Managing the design phase - Simply Put!

Introduction

In the Marstan Guide Introduction to Project Management, we said that managing the Design Phase is the fourth of the seven stages of a capital project.

This is not the first stage in which some design has been carried out on the project. There is some design on a wide range of options in the first stage (See the Marstan Guide Project Inception - Simply Put!) and further design to examine a short list of options in the second stage (See the Marstan Guide Feasibility and cost planning - Simply Put!). Finally, there is some further design work in the third stage as the newly appointed Project Team assess and amend or verify the Feasibility Study and Cost Plan (See Assembling the project team - Simply Put!)

The main purposes of the design phase

The main purposes of the design stage are to:

1. Carry out the detailed design which will help to deliver the scope and quality of the project agreed in earlier stages, within the defined budget and programme.
2. Produce all of the information required to obtain a price for implementing the contract.
3. Prepare all contract documentation and execute a selection process up to and including the appointment of the preferred contractor.

The main components of the design stage

As we explained above, there is much more to design than the drawing of plans and details. It also involves budget, programme and contractual documentation.

However, there are four main components of a design phase which should be in parallel, rather than sequential:

1. Design
2. Cost planning and cost checks
3. Value management
4. Risk management

1. Design

There are usually a number of appointed specialists included in design, including:

1. Architect
2. Structural Engineer
3. Services Engineer
4. Equipment or Plant Manufacturers
5. Landscape specialists

It is important that the design is integrated and co-ordinated. Failure to do this properly leads to the discovery of problems on site which usually causes additional costs and delay.

It is equally important to work to a programme. Design is, by nature, an iterative process which requires a number of cycles. This can often lead to a delay, which appears at first sight to be sanctioned by the Client because he or she has been commenting on design proposals.

Another key factor is to “design within a budget” rather than “costing a design”. The feasibility and cost planning stage (See the Marstan Guide Feasibility and cost planning - Simply Put!) results in a brief for the project, a cost plan and a programme. Therefore, from the outset, designers should work within a very narrow range of these parameters in order to deliver an appropriate design.

Failure to take this approach inevitably leads to a design which is over budget. This causes delay because a major re-design is needed.

2. Cost planning and cost checks

Cost advisers can take one of two approaches. They can be reactive or proactive.

A reactive cost adviser will sit in the office, wait for a number of drawings to arrive and will then cost the financial implications of the design. A proactive cost adviser will sit down with the designer before they start their work and remind them of the level of specification of each element of the building and highlight those items which are particularly difficult to keep within budget.

Successful projects always have a proactive cost adviser. They know the difference between cost planning and cost reporting.

3. Value management

Value management, or value engineering, exercises can sometimes be necessary after it has been found impossible to keep within the budget.

It is carried out as a “short, sharp” team exercise in which there is some focussed attention to some specific design points to see whether it is possible to achieve the same function required of that element of the brief, at a lower cost.

It is worth bearing in mind that the Client would ideally like the whole project at the cost defined at the early stages. It is as much about balance as it is staying within budget. For example, there would be little point in spending a lot of money on first class cladding and then installing low quality windows and doors.

4. Risk management

All projects carry a certain amount of risk including:

1. Safety
2. Cost increases
3. Delays

From the early stages of the project it is essential for the Project Manager and the Client to keep a risk register, which is updated regularly throughout all stages of the project.

The “deliverables” of the design stage

At the end of this stage you should have the following:

1. Detailed drawings
2. Full contract documents
3. An evaluated tender
4. Approval to proceed to construction