Design Management Handbook E-Book

Pete Chandler

• Herausgeber: novum publishing
• Kategorie: Gesellschafts- und Liebesromane
• Sprache: Englisch

Seitenzahl: 90

Veröffentlichungsjahr: 2025

Beschreibung

September 5th, 1994, 18-year-old Pete Chandler made a big decision: should he accept a University placement or a job offer as a Trainee Draughtsperson? Gaining knowledge and experience while earning a salary was a key influence and a monumental decision that set his career path. "You have to make sure you take the time to stop and look where you have come from, how you have developed, how your skills have changed and your knowledge increased. "We often follow a very steep curve in our careers, and it is important to stay grounded," Pete says. This Management Handbook is presented in a bullet point format, with short, sharp sentences identifying the key issues or points raised instead of lots of text. There are many images of relevant supporting documents throughout the book.

Leseprobe

Imprint

All rights of distribution, also through movies, radio and television, photomechanical reproduction, sound carrier, electronic medium and reprinting in excerpts are reserved.

© 2025 novum publishing gmbh

Rathausgasse 73, A-7311 Neckenmarkt

[email protected]

ISBN print edition: 978-3-99146-320-7

ISBN e-book: 978-3-99146-321-4

Editor: Chris Beale

Cover images: Molotok007 | Dreamstime.com

Cover design, layout & typesetting: novum publishing

Images: Molotok007 | Dreamstime.com

www.novum-publishing.co.uk

Introduction

Tell us about your time with the Company, from the day you joined to becoming a Director

September 5th 1994 was a big decision day for me; do I accept my University place or do I accept a Job Offer of Trainee Draughtsperson at, then a small cladding company?The thought of gaining knowledge and experience whilst having a salary was a key influence, and upon reflection, was a monumental decision that set the path for my working career. My part-time attendance at College whilst working at the cladding company was an intense but exciting time; getting paid whilst learning was amazing!Working on a number of projects across all parts of the UK as a Designer and Senior Designer, with key Clients and Architects, required a high level of technical skills, robust planning and programming and commercial awareness, which cemented my promotion to Design Manager in April 2000.With the successful delivery of complex projects and managing the design process for multi-million pound, prestigious and award-winning developments, I became part of a Senior Management Team in April 2006.Hard work and determination, coupled with enthusiasm and a positive attitude, were fundamental to my rapid progression through defined Design roles within a fast-growing Company.I have excellent attention to detail, build relationships with integrity and thrive on providing innovative and practical solutions to complex projects.I was appointed as Design Director in April 2014.I have experienced a few different role changes within different companies since that time due to Company Insolvencies but have always managed to continue to operate at a Senior level.

Why do you think your team is great? [Also, tell us a bit about the diversity within the team]

I have always had a fantastic Design Team! My teams have been hardworking, conscientious and very experienced in all aspects of the building envelope.My teams have been very reliable and passionate in what they do; they consistently exceeded my expectations and delivered high quality designs. They all continue to do so today!My teams have always been well structured with the correct balance of Apprentices, Graduate Design Trainees, Assistant Designers, Designers, Senior Designers and Design Managers with opportunities to grow and develop within the Business.All Trainees within my Department have undertaken my Design Training Programme, which was supplemented by specific external training courses, internal 3D training and regular CPDs to further enhance themselves as individuals and contribute further to the team’s success.It has been very much about the people, not only in my teams, but throughout the Company. Relationships are fundamental within any business, especially in the high demands of the Constructions Industry.We have always had a diverse range of skills, knowledge and abilities within my teams, and we were all constantly developing. There is a range of 2D and 3D capabilities.My teams have always been a pleasure to work with; they all understood and supported each other to reach greater goals, demands of the business and the ever-growing Company. They all “pulled-together” when times are tough.I have only been successful because of the good people around me.

What were the most exciting projects that you got to work on and why?

I provide bespoke total design solutions to suit Clients and architects’ needs. Offering vast technical knowledge and commercial expertise, I guide and advise main contractors, architects and installers in all elements of the building envelope design and build.There are a number of projects that have been enjoyable, exciting, tough and difficult. It is not possible to name them all as there are now over 100 projects I have been involved with over my career.

What advice would you give to aspiring designers?

Relationships are fundamental and it is essential that as much contact is made with people, whether it be internal or external. Building these relationships will further enhance the delivery of projects within all disciplines of the business.Respect for your team and peers is important, and it is essential that they respect you. A Director’s position naturally commands a level of respect and authority, but ensure that you talk to your staff and ask “how are they getting on” and “how they are feeling.”Live the Company Values within the business and promote them through your teams. I am very passionate about what I do, and people “feed” off this.“Deliver what you promise” may seem a cliché, but it is true. Do not promise something that you cannot deliver, whether to a team member or client, and when you promise something make sure you deliver it.Be influential and make “things happen” even though it may be a difficult decision. Make sure the decision is in the best interest of the Company.Believe in your ability to take on the role. You will often find yourself carrying out the role or part of the role prior to taking it on officially and being “awarded the title.”Be the Leader and make sure you “step back” and look at the “bigger picture” in the best interest of the Company. Be strong, believe in yourself and people will follow you.It is fine to focus on your areas of development to enhance your career further, but do not forget the skills you have gained and the areas which “got you to where you are.”Make sure you understand succession and where people can grow, where they can further enhance your team and Region.Enjoy it.

