Cover -- Title page -- Copyright page -- Contents -- Foreword -- Preface - 'My Why' -- Acknowledgements -- Note to the reader -- Abbreviations -- 1: Introduction - The CIOB Design Manager's Handbook -- Introduction -- Definition -- So who is the Design Manager? -- Consumer contractor -- Design quality -- The DM role -- The Design Manager -- The role -- The person -- Hallmarks of DM -- Stages of DM -- Project definition -- Project procurement -- Project delivery -- Project operation -- Activities, not roles -- The CIOB Design Manager's Handbook -- Conclusion -- 2: Process -- Introduction -- Get some 'TCQ' - Time, Cost, Quality in DM -- Defining the landscape -- Supplementary definitions -- Definition commentary -- Four stage process -- Project Definition (Briefing/Scoping) -- Project Procurement (Pre-construction) -- Project Delivery (Construction) -- Project Operation (Building in use/Facilities management) -- Roles -- Titles -- Starting and finishing -- The overall project context -- Where is the value? -- Leveraging value -- Integrating the team -- Process models -- BIM, process and the future -- BS 7000: Part 4 -- BS1192: 2007 -- CIC Scope of Services 2007 -- The RIBA Plan of Work -- Salford Process Protocol -- Office of Government Commerce - The OGC Gateway™ Process -- Avanti -- DM and CDM - Health and Safety -- DM and Cost Management -- Benchmarking data -- Change control -- Reviews -- Market testing -- Design contingency -- Last Planner -- Benefits -- To sum up - A few thoughts -- Business process -- Processes in conflict -- Two tribes -- Information flow -- 3: DMTCQ -- The CIOB Design Manager's Handbook -- DMTCQ: The CIOB Design Management Benchmark -- A generic framework to manage design -- DMTCQ: The CIOB DM Benchmark -- 4: Tools -- Introduction -- Animations, fly-throughs -- Appointment documents -- Audits -- Reviewing the Designer.

Reviewing the Design Information: -- BREEAM -- BSRIA Framework for Design Services -- Building Regulations -- Carbon emissions and energy modelling -- Code for Sustainable Homes -- Contractor's Proposals -- Deliverables Schedule -- DM Project Plan -- DQI - Design Quality Indicator -- Employer's Requirements -- Fire engineering -- Information Required Schedule -- Interface matrix -- Matrix of Package Responsibilities -- Meetings -- Project Launch meeting -- Strategic Leadership meetings -- Design Progress meetings -- Workshops/Interface meetings -- Post-completion feedback workshops/meetings -- Models, virtual, physical -- Peer reviews -- Planning (Development Control) -- Listed buildings -- Programmes -- Reports -- Resources schedules -- Risk assessments/schedules -- Samples/Benchmarks/Prototypes/Mock-ups -- Schedules of services -- Scope documents -- Simulations -- Stage reviews -- Status of information -- Teams -- Tests -- Tolerance/Movement Schedule -- You Yourself -- 5: Procurement -- Introduction -- Traditional -- Traditional with CDP (Contractor's Designed Portion) -- Single stage D + B (Design and Build) -- Novation -- Two stage D + B -- The Employer's Requirements -- The Contractor's Proposals -- The ERs/CPs conversation -- 6: Value and innovation -- Introduction -- 'What is the value of Design Management?' -- 'What value can Design Management create?' -- What is value? -- Right from the start -- The Value-Management (VM) framework -- DM + VM -- How should the DMer stimulate innovation and improve performance? -- What do DMers need in order to deliver better performance through more effective practice? -- Measures of success -- The Kano Model - 'The Delighter' -- About the Kano Model -- 7: People -- Introduction -- Changing times -- Tribes -- What makes a tribe? -- The tribe of design -- The tribe of construct -- Processes in conflict.

Transition -- One tribe -- The tribe of solutions -- It's in the DNA -- Teamthink -- Dynamics -- Fun and joy -- Know yourself -- Values -- 8: Training -- Introduction -- And when I grow up I want to be a Design Manager . . . -- Training -- 9: Quality -- Introduction -- Process -- Design Quality Indicator -- Post-Occupancy Evaluation -- The quality envelope -- Function -- Content -- Standard -- Design and build -- Design integrity -- Impact and legacy -- 10: Stories -- Introduction -- Biographies -- John Eynon -- Mal Jacobsen -- Alec Newing -- Margaret Conway -- Nicholas Gill -- Case studies -- Hinkley Point C Associated Developments - Ned Barran, Senior Design Manager -- Library of Birmingham Design Management - Lucy Freeston, Design Manager -- Library of Birmingham Integrated with the Repertory Theatre -- 11: Future -- Introduction -- Shift Happens -- Tsunamis -- Drivers of change -- Climate change and carbon emissions -- Energy and resources, waste -- Integration -- And then along came BIM . . . -- Introduction -- BIM Definition -- Discussion -- Aspects of BIM -- Implementation -- Benefits -- Developments -- Afterword -- Addendum - October 2012 -- BIS BIM strategy -- Appendices -- APPENDIX A: Lean Project Delivery - innovation in integrated design & delivery -- Abstract -- Introduction -- Why is integrated project design and delivery important? -- Lean Project Delivery -- Value -- Set-based design -- Evidence-based design -- Gluing it all together -- Commercial terms -- Insurance -- Operating system -- Organisation -- Target Value Design -- Project definition -- Lean design -- Lean supply -- Lean assembly -- Integrated Project Delivery -- Issues for further research -- Conclusions -- Acknowledgments -- References -- APPENDIX B: The 'ADePT' methodology for planning and managing the design stage of projects - Paul Waskett and Andrew Newton.

Introduction -- The ADePT methodology -- Stage 1 - Defining the Scope of the Design Process -- Stage 2 - Process Sequencing -- Stage 3 - Scheduling -- Stage 4 - Controlling the Design Workflow -- Lessons learned -- Client requirements / expectations / process -- Design team responsibilities -- Leadership -- Design-Procurement Interface -- Fixing design/recording assumptions -- Undefined overspend -- Future developments -- The increased uptake of BIM -- The role of the Design Manager -- The use of Earned Value Management in Design -- Reference -- APPENDIX C: Choosing by Advantages -- Why use CBA? -- What is CBA? -- What sort of situations call for CBA? -- CBA and Value Management -- How do I use CBA? -- How can I learn CBA? -- APPENDIX D: Delivering value - A Guidance Note for Design Managers -- But first, what is Value? . . . -- So how can we maximise value? . . . -- What methods should Design Managers understand? . . . -- And how do these methods work? . . . -- How is value management deployed? -- Some tips for getting started . . . -- Some examples of what works . . . -- Signposts for further reading . . . -- APPENDIX E: Style, Behaviours & your 'Leadership Moments' -- Introduction -- Individual Styles & Behaviours -- Leadership Moments -- Summary -- APPENDIX F: Educating the Design Manager of the future -- APPENDIX G: Facilitating workshops -- 'The Rules' -- Six Thinking Hats -- Problem Solving and Filtered Thinking - Six Hats -- Bibliography -- Index.