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Architectural Management. International Research and Practice

  • ID: 2178680
  • Book
  • Region: Global
  • 344 Pages
  • John Wiley and Sons Ltd
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The book looks back at over a decade of research into architectural management, considers the present challenges and opportunities, and also looks to the future. It provides a review of earlier work and developments as well as setting the theme for new research areas. The book divides into six sections representing topical themes, each section containing two research–based chapters and one practical case study. Case studies will be from six European countries – Belgium, Denmark, Finland, The Netherlands, Norway, and the UK.

Architectural Management represents the state of the art of architectural management research and practice and includes contributions from leading international figures in this field/subject experts.

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Introduction.

Section 1 Valuing Design.

Chapter 1 Architectural value (Matthijs Prins).

Chapter 2 Risk management and cross–cultural leadership intelligence (Thomas Grisham and Parthasarathy Srinivasan).

Case Study A Exploring the value universe: A values–based approach to design management (Anders Kirk Christoffersen and Stephen Emmitt).

Section 2 Communicating Design VALUES

Chapter 3 Researching interpersonal communication in AEC projects (Christopher A. Gorse).

Chapter 4 Managing effectiveness of asynchronous and synchronous design team communication (Ad den Otter).

Case Study B Architectural design management using a project web (Filip Declercq, Henk–jan Pels and Ad den Otter).

Section 3 Design Management

Chapter 5 Collaborative architectural design management (Rizal Sebastian and Matthijs Prins).

Chapter 6 Concurrent design: a model for integrated product development (Márcio Fabricio and Silvio Melhado).

Case Study C Design management tools for concurrent construction (Jarmo Antero Raveala, Matti Kruus and Juhani Kiiras).

Section 4 Inclusive Design

Chapter 7 Management tools for sustainable and adaptive building design (Cecile Flyen Øyen and Susanne Balslev Nielsen).

Chapter 8 User involvement and the role of briefing (Per Anker Jensen and Elsebet Frydendal Pedersen).

Case Study D Patient focus throughout the process: the case of St. Olav s University Hospital (Geir K. Hansen and Monica Jensø).

Section 5 INTEGRAL DESIGN AND INNOVATION.

Chapter 9 Integral design method: a conceptual architectural management tool (Wim Zeiler, Perica Savanovi and Emile Quanjel).

Chapter 10 Design and construction integration: A lean perspective (Bo Jørgensen).

Case study E Management of complex free form design and engineering processes (Mick Eekhout and Barbara van Gelder).

Section 6 Architectural practice and education.

Chapter 11 Managing design effort in architectural offices (Stephen Emmitt).

Chapter 12 The architect s role (Ingrid Svetoft).

Case study F Incorporating management into an undergraduate architectural design programme (Michael Daws and Peter Beacock).

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Stephen Emmitt
Matthijs Prins
Ad den Otter
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