include means for identifying andexploiting opportunities for improvement, such assystems audit and feedback.The following procedures may be considered:
a) the negotiation of new commissions includingreviews of resources, bidding and fee strategies;b) design management;c) technical support and management;d) feedback;e) management systems audit;f) administrative and clerical, including means ofcommunication;g) accessing information and advice, whetherprovided internally or externally;h) training;i) testing and research.
3.6 Quality policyQuality policy should be relevant to anorganization’s objectives and the expectations of itsclients. It should be written into managementinstructions and may significantly influence thedegree of freedom allowed to designers,particularly in respect of innovation.Quality policy should effect examination andimprovement of an organization’s managerial andtechnical procedures through a positive programmeof audits, reviews and feedback. It should relate totraining policies.Quality policy should ensure that adequate timeand resources are allocated to validation andverification activities associated with design inputand output respectively. Further guidance is givenin annex A.If an organization is registered under a formalquality assurance (QA) system to BS EN ISO 9001,its quality policy will be clearly identified in aquality manual.
3.7 InnovationIn managing innovation, it is necessary to identify,assess and control attendant risks. Study of theresults of research and development into theserisks as well as the identification of testingrequirements during the execution phase of theproject are crucial to the success of innovativeprojects. A corporate policy and attendantprocedure should be developed to providesatisfactory control of innovative design. The clientshould be informed of proposals to apply innovativefeatures and approval should be confirmed.Innovation can be an essential consideration forpromoting the success of a project or organizationand as such should be actively encouraged.
3.8 CommunicationsA communications policy should ensure that thoseconcerned with design are informed abouteverything that may affect what they are doing,but they should not be inundated with irrelevantinformation.Lines of communication should not be confusedwith lines of authority; communication maylegitimately occur in any direction through anorganization structure.
3.9 Management informationAccurate and timely information is essential toenable managers to perform their dutieseffectively. Clear instructions should be issuedcovering the following:
a) what information is required, by whom andfor what purpose;b) who will generate the information andmaintain it;c) how it will be sorted and distributed;d) how frequently it is issued, if distributedregularly;e) what actions should be taken on receipt of theinformation.
3.10 Design support systemsTo allow designers to operate effectively,appropriate systems should be available. These mayinclude the following:
a) technical information, see 3.11;b) drawing materials and equipment, andprinting facilities, see 3.12;c) a CAD system, see 3.13;d) a specification system, see 3.14;e) administration and clerical services includingtext processing and document reproduction andcomputational facilities, see 3.15;f) measuring and recording instruments,cameras etc., see 3.16.
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3.11 Technical informationTechnical information may include statutoryinstruments, standards, codes of practice, andother published information including tradeliterature. Such information will normally beavailable from one or more of the followingsources:
a) an internal library;b) external libraries (public, institutional,educational);c) information databases;d) manufacturers;e) specialist and proprietary sources.
It should be the responsibility of the design facilitymanager to ensure that suitable sources oftechnical information are available and thateffective validation procedures are applied before itis incorporated into a design. Further guidance isgiven in annex B.
3.12 Drawing materials and equipmentThe drawing office should be suitably equipped forthe type of work undertaken and the anticipatedworkload.Prescribed procedures should be adopted for theproduction of drawings to ensure an acceptabledegree of reliability and to maintain a house style.The house style may need to be adapted to suit aclient’s or a design team’s requirements.These procedures may involve consideration of thefollowing:
a) planning, organizing and recording drawingproduction;b) selecting preferred sizes of drawings forparticular purposes;c) layout, style, annotation and composition;d) use of standard or reference drawings andschedules;e) use of symbols and referencing conventions;f) line form, hatching, shading interpretations;g) titling, numbering, set arrangement;h) checking, approving, authorizing;i) revisions;j) issuing, storing and archiving in an appropriatemanner.
NOTE. Guidance in these aspects is given in BS 1192, and CPIProduction drawings — A code of procedure for building works[4].
3.13 Computer-aided designThe responsibility for introducing, developing andsupporting a CAD system should be clearly defined.This should include co-ordination of CAD andmanual draughting practices, developinginstructions for the retention of record drawingsand authorization of individuals entitled to effectchange. Procedures for the control and securestorage of backup copies of CAD system datashould be defined and enforced.
Detailed guidance for system users should be givenin the supplier’s manuals and in-housedocumentation. Training and ongoing technicalsupport should be provided by in-house specialistsor system suppliers.The drawings produced on a CAD system shouldmeet the same requirements, including verification,as those that are manually produced.When selecting computer hardware and softwareconsideration should be given to their compatibilitywith the systems used by the clients, other designoffices and contractors with which the organizationworks.
3.14 Specification systemsMaterials and equipment should be specified in oneof the following ways.
a) By performance: the required characteristicsor features of the item should be stated;conformity to a standard may be used as a formof performance specification.b) By prescription: an item should be identifiedby a specific reference, such as a cataloguenumber or a drawing.c) Combined performance and prescription: aperformance specification may not be sufficientwhere some special features are required. Thiscan arise when an item is required to match aprevious item or where there are dimensionallimitations. These characteristics should then beprescribed.
