Welcome to Design for Management Ltd

Buildings aren’t designed to be mediocre – they’re intended to be the best possible environments for businesses and people to flourish and prosper. This is not an instantaneous action but rather a journey over the passage of time. It’s all about the future and we need to ensure that we are designing buildings that are future-proofed and flexible.

Developers and owners employ highly qualified design teams to translate their visions and dreams into concrete and steel reality. The individual consultants forming a design team are generally very good at what they do and produce designs that are structurally sound and aesthetically appealing. However, consultants in the main are not property managers and often simply don’t have exposure to operational experience. As a result, the challenge routinely faced during the design process is not fully considering how a building will be managed. No point in ending up with a building that has been cost effective to build, is delightful to behold but contains components that can be impractical and costly to manage. Considerations include:​

During its life, a building will go through numerous changes – everything from how it is used, who occupies it and how floor space is broken up, to new technology, new commuter trends and new compliance requirements. 

Often in the interest of cost management, systems & solutions are specified that limit maintenance to a single entity. 

This is often where aesthetics comes up against cost. The designers might want a high gloss steel balustrade on terraces, however, instead of stainless steel, are forced to settle for a lesser product which is more expensive to maintain in the long run.

• Unhappy occupiers. The end result? Lease renewals in jeopardy.
• Harder and slower letting.
• Reputational damage to the owner and managing agent.
• Adverse effect on asset longevity and increased operational costs. 
• Expensive retrofits.
• Adverse effect on return on investment and property value.

What if someone with technical expertise AND experience in property operations has the opportunity to see the designs before they become cast in stone? 

In essence, DfM is the application of technical and operational experience to the review of the vision, philosophy and physical aspects of a design in order to maximize operational efficiency, value and return on investment.

The term DfM has become widely used and varying levels of depth and quality have become incorporated under the same umbrella – ranging from basic generic “tick box” exercises to full, in-depth reviews of building and estate designs.

In order to have the highest impact on the operational life of a building, DfM must incorporate a number of elements, including:

DfM is a process, not just a report. It is conducted as a collaborative exercise that runs from Concept through Practical Completion and into the operational phase.

DfM doesn’t stop when the initial review is submitted. It is a “live” exercise, continually revised throughout the design and construction phase, responding to changes as the project develops.

Practical Completion is not the end. DfM continues into the operational stage, influences Soft Landings and critically, gathers intelligence about what worked and what didn’t (lessons learned, if you will) for application to future designs.

DfM results in an ever-increasing depth of intelligence. It is not a textbook – that’s what design guides are for. The intelligence gleaned by DfM can influence design even before Concept. Continual exposure to the effects of design decisions on operational buildings allows constant design refinement. 

DfM is not a solo pursuit. It relies on the ability to leverage the resources of a team of experts and centres of excellence. Simply put, the wider the experience and expertise of the DfM team, the greater the value DfM will add to the scheme.

DfM does not judge designs; the process is neither adversarial nor confrontational. Instead, it relies upon collaboration with all parties to the design, working together to achieve the best outcome for the client. It is always a “two-way street”, conducted in an open-minded manner where the team is always willing to learn.  The last thing DfM seeks to do is to frustrate the designers.

DfM always contains a full review of every aspect of a new building.

The DfM journey starts, not when the vision has already been translated, but when it is being conceived. The very best opportunity for DfM to influence outcomes is for the team to engage with the developer at the outset. In so doing, DfM can set the scene for operational expectations at the very beginning.

It is crucial for both client and architect understand management at the outset. This begins to focus thinking on operational outcomes and paves the way for a design that facilitates operational efficiency. To sit with the client and the design team while the vision is yet under discussion ensures the operational considerations are at the forefront of the design process.

DfM covers the entire journey.