This Management Handbook has been produced in a bullet point format. I believe in short, sharp sentences identifying the key issue or point being raised as opposed to lots of text. There are images of relevant supporting documents throughout.

My First Letter

This is where it all began:

Pre-Construction

Tender Checklist

It is essential to understand the documents available at BID stage, and a ‘Tender Checklist’ should be completed to ensure the relevant and appropriate information is available.Tender deliverables need to be identified with clear actions.

Establish Roles and Responsibilities

Tender Launch Meeting to be held by BID Manager.Agree level of input required by Pre-Construction Team.Identify any further resources required during the Tender.Design Issue Tracker to be populated and launch Meeting to be held by BID Manager. Priorities should be defined using the red, amber and green [RAG] principle.

Information Required Schedule [IRS]

Refer to Programme ID.Show Priority [1, 2, 3 and in red, amber, green].

Marked Up Drawings Required

Add North, East, South and West.Add main grid lines [at corners].Cross reference ID number to Deliverables Schedule.

Produce and Issue Design Deliverables

Produce complete list of drawings required.Design Manager to be allocated for 100% of duration of project.Senior Design Manager to be allocated for 50% of duration of project.Add number of drawings.If time does not allow then the following should be considered as a minimum.Type of deliverable to be identified.Complexity to be indicated to allow for resource planning.Produce Drawing Deliverable Schedule showing number of drawings.Ensure there is a cumulative sum of drawings.Ensure the ‘week-xx‘ principle is used from the project start date.

Establish Site Programme and Sequencing

Set week numbers to Access Date [start on site].Construction works are week number 1, 2, 3…Pre-construction works are week numbers -3, -2, -1…Ensure activity gaps are added in programme so ID numbers remain the same throughout the life of the project.Baseline – save Baseline once programme is complete.Samples – add samples and sample approval on programme.Float – is owned by the project [do not mention to Client].Time Risk Allowance [TRA] is owned by the Sub-Contractor [ideally this should be shown on programme].

Under the Contract the programme submitted must show:

The starting date, access dates, key dates and completion date.Planned completion.Order / timing of operations.Order / timing of work the employer and any others?Dates when the contractor plans to complete various tasks required?The dates when the contractor plans to meet each condition stated for the key dates.Dates when the contractor needs access to part of the site if later than its access dates.Acceptances, plant, materials and other things to be provided by the employer and information from others.For each operation, a statement of how the contractor plans to do the work [including equipment and resources].

Provisions for Float, Time risk allowances, Health and Safety requirements, contract procedures and information showing how each activity on the activity schedule relates to operation.

Legends

Overall Sub-Contract Works

Sub-Contract Order Date [Assumed].Issue of Information Required Schedule [IRS] [day after Order Date].

Sub-Contract Site Works [key dates only at top of programme]

Ensure ‘over-arching’ summary of Design and Procurement Off-Site Activities.Start Date [Commencement of Design] [Assumed].Access Date [Week 1] – commencement of External Envelope [Assumed].Completion of Sub-Contract Works [Assumed].

Produce and Issue Design Programme

Design and Procurement Off-Site Activities.General | Management.General | Receipt of Construction Status Information [Start of Design].General | Review of Construction Status Information.General | Hold Point – can we proceed?General | Models / Grids / Building Lines / Levels.General | First Issue Drawing Date [FIDD].Reserve Key MaterialReserve Key Material | Composite Panels [+Flat Sheet].Reserve Key Material | Rainscreen [+Flat Sheet].Reserve Key Material | Curtain Walling.Reserve Key Material | Louvres.Key Design Date MatrixRefer to Programme ID.Refer to week numbers [-3, -2, -1, 1, 2, 3].Show responsibilities.

Establish Design Budget and Price

Show percentage of project value.Allocate time to drawings and assign resources.To be costed appropriately to suit the specific rate.

Design budget – Bronze

Look at historic projects.Review scope and take a view.Still never use a percentage.

Design budget – Silver

Establish scope of work.Split design into GA – Elevations, GA – Plans, GA – Sections, Details, Construction Issue.Split scheduling into Sheet Lengths, 1st Fix Flashings / Materials / Fixings, Finishing Flashings / Materials / Fixings.

Design budget – Gold

Full list of drawings.Establish complexity.Assign resources.Add costs to ‘Sundry’ items to build in contingency.Produce simple table showing costs using actual rates.Produce simple table showing costs using PC’s inflated rates [next level up] to build in contingency.

Specification Review

To be carried out electronically and worded appropriately for sending to a 3rd party.