Designing Buildings - User contributions [en]

User:Jackie Portman

2014-11-11T07:18:55Z

Jackie Portman:

I have led the design management process of a range of projects in terms of complexity, size and uses: university complexes (libraries, archive buildings, state of the art education and research facilities), healthcare projects (wards, laboratories, clinical areas), single and mixed-use commercial office complexes, residential developments and schools. My particular areas of expertise are in consultant selection and appointments, managing the design and pre-construction activities. Also ensuring commissioning management procedures are put in place, and closing out and handing over successful projects. Thereafter, instigating post-occupancy studies to understand how the building services engineering designs worked for the building occupants, operations and maintenance staff.

I fully appreciate the challenges in design management – where design issues cannot be resolved by squeezing the design process, achieving milestones but with less information or making explicit decisions to change design sequences. There are a lot of factors to be considered and many disciplines and stakeholders involved. Non-existent or ineffective design management results in extended design timescales.

 I have always been keen to enthuse and motivate students and trainees and has used her ‘hands-on’ perspective to support full-time academics and teachers. She has been a visiting lecturer at the University of the West of England and the City of Bristol College: also, contributing to the development of the syllabuses, in particular, ensuring the relevance to current industry trends and requirements.

 I was awarded my doctorate from the University of the West of England, researching into ways and means of improving the contribution of building services engineers to the building design process: looking at how they are perceived by the rest of the construction industry and what tools and processes would help improve their performances.

Types of consultant in the construction industry

2014-03-31T09:45:06Z

Jackie Portman:

Consultants are professionals, typically, appointed to by the client to perform expert tasks on a project. This might include:
*Providing advice on setting up and defining the project.
*Developing and co-ordinating the design.
*Preparing production information and tender documentation.
*Administration of construction contracts.
*Inspecting the work of contractors.

The members of the consultant team that are likely to be required on most projects are:
*Architect.
*CDM co-ordinator.
*Cost consultant.
*Services engineer.
*Structural engineer.

The client may wish to allocate the roles of lead designer and lead consultant to one or more of these consultants to co-ordinate the work of the rest of the team. It might also be appropriate to appoint a design co-ordinator for the co-ordination and integration of design prepared by specialist contractors, and a computer aided design (CAD) and/or building information modelling (BIM) co-ordinator.

Other consultants who might be required on some projects include:
*Access consultant.
*Acoustic consultant.
*Approved inspector (for building regulations approvals).
*Archaeologist.
*Business management consultant.
*Client design adviser.
*Client's representative.
*Civil engineer.
*Construction manager.
*Contract administrator.
*Ecologist.
*Employer's agent.
*Environmental consultant.
*Facilities management consultant.
*Fire engineering consultant.
*Furniture, fixtures and equipment (FF&E) consultant.
*Health and safety consultant.
*Independent client adviser.
*Information and communications technology (ICT) consultant.
*Interior designer.
*Landscape designer.
*'Local' consultants.
*Lighting designer.
*Management contractor.
*Masterplanner.
*Party wall surveyor.
*Planning consultant.
*Programme consultant.
*Project manager.
*Public health consultant.
*Rights of light surveyor.
*Security consultant.
*Site inspector (clerk of works).
*Specialist contractor.
*Surveyor.
*Transport/traffic engineer. 

For consultants to work effectively as a team they should adopt collaborative practices as early in the project as possible. The requirement to adopt such practices should be included in appointment documents. See Collaborative practices and Consultant team start-up meeting for more information. 

Given the increasing complexity of many construction projects it is becoming more common that a consultant appointed on a project, will in turn themselves appoint consultants to undertake some or all of the work for which they have been engaged. The client’s consultants may be referred to as ‘prime consultants’ whilst the consultants that they appoint are generally referred to as ‘sub-consultants’. This is similar to the relationship between clients, contractors and sub-contractors. See sub-consultants for more information.

NB In the public sector, the procurement route preferred by the government involves appointing an integrated supply team responsible for designing and building (and perhaps operating and financing) the project, and so a consultant team is not appointed by the client. The client may wish however to appoint independent client advisers to give them professional advice.

----

For detailed descriptions of the sequence of activities necessary to appoint consultants, see the free work plan stages:
*Traditional contract: appointment.
*Design and build: appointment.
*Public project: appointment.
*Construction management: appointment.
*Management contract: appointment.

For information about consultant fees see: Fees.

