Design management – The cornerstone of success in demanding projects

The value of a dedicated planning manager is emphasised in long-term and complex projects, regardless of the sector. When one person is responsible for the success of the overall design, satisfaction increases in industrial, building construction and infrastructure projects alike.

What if an industrial investment stayed on its original schedule, or an infrastructure project achieved significant cost savings? What is the real value when the renovation of a protected building is managed based on facts rather than gut feeling? And what kind of atmosphere prevails in a project when design errors do not occur because the design management process is under control?

The work of a design manager often takes place behind the scenes. We listen and pass messages forward. The work may be discreet, but its impact on the end result is not.

Project manager is not always enough

In smaller projects, a project manager can keep everything under control, but the role of a desing manager or coordinator becomes increasingly important when there are many design disciplines, the project is technically complex, or it evokes strong emotions. The desing manager also takes into account risks related to third parties.

A desing manager brings clarity to projects with many variables and uncertainties:

• technical complexity
• coordination of multiple design disciplines
• numerous stakeholders
• many interfaces with parallel projects
• long duration and multiple phases
• several authorities, such as building control, rescue authorities and the Finnish Heritage Agency.

Desing managers are needed equally in industrial and infrastructure projects, demanding renovations, as well as in high-rise, underground and hybrid construction.

Design management toolkit

For agile change management, we offer a wide range of tools, from workshops and Last Planner to BIM and schedule control. In design management, we flexibly choose the most suitable ways of working depending on the nature, phase, client and task of the project. However, no tool replaces the most important one: discussion.

By engaging in dialogue, the design manager anticipates challenges and knows how to expect surprises. With a “I’ll take care of it” attitude, the design schedule holds, and the client can trust resourcing – and may even be pleasantly surprised. The overall design remains under control even when things are being done for the first time.

Trust is the cornerstone of large and demanding projects. The design manager must be closely involved in the project to ensure that designers understand what the client wants. Then no designer focuses only on their own issues; instead, everyone shares the same goal: a functional whole.

For example, already during rock engineering, provisions are made for the future space requirements of substation switchgear and the installation practices of high-voltage cables, even though rock excavation is usually completed before actual construction and the switchgear is installed only at the end of the construction phase.

The design manager often acts as the voice of the entire design team. When designers do not need to attend every meeting, costs are reduced. The design manager knows what kinds of changes can be made to the plans and what must be considered from the perspective of the entire project. The design manager also involves other stakeholders in the design process at the right time and with sufficient scope, from authorities to end users.

Desing manager is a strong people expert

While managing technical systems is important, guiding a technical design entity requires people leadership skills. To keep schedules and cost estimates on track, the most effective way to lead design teams must be found. Sometimes the team prefers to communicate through their project manager, sometimes without intermediaries. Some designers need sketches, others precise technical drawings.

The desing manager’s interaction skills are particularly important in change situations, which are unavoidable. Despite changes, the design entity can be brought to completion according to the client’s specifications and the original schedule. The desing manager identifies the need for additional resources early and directs more experts to the project.

What do many successful projects have in common? They leverage the strengths of different parties. Resources are allocated correctly, and the same tasks are not carried out simultaneously in different silos. When roles are clear, everyone’s burden is reduced. Designers can focus on design, project managers on project management, and the client on decision-making. And no one needs to fear failure.

Contact us, and let’s find the right captain for your project’s design!

Jarkko Aittoniemi, Planning manager (Infrastructure), Project management and construction management, +358 40 578 85 75, jarkko.aittoniemi@sweco.fi
Mikko Mauro, Team manager (Infrastructure), Project management and construction management, +358 40 167 81 19, mikko.mauro@sweco.fi
Aarne Miettinen, Planning manager (Infrastructure), Project management and construction management, +358 44 527 49 36, aarne.miettinen@sweco.fi
Antti Suutarinen, Engineering manager, Industry, energy and environment, +358 40 481 46 82, antti.suutarinen@sweco.fi