Most project specifications are produced byadapting stored text. The following two types oftext are commonly used.
1) Reference specifications: text that has beenused successfully on previous projects and is heldin a generalized form, may be adapted to suitnew requirements. Where very similarspecifications need to be repeatedly produced,this is probably the quickest method. However, itcontains the inherent danger that inadequatethought may be given to the special features of aparticular project during the adaptation process.2) Specification clause library: text is held inthe form of clauses, often giving alternativemethods or material, set out in a convenientarrangement of work sections, system types ormaterials. This provides a very flexible means forpreparing specifications by the selection ofappropriate clauses. During the selection process,the designer has to consider the optionscarefully, as the clause library cannot simply bereproduced as a project specification.
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Both methods may be used in a design office tocater for different types of work. A procedure forchecking, approving and authorizing specificationsand dealing with revisions should be available.It is important that stored text for either of theabove methods is frequently reviewed to takeaccount of changes in legislation, standards,materials availability, new construction methodsand other relevant information. This responsibilityneeds to be clearly defined and adequatelyresourced.NOTE. Further guidance on specifications is given in CPIProject specification — A code of procedure for building works[5] and CPI Common arrangements of work sections forbuilding works [6].
3.15 AdministrationDesign teams need properly managedadministrative support if they are to work tomaximum efficiency. The scale of this support willdepend on the size of the organization; it may beled by an office manager. Procedures need to bedefined and staff made available to provide thefollowing services:
a) correspondence such as incoming and outgoingmail, facsimile, recording of telephoneconversations;b) filing and documentation management, forexample storage and retrieval systems, weedingand destruction programmes, archiving;c) security to safeguard confidential informationand valuable equipment;d) the provision of stationery and otherconsumables;e) accounting and cost control for authorizationof cheque signatories, maximum and minimumbalances, arrangements for annual audits,payment of wages and salaries, VAT, dealing withthe Inland Revenue;f) insurance to cover professional indemnity,employers’ liability, buildings and contents;g) transport including vehicles, maintenance,hiring, drivers;h) health and safety in respect of staff, premisesand sites;i) sources of legal advice, copyright;j) maintenance and cleaning of premises;k) staff welfare.
3.16 Instruments and technicalequipmentAn organization’s requirements for measuring andinspection instruments and other technicalequipment should be regularly assessed. Training inthe use of such equipment should be providedwhere necessary. If measuring instruments areheld, these need to be properly stored, checked,calibrated and maintained. The equipment shouldbe listed on an inventory showing the calibration,maintenance and repair history. Responsibility forholding and issuing equipment should be clearlydefined.Instrument hire may be a sensible alternative toownership for equipment used only occasionally.
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Section 4. Design process management
4.1 GeneralThis section provides guidance to those whoseprime responsibility is to manage design. Thedesign management function appears at threeprincipal levels as follows:
a) the design team leader, as part of the projectmanagement team, is responsible for managingall design work for a particular project. Thedesign team leader’s main objectives should be tosee that the design work is properly co-ordinatedbetween the design units and that it is completedwithin the time, cost and technical constraintsimposed by the client;b) the design facility manager is responsible forappointing a design unit leader and assigningsuitable design and support staff. The designfacility manager is responsible for acceptingcommissions;c) a design unit leader is responsible formanaging that part of a design commissionassigned to a particular organization under thedirection of a design team leader. A design unitleader’s main objective should be to complete adesign commission in collaboration with otherdesign units within the time, cost and technicalparameters agreed with the client.
The design facility manager is a permanentmanagerial position whereas a design team leaderand design unit leaders are appointed for theduration of a commission or other defined task.It follows that a design unit leader is responsible toboth the design team leader and the design facilitymanager and it is important that these two dutiesdo not conflict.
4.2 Design facility manager’soperational responsibilitiesThe design facility manager will usually have bothcorporate and operational functions; corporatefunctions are described in 3.3.Operational functions are concerned with themanagement of projects from the organization’spoint of view, which includes an assessment of themerits of all new work to ensure that it is withinthe scope and resources of the design facility andotherwise acceptable. Following the acceptance ofa project, a design unit leader needs to beappointed for each design unit. Projects shouldthen be monitored throughout the design process.The design facility manager’s operationalresponsibilities should include the following:
a) assessing the acceptability of the terms for apotential new commission by analysis of theinitial brief and any other relevant informationfrom the client or project team (see 4.3);
b) completing any further investigationsfollowing analysis of the initial brief, this mightinclude discussions with the client, technical andcommercial risk analysis, site visits andassessment of available resources to undertakethe project;c) accepting or rejecting potential newcommissions, or submitting bids for work onbehalf of the organization;d) appointing a design unit leader, deciding thecomposition of the design unit and allocating thefinancial and technical resources needed tocomplete the commission;e) planning the work schedule and the form andfrequency of progress reports;f) establishing a verification strategy andapproval procedures;g) monitoring progress and performance of designunits;h) authorizing the issue of all documentation;i) ensuring that invoices and supportingdocumentation are prepared;j) at the end of the commission, ensuring that allcommitments to the client have been fulfilledand releasing the design unit leader and otherstaff for other duties.
