There was military project management. There was construction project management. Then there was business project management, a tool described as 'the wave of the future'. Where are architects in all this, professionals whose work has always been project-driven? There is design management in engineering, product design, graphics, packaging, management theory and even in politics. Construction consultants talk about managing design. When are architects going to become committed to managing design? Getting There by Design adopts an architect's view to design and project management. It sets out the fundamental principles and shows how they are applied, dealing with these two topics as one indivisible subject. 'Getting There by Design' demonstrates how to: - make project efforts goal-oriented - set up a planning and monitoring basis to architectural projects - put the architect's fee calculus on a rationale basis - diagnose your firm's practice culture - develop successful teams Put your practice onto a more effective basis. Ken Allinson is an architect in private practice and principal of 'Architectural Dialogue'. He also teaches design studio and lectures on design and project management. He was formerly an associate at DEGW London and the Terry Farrell Partnership. He has practice experience in Europe, the USA and Japan and is the author of 'The Wild Card of Design' (1993).

Kenneth Allinson

Part 1 The Project Context; Chapter 1 The Subject: Purposive Action; Chapter 2 Thinking about Managing Projects; Chapter 3 Value Added; Chapter 4 Design artistry; Chapter 5 One time, On time; Chapter 6 The Life-Cycle Concept; Chapter 7 Getting it Right First Time, Up-Front; Chapter 8 Managing Desingn; Chapter 9 A Project Recipe; Chapter 10 A parable; Part 2 Decisions and Techniques; Chapter 11 Simplified Decisions; Chapter 12 Heuristic; Chapter 13 Scheme Sign-Off Gateway; Chapter 14 The WBS; Chapter 15 Picturing it; Chapter 16 Fishbone framing; Chapter 17 Synchronised efforts; Chapter 18 Monitoring and control; Chapter 19 Disparate Perspectives; Chapter 20 Props and Pitfalls; Part 3 Managing Costs and Fees; Chapter 21 Change, Understanding and Risk; Chapter 22 Costing Technique Overview; Chapter 23 Variety and Complexity; Chapter 24 Practice Cost Benchmarks; Chapter 25 Bottom-up; Chapter 26 Heuristic trapezoids; Part 4 Cultures as Action Systems; Chapter 27 Commitment as Action; Chapter 28 Contractual relations; Chapter 29 Cultural Architectures; Chapter 30 Cultural Stereotypes; Chapter 31 Cultural Layers; Chapter 32 Taylorism; Chapter 33 Professionals on the Job; Chapter 34 Quality; Chapter 35 Teams; Chapter 36 Me Manager; You Ox; Chapter 37 Leadership and Team Dynamics; Part 5 Concluding Section; Chapter 38 Head in the Clouds / Feet on the Ground; Chapter 39 A Brief Project Management Dictionary; Chapter 40 A network primer;