The process of building design Design isa creative and very personal activity. It is important, however, to understand how designers think when defining and realizing their objectives and their respective priorities ‘Only when the design is complete can the results of their intense intellectual activity be seen, This is al the heart of the problem of managing design. It is why managers of the design process must understand the methods by which a typical design is developed, and the characteristics of the designers, in order to achieve a level of understanding that allows them to be sympathetic to the process For the sake of clarity, only architectural design is examined in this section of the book. Lis in this discipline that most of the research into the creative aspects of design has been carried out. Many engineers would disagree with this view and suggest that they have made an equal contribution to the ereative design process (for example, Addis, 1996) While we recognize this, the characteristics of the creative process that are revealed and articulated here are applicable across the whole design team, not just to architects In essence, the architect takes the client’ brief and uses design skills to develop a three : WA V7 2 Wat makos them diferent? (Comparison 1 inate nate ofthe aerate soins? 2 Wha rete tern way of comprng he 2 What are the altomative solutions? (Generation) 1 What are the main areas of choice? ‘2 What ar tho ferent souions in these areas? 2 Which of these solutions are feasiia? 4 Can we choose a range of atornative solutions for comparison? ternative slutons? {3 Which of those provide accurate assossmonts ofthe clave mans of the alternatives? 44 Can we choose a set of comparzons and references? Fig. 5. The continuous whiing process of design thinking,30 Building design management Table 4 Design techniques forthe generation and competion pats of the reflective pracess itm Broedent, 1973 and Heklng, 1982) Design solation methodology Description Pragmatic design The use of avaiable materials and methods without innovation losaie design The copying of otis Canon design The use of rules and systems Analopie design Use of analogies fom other Hels Late thinking as fom another field applied othe problem Brainstorming Ideas, many random, fated on the problem Modes Pysieal presentations of ideas Mathematical techniques Detaled analytical techniques The Rhubatb Principle ‘Moving forward toa solution before rational linear process would allow The Suton Effect Sclestive allocation of sears resources tothe ara of gross benefit process is difficult to specify in advance and the evaluation against many criteria is likely to lead the designer in unexpected directions 2.4 Constraints on the design process ‘At any point in the process the designer is working within a set of constraints, both internal and external 2.4.1 Internal constraints The intemal constraints are imposed through wanting to work in a particular way, or with particular materials or technologies. These constraints may limit the range of solutions or ‘may present the client with an appealing consistency. Therefore, certain designers develop ‘particular style of design or approach to the design problem and their reputation is based ‘on this. Many of the constraints are self-imposed through self-criticism, which, if taken to the extreme, can mean that a solution that satisfies the designer can never be achieved. 2.4.2 External constraints External constraints come from many sources, but essentially fall into four categories: the client's needs, the technology, the construction process, and statutory control. The requirements of the building itself will place constraints on the designer because of theThe process of building design 31 need to satisfy the demands of the client. The nature and location of the site will also play an important part, as will any environmental conditions. The medium of expression is through the technology of construction materials and products. While there is an enormous range of these with a virtually infinite degree of flexibility, there are practical limits to the performance of the materials available to the designer, Further constraints are imposed by the methods of assembly of the materials and products. There are also practical limitations in terms of spans, weights and sizes of ‘components that make certain options less desirable, Finally, designers of buildings do not enjoy complete freedom; various laws impose constraints on what they do, through planning, building control, and health and safety legislation, ‘These are the boundaries within which the designer must normally work, although some designers seem to be less constrained than others when their imagination allows them to make ercative lateral eaps that identify new solutions, 2.5 The drawing process is an essential part of designing The need to express signs through solutions and to communicate these clearly to others ‘means that the process of drawing is inextricably integrated with the design process. In fact, design is impossible without some representational medium. The process of making the drawing requires that design ideas are developed and decisions made, Nowadays drawings may be produced on computers, and the way the images are generated greatly influences the mental processes of the designer. Whatever methods are used, they place limits on the range of designs likely to be envisaged, 2.6 Summary ‘While design has been dealt with in architectural terms, the same basie approach applies equally to the creative work of cach of the other design disciplines Design activity is complex. To be able to manage the process effectively itis necessary to be sympathetic to the designer’s ambitions and method of work. This ean be difficult because of the following. ‘© ‘The search for the perfect solution can be endless without constraints © There is, as yet, no perfectly correct process or solution, ‘@ The process involves identifying the real problem as well as solving it. ‘© Design inevitably involves personal value judgements.32 Building design management ‘© There is no simple scientific approach to solving the design problem. ‘¢ Designers work in a complex and interactive way; this requires the additional focus of | prioritization to the project delivery objectives. The design manager must achieve the following, © Allow designers time for reflection ‘@ Work with designers who have relevant experience and encourage and provide the support to enable them to find solutions to a problem, (¢ Establish a framework within which the tasks and objectives are kept in focus as the design moves through its stages of development. @ Provide access to the client for review and provision of more information, ‘¢ Help the designer understand the full implications of « new definition of the design problem and the possible need to re-enter the design eycle.