Thomson, D S; Austin, S A; Devine-Wright, H and Mills, G R (2003) Managing value and quality in design. Building Research & Information, 31(5), pp. 334-345. ISSN 0961-3218
Abstract
The role of stakeholders in defining project values influences product quality expectations as well as designers' expectations in meeting these goals. Ultimately, these determine the functional, physical and symbolic product characteristics that are necessary to achieve customer satisfaction. The issues of value and quality are compared within the context of design management, including their theoretical and philosophical underpinnings as well as current management techniques. Value and quality can be misunderstood and confused; therefore, it is vital for stakeholders to have a common understanding of terminology and meaning. This is particularly true of customers who need to be engaged in a straightforward manner. Our research into the management of value delivery in design is used to explore opportunities for incorporating design quality indicator (DQI) assessments into a project management system that ensures the delivery of stakeholder value during the design stage. Opportunities for customization of the DQI content and the context of application at this stage of a project (as opposed to assessments during and after construction) are explored and may be key to success in delivering value in addition to product quality.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | customer focus; design; design management; design quality; qualities; quality; value; values |
| Index terms: | designer, product quality, design quality indicator, meaning, design quality, customization, project management, customer satisfaction, design stage, design management, stakeholder value |
| Subjects: | quality assurance, sociology, project management theory and practice, design process, service delivery, professional practice, participation process, construction manufacturing, profession |
| Topics: | Design Practice, Quality Management, Business Strategy, Research Practice, Project Management, Roles and Professions, Stakeholder Management |
| Descriptive scope: | 2 PC |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here