4.3 Pre-commission reviewBefore a commitment is made to proceed with aproject, the design facility manager, in discussionwith the design unit leader, if appointed, shouldconfirm that a commission can and should beaccepted. The following should be established:
a) if the proposed commission is financiallyacceptable;b) that sufficient information is available to judgethe technical and resource requirements;c) that adequate technical and support resourcesare expected to be available to undertake theproposed commission;d) that, by carrying out a risk analysis andapplying effective risk management techniques,all perceived risks can be contained withinacceptable limits. A checklist should be availablerequiring a judgement to be made concerning thefeatures most likely to cause concern. Thesefeatures may fall into the following categories:
1) tight programme;2) complex team structure;3) extreme or innovative technical oroperational requirements;4) unfamiliar materials or constructionmethods;5) international projects that might involvecommunication in different languages,conformity with unfamiliar legislation andstandards, extreme climatic conditions, accessand handling problems and availability ofmaterials and equipment.
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This list is not exhaustive and should be expandedfrom an investigation of past problems andopportunities.Having completed these investigations the designfacility manager should decide whether torecommend acceptance of the commission (withconditional internal or external changes ifnecessary), or rejection. The final decision may lieat a higher management level within theorganization. It may need to take account of thewider strategic and commercial issues outside thescope of the design facility manager’s investigation,for example, whether to accept marginalcommissions in order to secure a future stream ofprofitable work.
4.4 Design unit leader’s responsibilitiesA design unit leader should normally be appointedon commencement of a commission to undertakethe management of resources and produce acost-effective design within the parameters of costand programme, in keeping with the design briefand good practice.The design unit leader should report to the clientthrough a design team leader unless there is aspecific requirement for direct communication. Thedesign unit leader should inform the design teamleader of the outcome of any direct communicationwith the client.The responsibilities of a design unit leader, for aspecific project, may include the following:
a) establishing a rapport with and betweendesign unit personnel;b) liaising with the design team leader, client andspecialist advisers and obtaining the necessaryapprovals;c) participating in the development of a designbrief;d) advising on the selection of the necessaryresources for the design activity and establishinga resource profile related to design stages(see 4.6);e) establishing channels of communication,including communication with other design units,and arrangements for the distribution ofinformation;f) identifying the need for sub-consultancies andspecialists;g) identifying relevant design procedures andsources of design data;h) ensuring that all aspects of the commission aredesigned professionally and competently;i) managing the overall design function for thecommission including applying cost and designcontrol procedures and ensuring that theoutcome is of acceptable quality;
j) obtaining planning and other essentialapprovals at predetermined stages;k) monitoring the production and issue of designinformation in keeping with the programme;l) appraising designs from contractors,sub-contractors and others according to relevanttender drawings, specifications and contractualrequirements;m) visiting the site during construction ifrequired by the commission.
4.5 Design brief4.5.1 Interpretation of the project briefThe project brief is rarely sufficiently detailed tomeet design requirements and a design brieftherefore needs to be developed. The design briefshould provide a comprehensive technicalinterpretation of the project brief for thecomponent disciplines within a design team. Itshould also be linked to a plan of work. Someguidance on project and design brief developmentis also given in 2.3.3.It is usually the responsibility of the design teamleader, through the co-ordination of contributionsfrom design units, to develop a design brief and tosee that design is carried out accordingly, withincost and programme constraints.
4.5.2 Assigning responsibilitiesDepending on the way that overall design work isto be divided between organizations, sections andindividuals, it may be necessary to subdivide theproject brief to identify the requirements specificto each design unit.
4.5.3 Brief developmentThe development of the design brief from a projectbrief should require the project team or individualdesign units to undertake the following:
a) assemble all relevant information;b) initiate studies, if appropriate;c) try out various solutions;d) prepare an outline scheme;e) prepare an outline cost plan covering designand construction costs.
The requirements identified by the client should berelated to other factors that the client may not beaware of, such as the following:
1) legislation;2) standards;3) good practice;4) needs of subsequent processes.
Data that are obtained or generated during a briefdevelopment process, for use in a design, should berecorded.
