Design co-ordination

The location of the entrance door to the shop described above is a relatively straightforward design decision based on analysis of a limited number of pertinent constraints. It is perhaps not difficult to imagine that the complexity associated with larger buildings, or those containing specialized processes such as the car-dealership, necessarily means that design decisions become dependant on understanding many more elements and threads. The co-ordination of multi-disciplinary contributions from many different design specialists, subcontractors and suppliers responsible for systems and individual elements simply to establish a workable design proposal is difficult enough. Bringing everything together to meet time, cost and quality control limitations requires clearly focused, structured management.

The traditional architect or engineer-led process is no longer seen as the only, or even best way of managing such a complicated business, as an independent project manager employed directly by the client may be better equipped to take decisions in the best interests of achieving deadlines, but with the technical expertise to understand the process and inherent difficulties. The project manager’s responsibility would be to co-ordinate the delivery of a workable building, planning the process from start to finish, setting a framework for design, timing, costs and associated legal and contractual arrangements. The impact on design quality is debatable. Expedient decisions may limit initial intensions, but equally they may prevent cost escalation. Priority to one area of design might be costly to another, but undoubtedly the demand for rapid progress through both the design and the construction phases for new buildings are creating pressures for project management controls, arguably beyond the capability of the individual building designer. Reference is made elsewhere in this book to current procurement methods designed to offer different ways of creating new buildings.

As well as contractual management, design co-ordination can also be seen as the integration of design criteria, the blending of elements together into the whole. This notion is particularly significant in the development of briefing requirements and the examination of potential solutions from the earliest possible time so that design decisions are based on the best possible information. The holistic approach to building design combines structures, materials, environmental requirements and social expectations into the best possible physical solution under the circumstances. The size, shape and location of everything within the building’s shell is in accordance with the ‘real’ needs as defined at the outset, or as determined as ideas develop.

Everything works together; each element is associated with and consequent upon one another.

This theme is developed elsewhere in this book as design and construction details emerge. As a simplistic example, imagine that a space in a building is defined by the building designer with no regard to mechanical and electrical services. Windows and doors are located without thought for positioning heaters, power points, lights or other important machinery needed for the intended occupants. Perhaps the building designer introduces a large south-facing, inoperable window because of an attractive view, forgetting the problems of excessive solar gain and glare. Separating responsibility for the design of these uncoordinated elements will inevitably lead to clashes. The uncoordinated bulky heater, unsightly pipe work, trailing wires, gloomy corners and airless workspace is likely to result in some very unhappy, perspiring occupants. Design co-ordination is about planning, predicting how everything should fit together without unfortunate clashes; analysis of ‘cause and event’, before the event.