Заполните Ваши данные, мы с вами обязательно свяжемся
Contact
Contact
Organization of design in construction is the management of the development process for design and working documentation, from the preparation of initial data to the transfer of an approved package for expert review and construction works.
On a complex project, architects, structural engineers, and specialists in heating, ventilation, water supply, electrical systems, automation and other disciplines work simultaneously. Their solutions are interconnected, so it is not enough simply to issue technical assignments to each specialist and set a final deadline.
It is necessary to define the development sequence, information exchange points, decision-making deadlines, procedures for approving changes and rules for issuing documentation.
Professional building and structure design should be organized so that conflicts between design disciplines are identified before drawings are handed over to the contractor, rather than directly on the construction site.
The organization of the design process determines who develops each project discipline, when it is developed and on the basis of which initial data.
It includes preparing the technical assignment, collecting initial materials, developing a schedule, assigning responsibilities among designers, reviewing interim solutions, coordinating design disciplines and controlling document issuance.
Design itself answers the question of which technical solutions should be implemented.
Organization of design answers other questions:
— what data is required to start development
— which design disciplines depend on each other
— when key decisions must be made
— who provides the initial information
— who approves changes
— when documentation is considered ready for issuance
— how the use of outdated drawings is prevented
For a small project, these functions can be coordinated by the chief engineer or chief architect of the project. For large-scale construction, a separate design management system is required.
Organization of design primarily covers the development and coordination of design documentation.
Construction project management has a broader scope and additionally includes budget, procurement, contracts, construction works, deliveries, risks and project acceptance.
| Process | Main Task |
|---|---|
| Design Organization | Ensure the timely development of coordinated design and working documentation. |
| Design | Develop architectural, structural and engineering solutions. |
| Construction Project Management | Integrate design, procurement, construction, budget and schedule into a unified system. |
| Technical Supervision | Verify the actual execution of works and compliance of construction with the approved design. |
Such a distinction is important for allocating responsibilities. The design manager coordinates the designers, but does not replace the engineers who are responsible for the technical solutions they develop.
The first stage is to define the project requirements and the scope of the required initial data.
Before detailed design begins, it is necessary to understand the purpose of the facility, its main parameters, the client’s requirements, site constraints, expected loads, utility connections, and the required design outcome.
According to Article 15 of the Urban Planning Code of the Republic of Uzbekistan, the client prepares and approves the assignment for the development of urban planning documentation and provides the designer with initial permitting materials, including the architectural and planning assignment, topographic materials, results of engineering and geological surveys, and, where necessary, surveys of existing structures. The client’s responsibility to monitor the progress of design is also directly established by the Code.
If the initial data is incomplete, design work may formally begin, but a significant part of the solutions may later require revision.
For example, changes to site elevations may affect the general site plan, foundations, external utility networks, and landscaping. Clarification of equipment specifications may require changes to power supply, ventilation, room dimensions, and structural solutions.
The list depends on the facility, but it is important not only to collect documents but also to determine whether they are current and sufficient.
For new construction, the required information may include land plot data, an architectural and planning assignment, a technical assignment, topographic materials, engineering and geological surveys, and utility connection specifications.
An up-to-date topographic survey is carried out to obtain current information about the terrain, existing buildings, and utility networks.
For reconstruction, it is additionally necessary to confirm the actual condition of the existing building. Old drawings cannot automatically be treated as an accurate description of the facility if alterations, repairs, or structural changes were made after they were prepared.
In such cases, the results of a technical survey of the building become part of the initial information.
The technical design assignment should define more than just the name and area of the facility.
It should specify the main building parameters, functional requirements, room composition, expected loads, engineering systems, equipment requirements, design stages, and the scope of the documentation to be delivered.
It is also advisable to define file formats in advance, requirements for the information model if one is used, and the procedure for making changes.
The more significant decisions remain undefined, the higher the probability of having to redesign parts of the documentation.
For example, if the client changes the process equipment after the structural section has been completed, this may require recalculation of loads, changes to foundations, power supply, and ventilation.