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4.5.4 Consolidated briefWhen the design brief has been developed to thepoint where it can be used for detailed design itshould be presented to the client as a consolidatedbrief. This should be in the form of a client reportand should give sufficient information about thedesign intentions so that both the client and thedesign team are clear about what is to be designed.A client report should contain the followinginformation:
a) introduction (purpose of the client report andits significance to the client);b) list of principal participants (client, architect,engineer, planning supervisor, other consultants);c) identification of design personnel and othersignificant resources;d) research undertaken and outcome;e) discussion of options, constraints andconclusions;f) description of proposed design solutionincluding:
1) meeting/interpreting the client’srequirements;2) assumptions (environmentalconditions, etc.);3) data;4) special requirements and provisions;5) legislative aspects (health, safety,environment, etc.);6) limitations (aspects that may fall short ofthe client’s expectations);7) technical risk (use of materials, etc.);8) construction problems;9) operating, maintenance and reliabilityaspects;
g) cost plan;h) on-going design programme;i) drawings;j) supporting calculations.
The client report should be submitted to the clientfor comment and approval.
4.5.5 Brief change controlChanges in client requirements after approval ofthe consolidated brief are likely to lead to theabandonment of previously completed work. Theclient should be advised when this transitionoccurs and that such changes are likely to incur atime and/or cost penalty.
All subsequent brief changes should be recordedand the client informed of the likely consequences.Where a change could have a significant effect inrespect of health, safety, cost, time, reliability,etc., the implications should be assessed by goingback as far as is necessary in the design process.The parties likely to be affected should beinformed of any increased risk that might resultfrom such changes.The current form of the consolidated brief shouldalways be identifiable and observed by all thoseinvolved in the design process.
4.6 Design stages4.6.1 GeneralThe design stages within the overall plan of workare identified in 2.5. These are conceptual design,scheme design, detail design and information forconstruction, each of which is discussed in 4.6.2to 4.6.5.Planning and other authorities should be consultedat appropriate junctures during the design process.
4.6.2 Conceptual designConceptual design is the stage of a design processat which ideas and outline proposals are conceived.Such ideas need only contain those detailsnecessary to define the essential characteristics andfeatures.Methods such as group working or brainstormingcan be used during this stage. Evaluation of theconcepts against the requirements of the clientshould be undertaken. Relationship charts andoptimization techniques may be employed.The primary aim should be to provide a client withan appraisal and recommendation on thedevelopment of the project so that decisions can bemade on the functional, technical and financialaspects.
4.6.3 Scheme designScheme design should lay the foundation for gooddetail design through structured development ofthe concept.Decisions need to be made on particular proposalsincluding planning arrangements, appearance,spatial relationships, loading, constructionmethods, outline specification and costs.Completion of this stage should be accompanied bythe establishment of a consolidated brief(see 4.5.4).
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Brief evolution Design stages
Initial brief Inception
Conceptual design
Brief development
Consolidated brief Scheme design
Feasibility
Detail designBrief change control
Production information
Frozen
Figure 3. Relationship between brief evolution and design stages
4.6.4 Detail designAll information for construction purposes should bedeveloped during this stage.Where circumstances require it, the output shouldbe in a form suitable for tendering purposes.
4.6.5 Information for constructionThe required production information andfabrication drawings, including the appropriate partof the health and safety plan, should be preparedduring this stage, together with relevantspecifications.Tender action may be completed using theinformation provided.All remaining design activities should becompleted, including those occurring during theconstruction period and those that are necessaryfor completion of all site works and hand over tothe client.
4.6.6 Briefing related to design stagesThe relationship between the brief evolution anddesign stages is shown in figure 3.
4.7 Design procedures4.7.1 GeneralAll design procedures should be clearly written andpresented in controlled documents. They should bestructured into three principal elements of input,process and output, together with the associatedmanagement and control functions.
4.7.2 ProceduresFor design office control and consistency ofworking practices, formal procedures should beused for all projects. These procedures need to beindependent of the individual requirements foreach project and should relate to the use ofstandard forms and practices. They should be basedon published methods and data from reputablesources. Engineering design procedures tend to bemore prescriptive than architectural procedures.As it is not always possible or completely desirableto constrain the design process, designers should beallowed to use their judgement in reaching designsolutions, particularly at early design stages.Innovation should be encouraged where it isappropriate to the subject and is acceptable to theclient. These procedures should rely significantlyon a designer’s experience and flair.
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The relevant design criteria and constraints shouldbe listed to allow verification of value judgements.When required, a designer should be able to showthat a particular design solution meets the criteriaand constraints listed. For each project a designunit should be required to comply with proceduresidentified and validated by the design unit leader.
4.7.3 Design inputDesign input may include the following:
a) the design brief;b) information from previous stages;c) output from other design disciplines orspecialist advisers;d) design methodology and data;e) product information;f) codes, standards and legislation;g) staff expertise and knowledge.
All staff involved in design should use professionaljudgement so that sensible data are used andappropriate design procedures are adopted. Designguides should be used as sources of design methodsand design data. British Standards should be usedwhere relevant.All design input should be validated according toprocedures given in annex A.
