If there’s one upside to come from a string of tech problems and being distanced from society as a whole – it definitely frees up some time to read. 

While installing software on a new PC build (more an immediate need, than the luxury dream project it was supposed to be) and trying to run a recovery on the 4TB project drive that stored most of the last 6 years of project history – isn’t nearly as fun as it sounds. 

If you’ve got your own blank spots during the day and want to engage the brain and gain some insight into the ‘herding cats’ aspect of design management from the architectural perspective, and engage in ideas and discussions about how the rules are changing and scope is evolving – here’s your read. 

Managing Design: Conversations, Project Controls, and Best Practices for Commercial Design and Construction Projects by Micheal LeFevre

The interviews contained in Part 1 of this book is worth the price of admission by themselves. 

Discussions with industry professionals from all sides of project delivery offer insights into the common practices, common problems and case-by-case approaches to mitigate the process, and help build architecture’s future. 

Personally – I’ve always believed that there was a better way to communicate the soul of a project – its goals, conditions, design constraints… A way to start, with clear communication channels with the team, to achieve an elegant and responsible design solution to any project – no matter the scale. I’m happy to find out that I’m not alone in that belief. 

At the beginning of my journey into architecture, I was given an opportunity to undertake a visioning process to outline project goals with the client. The end result of this process was a Design Manual – something that everyone on the project team can cross check at any point in the lifespan of the project to make sure they’re on track with the genesis of the idea – such that no one on the design team was left in the dark. Clarity of cause from the onset, and a survey point to check back on and test against – 

The ideas presented in the second part of this book are equally worth the sticker price. A road map to practice, managing teams, investing in people, and where advancements in tools and technology may lead. 

Michael starts a dialogue here that we should all be having. In the architecture profession – What’s broke? How do we fix it? How can we all make sure that whatever team we’re on, it’s pulling in the same direction – to offer the best result for everyone involved? 

Designing practice and process won’t ever be visible in a portfolio – but its paramount to creating lasting relationships, solid teamwork and growing that portfolio.