Therefore, the technical design assignment should be treated as a key project management document rather than a formal attachment to the contract.
The design schedule should show not only the final dates for issuing individual sections.
Mutual dependencies must also be taken into account.
The architect needs the client’s requirements and site constraints. The structural engineer needs an agreed architectural scheme and design loads. Engineering specialists need floor plans, equipment data, and connection points.
Therefore, the schedule should include intermediate milestones:
— receipt of initial data
— approval of the concept
— approval of floor plans
— confirmation of the main structural solutions
— issuance of assignments between design sections
— intermediate coordination
— documentation review
— resolution of comments
— issue of document packages
— preparation of materials for expert review
— issue of working documentation for construction
If the schedule only states the date “complete the design”, it is impossible to determine which decision has already been delayed and which subsequent sections will be affected.
One of the main tasks of design management is to prevent a situation where each section is technically developed but the sections do not form a coordinated project when combined.
Typical conflicts occur when engineering utilities intersect with beams and columns, openings are missing from the structural section, technical room dimensions do not match the equipment, or elevations differ between documentation packages.
Coordination should be carried out several times as the project develops, rather than only before the final issue.
At an early stage, fundamental solutions are reviewed.
At the next stage, the main utility routes, equipment, structures, and technical areas are checked.
Before documentation is issued, a final interdisciplinary review is carried out.
Information modeling can significantly simplify the identification of spatial clashes. This approach is described in more detail in the material on building information modeling.
An information model makes it possible to combine architectural, structural, and engineering solutions in a shared digital environment.
This simplifies spatial coordination and clash detection, but the model itself does not replace process management.
Even when information modeling is used, it is necessary to define coordinate and level rules, element naming conventions, model integration frequency, and the procedure for resolving comments.
Otherwise, individual designers may create technically complete models of their sections that still contain numerous conflicts when combined.
After construction and installation work begins, the design process often continues.
Contractors submit requests for clarification of solutions, actual site conditions are identified, equipment specifications are refined, and agreed changes arise.
All such issues should be registered.
Each request should include the date, location, related design document, required response deadline, and adopted decision.
It is particularly important to prevent changes from being implemented solely on the basis of verbal agreements on site.
If a decision affects approved documentation, the corresponding revision must be issued and provided to all relevant participants.
The main problems are often related not to the qualifications of an individual designer but to the absence of an overall management system.
In practice, delays are caused by late delivery of initial data, the absence of a common schedule, constant changes to the assignment, uncoordinated work between sections, and lack of revision control.
A common situation is starting detailed design too early, when key client decisions have not yet been approved.
As a result, a significant part of the work has to be performed again.
Another problem is issuing individual drawings to the contractor before coordination is complete. This may speed up the start of work but increases the likelihood of rework.
With a structured system in place, the client receives more than just the final drawing packages.
The client understands the current status of the design, sees the reasons for delays, and knows in advance which decisions need to be made.
The main working tools may include a design schedule, an initial data register, a list of design sections, an assignment register, a comments log, a change register, and a complete list of issued documentation.
The exact scope depends on the scale and complexity of the facility.
The main purpose of these documents is to make the process manageable rather than to increase the amount of reporting.
Engineering Services provides design coordination and design organization services for construction projects in Tashkent and other regions of Uzbekistan.
The work may include analysis of initial data, preparation of the design schedule, coordination of designers, control of assignments between sections, review of comments and changes, and monitoring the timely issue of documentation.
Where necessary, design organization can be carried out as part of construction project management, allowing the issue of design documentation to be coordinated with procurement, deliveries, and the construction schedule.
If the client requires the actual development of architectural, structural, and engineering solutions, the scope of work is defined within the building and structure design services.
Design organization is necessary to ensure that architectural, structural, and engineering solutions are developed not in isolation but as parts of a single construction project.
An effective system is based on complete initial data, a realistic schedule, clear allocation of responsibilities, regular coordination between design sections, and strict control of changes and document revisions.
The earlier the rules for interaction between designers are established, the lower the risk of delayed drawing issuance, repeated development of solutions, and rework during construction.
0 Похожие статьи