4.7.4 Design processVarious forms of design input need to bemanipulated to produce design output. Thisinvolves intellectual processes such as analysis,synthesis, calculation, selection and comparison,some of which may be computer-aided. Theseprocesses are usually iterative and convergenceneeds to be achieved within one design stage,otherwise the resultant feedback may lead todifficult design change control situations.Significant design assumptions and decisions shouldbe recorded as the design proceeds, to allowtraceability.Recognized methods are available for making themost common calculations and a standard formatfor such calculations should be used. Calculationsneed to be presented in a logical and orderlymanner, so that they can be readily understood byany technically competent person who may becomeinvolved, without assistance from the originator.Contractors and specialist suppliers are frequentlycalled upon to contribute to the design process.This contribution can range from specific advice tothe preparation of major working drawings. Aco-ordinated approach should be adopted to ensurethat the necessary exchanges of information takeplace during the design stages.
Models and samples may be an important aspect ofthe project. They provide an early opportunity toview and appraise details, quality and standards.Prototypes may be justified where repetitiveconstructional elements are involved.At intervals appropriate to the size and complexityof a project, design reviews should be conducted,see A.5. Design reviews are additional to routinechecking and approving activities and to routinemanagerial and technical meetings. They may beinstigated by the design team leader to review thedesign as a whole or by individual design units toreview their own part of the design.
4.7.5 Design outputThe form of design output will be determined bythe design approach adopted for each project andwill vary according to the design stage from whichit is generated.During the conceptual and scheme design stages,output may be of a highly visual nature in the formof three-dimensional drawings, computer generatedand physical models.During the detail design stage output is intendedprimarily for other project participants and shouldmostly be in the form of drawings and supportinformation. Co-ordinated drawings may berequired to deal with complex spatial situations.Physical or computer generated models may also berequired, to assist in the visualization of spatialrelationships.At the production drawing stage output shouldconsist of a precisely defined collection ofdocuments (paper or electronically based),constituting the complete design package.All drawings and specifications should conform toin-house procedures and recognized guidancedocuments. All design outputs should be subject toa stated verification strategy, see A.6. Verificationshould demonstrate conformity to the requirementslisted in the design review, see A.5.The purpose of drawings is to transmit a designer’sintentions to those who need such information.The recipient may be a client, planning supervisor,other designers, planning authorities, tenderers,constructors, or maintainers. The form and contentof design information should be appropriate to thepurpose.Where design output is being produced by severaldesign units, the client or design team leader mayrequire drawings to adhere to a common format.The use of an integrated CAD system withthree-dimensional modelling capability should beencouraged as a means of identifying areas ofinterference that otherwise might only be revealedduring the construction phase.
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Section 4 BS 7000 : Part 4 : 1996
4.8 Progress checkingThe following actions should be taken at the end ofeach plan of work stage and at other significantpoints in the project as necessary:
a) see that the stage or overall objectives arebeing met;b) prepare for the next stage by re-assessingresources and the programme;c) see that all authorizations (e.g. forexpenditure) have been obtained.
Design progress meetings should be held at agreedintervals to monitor progress against theprogramme. Outstanding information or actionsshould be identified and recorded.The issue of drawings and documents should beconsistently monitored.
4.9 Design change controlProcedures for monitoring and recording changes atall stages should be established at the beginning ofthe project, together with those for seeking clientapproval to changes and the associated costs, asrequired. Criteria affecting the monitoring andrecording of changes in design will depend on thescope and nature of the ‘Terms of appointment’and the initial brief.
4.10 Documentation control4.10.1 Distribution planA document distribution plan, based on need toknow, should be drawn up by the design teamleader at the start of the project, agreed by allparticipants and revised as necessary. This planshould provide the following:
a) a full set of current drawing lists;b) the latest issue schedules;c) a project related drawings register;d) a schedule of associated documents(specifications, instructions, record of documentsissued: to whom and when).
Drawing/specification title blocks, revisions andstatus should conform to specified procedures thatrelate to a drawing numbering system.An originator should ensure by suitable annotationto the documentation that the recipient knowswhether a particular document is for action orinformation.
4.10.2 Form of transmissionCommunication of project information, such astext, schedules and drawings, may be in verbal, orin written or electronic form. Whatever form ofcommunication is used, the source, status, purposeand intended recipients of the information shouldbe clearly identified. The design unit leader shouldsee that suitable communications procedures areput in place, in conformity with the project plan.
If electronic transmittal is to be used, early projectplanning should specify the preferred system so asto maintain compatibility between project teammembers. Care should be taken to verifyelectronically transmitted drawings and data beforeauthorizing its issue. A common design changecontrol procedure should be agreed between designunits, so that one design unit’s work is notmodified by another.
4.11 Design team’s activities duringconstruction4.11.1 Design during constructionThe degree of involvement of members of thedesign team during construction will varyconsiderably from one project to another and willdepend upon the extent of the duties defined inthe commissions. Members of the design team maybe required to undertake the following:
a) approve samples (for example, brickwork,finishes);b) supervise the setting up and examination ofprototypes and mock-ups:c) evaluate and approve design changes andprepare record drawings as appropriate.