= Find out more =

=== Related articles on Designing Buildings Wiki ===
*Appointment.
*Architect.
*Architect's fees.
*Building Information Modelling.
*CDM Co-ordinator.
*Collaborative practices.
*Consultant team start-up meeting.
*Contractors.
*Cost consultant.
*Design liability.
*Designers.
*Environmental consultant.
*Fees.
*Independent client adviser.
*Integrated project team.
*Integrated supply team.
*Interior designer.
*Lead consultant.
*Lead designer.
*Planning consultant.
*Professional indemnity insurance.
*Services engineer.
*Structural engineer.
*Sub-consultants.
*Specialist designers.
*Specialist contractors.
*Team management.

=== External references ===
*[http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/category_sourcing_strategy_collaborative_strategy.asp OGC: Collaborative practices.]
*[http://webarchive.nationalarchives.gov.uk/20100503135839/http://www.ogc.gov.uk/documents/CP0065AEGuide5.pdf OGC - Achieving Excellence in Construction Procurement Guide: The integrated project team, team work and partnering.]
*[https://consultations.rics.org/consult.ti/managingthedesigndelivery/viewCompoundDoc?docid=738548&sessionid=&voteid=&partId=738548 RICS Guidance Note Managing the design delivery: A guide to best practice, RICS 2008.]
*The Edge Debate: [http://www.edgedebate.com/?p=1842 A new professionalism].

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User:Jackie Portman

2014-03-31T09:27:19Z

Jackie Portman:

I have led the design management process of a range of projects in terms of complexity, size and uses: university complexes (libraries, archive buil

dings, state of the art education and research facilities), healthcare projects (wards, laboratories, clinical areas), single and mixed-use commercial office complexes, residential developments and schools. My particular areas of expertise are in consultant selection and appointments, managing the design and pre-construction activities. Also ensuring commissioning management procedures are put in place, and closing out and handing over successful projects. Thereafter, instigating post-occupancy studies to understand how the building services engineering designs worked for the building occupants, operations and maintenance staff. 

I fully appreciates the challenges in design management – where design issues cannot be resolved by squeezing the design process, achieving milestones but with less information or making explicit decisions to change design sequences. There are a lot of factors to be considered and many disciplines and stakeholders involved. Non-existent or ineffective design management results in extended design timescales.

 I have always been keen to enthuse and motivate students and trainees and has used her ‘hands-on’ perspective to support full-time academics and teachers. She has been a visiting lecturer at the University of the West of England and the City of Bristol College: also, contributing to the development of the syllabuses, in particular, ensuring the relevance to current industry trends and requirements.

 I was awarded my doctorate from the University of the West of England, researching into ways and means of improving the contribution of building services engineers to the building design process: looking at how they are perceived by the rest of the construction industry and what tools and processes would help improve their performances.

File:BSDM Book Cover.pdf

2014-03-31T09:26:02Z

Jackie Portman: uploaded a new version of "File:BSDM Book Cover.pdf": BSDM Book Cover

File:BSDM Book Cover.pdf

2014-03-31T09:16:02Z

Jackie Portman: uploaded a new version of "File:BSDM Book Cover.pdf": Building Services Design Management

File:BSDM Book Cover.pdf

2014-03-31T09:13:38Z

Jackie Portman: uploaded a new version of "File:BSDM Book Cover.pdf"

File:BSDM Book Cover.pdf

2014-03-31T09:11:27Z

Jackie Portman: uploaded a new version of "File:BSDM Book Cover.pdf"

File:BSDM Book Cover.pdf

2014-03-31T09:11:23Z

Jackie Portman:

User:Jackie Portman

2014-03-31T09:05:04Z

Jackie Portman:

I have led the design management process of a range of projects in terms of complexity, size and uses: university complexes (libraries, archive buildings, state of the art education and research facilities), healthcare projects (wards, laboratories, clinical areas), single and mixed-use commercial office complexes, residential developments and schools. My particular areas of expertise are in consultant selection and appointments, managing the design and pre-construction activities. Also ensuring commissioning management procedures are put in place, and closing out and handing over successful projects. Thereafter, instigating post-occupancy studies to understand how the building services engineering designs worked for the building occupants, operations and maintenance staff. 

I fully appreciates the challenges in design management – where design issues cannot be resolved by squeezing the design process, achieving milestones but with less information or making explicit decisions to change design sequences. There are a lot of factors to be considered and many disciplines and stakeholders involved. Non-existent or ineffective design management results in extended design timescales.

 I have always been keen to enthuse and motivate students and trainees and has used her ‘hands-on’ perspective to support full-time academics and teachers. She has been a visiting lecturer at the University of the West of England and the City of Bristol College: also, contributing to the development of the syllabuses, in particular, ensuring the relevance to current industry trends and requirements.

 I was awarded my doctorate from the University of the West of England, researching into ways and means of improving the contribution of building services engineers to the building design process: looking at how they are perceived by the rest of the construction industry and what tools and processes would help improve their performances.