Design management as a recognised role in the built environment industry is relatively new, initially arising from the need for better co-ordination and delivery of design information from design teams to main contractors - particularly important as procurement routes involving contractor led design have become much more commonplace. The advent of design packages driven by specialist sub-contractors has also increased the need for co-ordination and management of the design process. With the growing complexity of construction projects, effective design management is increasingly central to project success. BIM, as it gains acceptance across the industry will undoubtedly have a huge impact on project delivery process and the role of the Design Manager. The CIOB Design Manager’s Handbook covers subjects such as design process and management tools, the role of the Design Manager, value management and innovation, procurement routes and implications, people dynamics, and factors that will affect the development of the Design Manager’s role in the future, including BIM. It will ensure Design Managers understand the processes, tools and skills that are required to be successful in the role, and will assist them in delivering real value to complex construction projects. Written for both the Design Manager practitioner and students on construction related degree courses, anyone interested in construction based design management will also find the book useful.

Seeking advice on practice management? This new edition of RIBA’s (Royal Institute of British Architects) classic handbook brings guidance right up to date. It covers the full deck of management competencies, including how to run your finances, win work, employ people, operate your office, handle information, assure quality, and manage your risks. In print for 50 years, this enduring reference book has been comprehensively restructured and modernised to reflect the latest changes in practice. Aimed at those who are already managing a design studio or setting up a practice, it provides advice on all aspects of practising architecture in the UK and is a core reference book for practitioners and students alike. Divided into two parts, the first characterises and quantifies the business of designing buildings in the context of the construction industry. It outlines what it means to be a member of the architect profession and considers the trends that seem likely to influence its future direction. The second part sets out the overlapping activities that together constitute practice management. A chapter on business strategy is followed by seven topic-specific chapters organised to: Distinguish between what you must do by law, what you should do to conform to professional codes of conduct, and what you might do to compete in the market Outline the most important management considerations Highlight the tactics and tools available to you Signpost useful resources and sources of more detailed information. A must-have handbook for chartered members of RIBA (Royal Institute of British Architects) and ARB (Architects Registration Board) registered architects. The guidance accounts for architects’ duties under ARB’s Architects Code; and chartered members’ duties under the RIBA Code of Professional Conduct and chartered practices’ duties under the RIBA Code of Professional Practice.

Delayed completion affects IT, process plant, oil and gas, civil engineering, shipbuilding and marine work contracts. In fact it affects all industries in all countries and the bigger the project, the more damage delayed completion causes to costs, to reputation and sometimes, even to the survival of the contracting parties themselves. In simple projects, time can be managed intuitively by any reasonably competent person, but complex projects cannot and a more analytical approach is necessary if the project is to succeed. Although much has been written about how to apportion liability for delay after a project has gone wrong there was, until recently, no guidance on how to manage time pro-actively and effectively on complex projects. In 2008, the CIOB embarked upon a 5-year strategy to provide standards, education, training and accreditation in time management. The first stage, this Guide to Good Practice in Managing Time in Complex Projects, sets down the process and standards to be achieved in preparing and managing the time model. As a handbook for practitioners it uses logical step by step procedures and examples from inception and risk appraisal, through design and construction to testing and commissioning, to show how an effective and dynamic time model can be used to manage the risk of delay to completion of construction projects.

Spon's Asia Pacific Construction Costs Handbook includes construction cost data for twenty countries. This new edition has been extended to include Pakistan and Cambodia. Australia, UK and America are also included, to facilitate comparison with construction costs elsewhere. Information is presented for each country in the same way, as follows: key data on the main economic and construction indicators. an outline of the national construction industry, covering structure, tendering and contract procedures, materials cost data, regulations and standards labour and materials cost data measured rates for a range of standard construction work items approximate estimating costs per unit area for a range of building types price index data and exchange rate movements against £ sterling, $US and Japanese Yen. The book also includes a Comparative Data section to facilitate country-to-country comparisons. Figures from the national sections are grouped in tables according to national indicators, construction output, input costs and costs per square metre for factories, offices, warehouses, hospitals, schools, theatres, sports halls, hotels and housing. This unique handbook will be an essential reference for all construction professionals involved in work outside their own country and for all developers or multinational companies assessing comparative development costs.