4.11.2 Monitoring during constructionMembers of the design team should comply withagreed duties in respect of monitoring during theconstruction period. Team members should ensurethat these duties are sufficient to cover theirobligations to the client and other parties involved.Designers may need to visit or reside on-site toresolve design problems. This is particularlyrelevant when ground conditions or the details ofexisting structures cannot be evaluated until thecontractor has access to the site and has started toexcavate or open it up.
4.11.3 TestingTesting should include inspection and witnessing oftesting during manufacture and assembly ofelectrical and mechanical components, materialsand machinery, and plant for incorporation into theconstruction. Tests on soils, bituminous material,concrete and similar materials may be required.Arrangements should be made to witnessacceptance tests during commissioning; reportsshould be made on all such tests.Test methods should be specified by the relevantdesign unit leader and, where available andappropriate, should be taken from a standard, codeof practice or similar reliable source.
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4.11.4 CompletionOn completion of the work, the design teamleader’s duties should include the following:
a) assemble record drawings and contribute tothe health and safety file;b) assemble operating instructions andmaintenance schedules provided by contractorsand suppliers.
Where required, the design team should inspect thework with site staff and should record anynon-conformities and agree corrective action.The design team may be involved in providing ororganising training for the client’s personnel whomay be required to operate complex equipment.
4.12 Design management appraisal4.12.1 GeneralOn completion of a project an appraisal of theprocess and design management should beundertaken by each design unit for its ownpurposes.
4.12.2 Design process assessmentConsideration should be given to all relevantaspects of the design process, such as thefollowing:
a) information from the client, including thebrief;b) information and input from other teammembers;c) information from suppliers;d) planning authority negotiations;e) innovation;f) contributions from specialist designers;g) CAD systems;h) verification methods;i) design reviews.
4.12.3 Design management assessmentConsideration should be given to all relevantaspects of the design management process, such asthe following.
a) programme and targets;b) team composition and structure;c) management information;d) reporting and control procedures;e) co-ordination and communication;f) decisions and authorization;g) project reviews;h) fee receipts and profitability.
4.12.4 Appraisal reportA design appraisal report should be prepared by thedesign unit leader showing where changes inpolicy, procedure or resources would be beneficialon future projects. The design facility managershould be responsible for making such changes.
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Annexes
Annex A (informative)Validation and verificationA.1 GeneralThe rigour of validation and verification proceduresshould be determined by an assessment of the risksand penalties that might be incurred againstincreasing cost of more extensive validation andverification actions.The important relationship is the cost of increasedrigour against the risk of an increased penalty.The following argument applies: a given risk (forexample uncertainty of finding a mistake on adrawing) may lead to the imposition of a penalty(for example a claim for abortive work), but thisrisk can be reduced by more rigorous methods (forexample better checking), with increased cost.This introduces the concept of verification strategywhereby a professional judgement is made as to therisks and corresponding degree of rigourappropriate to the various aspects of a givenproject.
A.2 ValidationAll design methods and sources of design datashould be validated.Validation of design input may be by any of thefollowing.
a) Usage (custom and practice, long-termsatisfaction): care should be taken to check thatdesign methods and data sources validated sometime ago are still suitable in view of technicalchanges, new design concepts or new materials.b) Status of source: the status of a source(e.g. professional organization) can only apply ifthe item being validated is of recent origin and isappropriate for the purpose intended. Evidenceof appropriate tests or derivations should beexpected.c) Technical judgement based on analysis: it mayoccasionally be necessary to use unfamiliardesign procedures or data. These should bescrutinized to confirm that they are based onsound principles, have been derived from reliabletest methods and that they are consistent. Suchmaterial should be used with caution and theoutcome of the design procedure in which it isused should be judged for conformity to goodpractice and ‘rules of thumb’.d) Test: testing is expensive and only justifiedwhere other validation methods are notadequate. Testing may be necessary if the designmethod is to be applied in an unfamiliarsituation, when data are being used at theboundary of the range and where there is a highrisk associated with the design.
Testing may be carried out using comparativemethods (e.g. a known design against an unknownmethod) and physical testing (e.g. for performancedata). Testing should be undertaken by expertswith experience in designing tests and interpretingresults.The validation process should be documented ineach case.A.3 VerificationVerification should be applied at any point in thedesign process when design output is to be issuedor incorporated into other design procedures.Basic considerations should be as follows.
a) The originator should be responsible forensuring correctness.b) Verification procedures should be targeted atreducing causes of significant problems; obviouserrors may not necessarily cause the mostproblems.c) Lack of care is a greater source of error thanlack of skill.d) Checking is not a substitute for getting it rightfirst time.e) Checklists are useful but can give a false senseof security if followed blindly.f) The cost and extent of verification proceduresshould be commensurate with risk.g) Verification practices should be based on theprinciple of reasonableness in the application ofprofessional skill and care.h) Due account should be taken of individual orteam strengths and weaknesses in definingverification practices and responsibilities.
