The impact of a design management training initiative on project performance

Abstract

Purpose

Over recent years there has been a significant drive away from traditional procurement routes where contractors find themselves with an increasing responsibility for the control of the design – a process they have had little experience in managing. Yet this is an area of significant opportunity for those contractors who can adapt quickly and effectively to the changing construction market. However, many current processes are insufficient to manage today's demanding and fast‐moving projects. This paper aims to address this issue

Design/methodology/approach

The paper reflects on the deployment of a design management training initiative to improve performance in a major UK civil and building design and construction company. It investigates the impact of the training initiative, critical practices and a suite of 25 tools on design management performance across the company. The methodology included a structured questionnaire, design management maturity assessment, semi‐structured interviews and a case study.

Findings

The paper highlights benefits delivered by the initiative as well as the practices and tools crucial to successful design management. A range of implementation barriers that affect the success of design management practices is also highlighted together with strategies used on a design and build project to overcome them.

Originality/value

The paper should be helpful to those involved in design management and the development of tools and practices to improve the performance of companies and project teams.

Citation

Bibby, L., Austin, S. and Bouchlaghem, D. (2006), "The impact of a design management training initiative on project performance", Engineering, Construction and Architectural Management, Vol. 13 No. 1, pp. 7-26. https://doi.org/10.1108/09699980610646476