Working in isolation, it’s not difficult to imagine ways we could design a better world. In many cases, coming up with a design for a better product or service—one that’s easier to use, more engaging and less frustrating—is the easy part. Designs (and designers) succeed for reasons that go beyond just the quality of the work. Getting a project implemented and launched requires designers to work in teams of people, manage schedules, budgets, and resources, and above all, demonstrate how their work contributes to the overall success of the business.
Design management teaches the business side of design. Its scope includes the tactical aspects of managing the design process at a project level; the operational aspects of managing teams of designers within a larger company or agency environment; and the strategic aspects of creating a culture of design at the corporate level.
Course Goals
It is likely that graduates of this program will (eventually) be asked to assume leadership positions on projects, and some will take on a management role, either within a larger company, or running their own business. This course aims to provide a foundation of business knowledge that will prepare students to work in management. We will focus primarily on the tactical and operational aspects of design management, as the strategic aspects of design and innovation have been previously covered.
Course Objectives
Students will gain an understanding of how management—in project, people, and organizational contexts—influences the success of design initiatives.
Students will learn how organizational structure and job roles reflect the culture of a business—what the business values, who has power, and how decisions get made.
Students will develop skills in project management, including skills in people management and communication, and also in influencing project profitability through time and budget management.
Students will focus on the role of design as a service provider within agency or in-house teams, and how their time and effort is accounted for and contributes to the business bottom line.
Course Policies
Classes will be a mixture of lecture, guest speakers, class discussions, and in-class activities. Class members should read the writing assignments and any case studies to be presented before class.
Attendance and participation at weekly sessions is mandatory. If you have to miss a class, you must inform the instructor and receive approval in advance.
Submit your assignments via email to karen.mcgrane@bondartscience.com. Assignments must be received by 5pm on the due date. No late assignments will be accepted.
Assignments
Smaller weekly assignments will be done individually. The final project will be done in assigned groups.
Org chart: Students will research a company and prepare an org chart showing its structure. [2010 0909 Assignment 1]
Cover letters: Based on job descriptions, students will write cover letters to the hiring managers. [2010 0916 Assignment 2]
Performance review: Students will write a job description and give performance feedback. [2010 0923 Assignment 3]
Process model: Students will research and compare 3 different process models. [2010 1014 Assignment 4]
RFPs: Students will review a variety of RFPs and discuss requirements and level of effort. [2010 1021 Assignment 5]
Project plan: Based on a set of requirements, students will develop a project plan. [2010 1028 Assignment 6]
Contract review: Students will be given example contracts to review and reconcile.
Design brief: Students will research design briefs, then write their own in class.
Final presentation: Students will be given an RFP, and will prepare a proposal and presentation to the client. Students will work in assigned groups of 3-4.
Feedback and Grades
To encourage students to take appropriate risks with unfamiliar concepts in order to facilitate greater learning, this course is being offered as pass/fail. Students have the option to receive a letter grade (A-F) by submitting a written request to the course instructor no later than the start of the third class.
Student performance in the class will be based on three factors:
Class participation (30%): Successful students will come to class prepared, having completed background readings and assignments, and will actively contribute to exercises and discussions.
Weekly assignments (40%): There will be eight short assignments that will be reviewed and discussed in class. Assignments will be evaluated based on the thoroughness and quality of the work.
Final project (30%): Final projects will be assessed by me and by a panel of industry experts who will act as the client. Projects will be evaluated based on the persuasiveness and completeness of the pitch.
Students will be given written feedback on their performance 3 times during the course. Students will be required to evaluate their own performance in the course and the performance of their group members.
Reading List
Students should read each week’s assignments before coming to class. In-class assignments may reference this assigned reading.
Books
Shel Perkins, Talent is Not Enough: Business Secrets for Designers, 2nd Ed.
James P. Cramer, How Firms Succeed: A Field Guide to Design Management
Peter L. Phillips, Creating the Perfect Design Brief
Syllabus
DESIGN MANAGEMENT
Design Management Syllabus
Working in isolation, it’s not difficult to imagine ways we could design a better world. In many cases, coming up with a design for a better product or service—one that’s easier to use, more engaging and less frustrating—is the easy part. Designs (and designers) succeed for reasons that go beyond just the quality of the work. Getting a project implemented and launched requires designers to work in teams of people, manage schedules, budgets, and resources, and above all, demonstrate how their work contributes to the overall success of the business.
Design management teaches the business side of design. Its scope includes the tactical aspects of managing the design process at a project level; the operational aspects of managing teams of designers within a larger company or agency environment; and the strategic aspects of creating a culture of design at the corporate level.
Course Goals
It is likely that graduates of this program will (eventually) be asked to assume leadership positions on projects, and some will take on a management role, either within a larger company, or running their own business. This course aims to provide a foundation of business knowledge that will prepare students to work in management. We will focus primarily on the tactical and operational aspects of design management, as the strategic aspects of design and innovation have been previously covered.
Course Objectives
Course Policies
Assignments
Smaller weekly assignments will be done individually. The final project will be done in assigned groups.
Feedback and Grades
To encourage students to take appropriate risks with unfamiliar concepts in order to facilitate greater learning, this course is being offered as pass/fail. Students have the option to receive a letter grade (A-F) by submitting a written request to the course instructor no later than the start of the third class.
Student performance in the class will be based on three factors:
Students will be given written feedback on their performance 3 times during the course. Students will be required to evaluate their own performance in the course and the performance of their group members.
Reading List
Students should read each week’s assignments before coming to class. In-class assignments may reference this assigned reading.
Books
Shel Perkins, Talent is Not Enough: Business Secrets for Designers, 2nd Ed.
James P. Cramer, How Firms Succeed: A Field Guide to Design Management
Peter L. Phillips, Creating the Perfect Design Brief
Articles
H. Barry Bebb, “Learning to Thrive on Change: Decentralized Management, Concurrent Engineering Design Teams, Total Quality Management, and Beyond.” Design Management Journal.
Hugh Dubberly, “How Do You Design? A Compendium of Models.” Dubberly Design Office.
Angela Dumas and Henry Mintzberg, “Managing Design/Designing Management.” Design Management Journal.
Angela Dumas and Henry Mintzberg, “Mananging the Form, Function, and Fit of Design.” Design Management Journal.
Lee D. Green et. al., “Perspectives on Designing Design Managers.” Design Management Journal.
Alison Rieple, “Understanding Why Your New Design Ideas Get Blocked.” Design Management Journal.
Rizal Sebastian, “The Interface between Design and Management.” Design Issues.
Slides/Handouts
Slides from each week will be posted here.
2010 0909 Week 1 Slides
2010 0923 Week 3 Slides
2010 1202 Week 12 Slides
2010 1209 Week 13 Slides