A.4 Verification methodsThe following methods are available for verifyingdesign output:
a) design reviews (see A.5);b) checking, approving, authorizing; proceduresshould be applicable to calculations, drawings,specifications and bills of quantity, and describedin the relevant procedures;c) testing; difficult design configurations may betested by using scale models or full sizemock-ups. Design data should be verified byproduct prototype testing, particularly where theapplication is unusual or is at the extreme end ofthe product’s stated performance; where suchsituations can be foreseen, the need for testingshould be identified and agreed with the client ifnecessary (e.g. if a cost is involved);d) repetition; a design calculation may berepeated using a different method (e.g. by handinstead of by computer) or by a differentqualified person;e) comparison; this may involve a ‘rule of thumb’type of comparison or comparing the design witha similar proven design.
Verification procedures that have been used andany resultant corrective action should bedocumented.
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A.5 Design reviewThe timing of design reviews should be such thatany adverse finding would limit the amount ofabortive work carried out. The design team leader(when the review relates to the team), the designunit leader and senior technical staff shouldparticipate in design reviews.Design reviews should take place at the end ofeach design stage, see 4.6. The later design stagesshould take particular account of co-ordination. Forsmall projects a design review may be combinedwith a team meeting if the purpose of each isidentified, satisfied and recorded.Design review notes should be produced with theneed for actions clearly defined. The design teamleader should ensure that all the required actionsare taken. The design review report and the recordof actions taken should be placed in the projectfile.A design review should establish that:
a) the requirements of the brief and anyinadequacies, have been recognized;b) the special features of the project have beenaddressed such as: intended use, environment,aesthetic characteristics, size and relationship offunctional spaces and elements, accommodationstandards, facilities, services, temperature,humidity, safety, health, security, finishes anddurability;c) acceptance criteria have been met, see A.7;d) the design follows good practice;e) all relevant statutory and planningrequirements have been met;f) all relevant standards have been met;g) due regard has been given to health andsafety, fire prevention, safety, security andenvironmental impact;h) due regard has been given to durability,reliability and maintainability;i) validated/approved data, guides and otherreferences have been used;j) approved or appropriate materials have beenused;k) correct design criteria and conditions havebeen assumed;l) all calculations have followed approvedprocedures;m) drawings have been prepared generally inaccordance with BS 1192 or in-house standardsand are well presented;n) all project documentation is co-ordinated andcross-referencing is satisfactory.
The significance of each of these aspects may varyaccording to the type of project and the plan ofwork stage.
A.6 Verification strategyThe quality of a set of documents depends on thequality of professional skill and judgementemployed to produce them and verificationprocedures and methods should be developed thatrecognize these human characteristics. For thispurpose a verification strategy should beintroduced for each project.A verification strategy should take account of allrelevant features of a project, particularly wherethey involve risk in respect of health, safety andenvironment.The rigour of checking procedures, the form andfrequency of design reviews and the degree ofinspection leading to approval should be decidedaccording to the type of project.As part of the verification strategy an issuingauthority should be identified with theresponsibility for ensuring that verification iscomplete before project documents are issued.The agreed verification strategy should bedocumented.
A.7 Acceptance criteriaThe objectives of the design process should beclearly understood at the beginning. When theprocess is complete, it should be possible to decidewhether those objectives have been met; this isachieved by setting acceptance criteria at theoutset of the project.Consideration should be given early in the designprocess as to how the output should be judged toshow that it fulfils its objectives. These should thenbecome the acceptance criteria which should beapplied at appropriate stages, such as designreviews.Acceptance criteria may be in terms of size andrelationship of functional spaces, accommodationstandards, facilities, services, temperature,humidity, air change rate, safety, health, security,finishes, durability, etc.
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Annex B BS 7000 : Part 4 : 1996
Annex B (informative)Technical informationB.1 GeneralDesign is heavily reliant on the use of standards,codes of practice, and other recorded informationincluding trade literature. Nearly all such sourcesare subject to amendment and it is important thatthe information used is current. This requires wellorganized procedures for finding out what isavailable and relevant, obtaining and cataloguingsuch information and keeping it up to date.Much of the information is only available, or ismost conveniently used, in hard copy althoughsome information databases are available throughelectronic data links. Technical information is anessential design tool and should be adequatelyfunded; small organizations may find benefit inpooling resources together or in subscribing to adata service.Public and technical libraries may be able toprovide a valid source of technical information,such as standards.Manufacturers and suppliers should assist designersby providing technical information in a formconsistent with the recommendations given inBS 4940 : Parts 1, 2 and 3.
B.2 Extent of technical informationFor most design organizations the need fortechnical information should largely be met by orthrough an internal library. The appropriatematerial, consistent with the needs of designers,should be obtained and maintained. Examples ofthe types of information required are as follows:
a) statutory requirements and related guidancematerial;b) circulars issued by government departments;c) standards and codes of practice;d) technical journals;e) design guides and data sources;f) catalogues and buyer’s guides;g) other technical information such as technicalreports and digests;h) standard references such as dictionaries;i) sources of further information, includingnon-confidential data previously supplied byclients;j) information derived from in-house or generalfeedback.
The content of the library should be decided bytechnical staff; it may be constrained by limitedfunds. Reasonable steps should be taken to see thatinformation in the library is well maintained andup to date. Ultimately it is the user’s responsibilityto confirm that the information used is suitable forthe purpose intended and is valid.
B.3 Technical journalsJournals provide current information and may beimportant for legal and technical reasons; theyshould be regularly scanned, although this can be atime consuming process if not well organized. Thedesign office should identify significant journals. Afirst reader system should be introduced by whichstaff are assigned to read selected journals. Eachfirst reader should be required to scan assignedjournals within a reasonable time of receipt, sayone week, and to note articles to be drawn to theattention of other staff or extracted. An indexingor referencing system is essential so that articlescan be recalled when needed.B.4 StandardsCurrent editions of selected standards should beheld, listed and updated. Other standards shouldbe obtained to meet the needs of any particularproject and retained in the project file.Relevant technical reports should be held, listedand updated.Superseded standards may need to be retained;they should be kept separate from currentstandards and marked ‘Superseded’.B.5 Statutory instrumentsRelevant statutory instruments should be held andupdated. The design team leader should ensurethat all design staff are aware of this facility andthat it is consulted when necessary. Someproprietary databases provide lists ofconstruction-related statutory instruments.B.6 Design guides and data sourcesThe source documents for all prescribed designprocedures and design data should be held. Wheninformation or data are required beyond the scopeof the design guides held in the library, design unitleaders should seek suitable material and validateit.B.7 CataloguesCatalogues should be set out according to someprescribed arrangement. This should be one of thefollowing:
– by source (e.g. manufacturer) alphabetically;– by subject (bricks, doors, fans etc.)alphabetically; or– by a formal arrangement, such as CI/SfB [7].
Catalogues of all approved suppliers should be heldand maintained. This may be called the core set ofcatalogues. Other catalogues should then beregarded as for information only and theinformation they contain should not be used unlessspecifically validated.Catalogues obtained and used specifically for anindividual project should be held with the projectfile.B.8 Other technical materialThis may include text books, reference books,occasional papers and reports. Such materialshould be validated by the user on each occasionthat it is used.
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1) In preparation
List of references
Normative references
BSI standards publicationsBRITISH STANDARDS INSTITUTION, London
BS 4778 : Quality vocabularyBS 4778 : Part 2 : 1991 Quality concepts and related definitionsBS 4778 : Part 3 : Availability, reliability and maintainability termsBS 4778 : Part 3 : Sec 3.1 : 1991 Guide to concepts and related definitionsBS 4778 : Part 3 : Sec 3.2 : 1991 Glossary of international termsBS 7000 : Part 10 : 1995 Glossary of terms used in design management
Informative references
BSI standards publicationsBRITISH STANDARDS INSTITUTION, LondonBS 1192 : Construction drawing practiceBS 1192 : Part 1 : 1984 Recommendations for general principlesBS 1192 : Part 2 : 1987 Recommendations for architectural and engineering drawingsBS 1192 : Part 3 : 1987 Recommendations for symbols and other graphic conventionsBS 1192 : Part 4 : 1984 Recommendations for landscape drawingsBS 1192 : Part 5 : 1990 Guide for structuring of computer graphic informationBS 4940 : Technical information on construction products and servicesBS 4940 : Part 1 : 1994 Guide for managementBS 4940 : Part 2 : 1994 Guide to content and arrangementBS 4940 : Part 3 : 1994 Guide to presentationBS 7000 : Part 2 :1) Guide to managing the design of manufactured productsBS 7000 : Part 3 : 1994 Guide to managing service designBS EN ISO 9001 : 1994 Quality systems — Model for quality assurance in design,
development, production, installation and servicing
Other references
[1] GREAT BRITAIN. The Construction (Design and Management) Regulations, 1994. LONDON: HMSO.[2] O’REILLY, J.J.N. Better briefing means better buildings, Building Research Establishment report,
1987, ISBN 0 85125 213 3.[3] ROYAL INSTITUTE OF BRITISH ARCHITECTS (RIBA). Model plan of work for design team
operations. Obtainable from RIBA Publications, Finsbury Mission, 39 Moreland Street, LondonEC1V 8BB.
[4] CPI Production Drawings — A code of procedure for building works, Building Project InformationCommittee, 1987, ISBN 0 9512662 1 7.
[5] CPI Project specification — A code of procedures for building works, Building Project InformationCommittee, 1987 ISBN 0 9512662 2 5.
[6] CPI Common arrangements of work sections for building works, Building Project InformationCommittee, 1987.
[7] ROYAL INSTITUTE OF BRITISH ARCHITECTS (RIBA). CI/SfB Construction indexing manual.RIBA, 1976, abridged reprint 1991. Obtainable from RIBA Publications, Finsbury Mission,39 Moreland Street, London EC1V 8BB.
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