Best Practices For Successful Design 1 Final Inquiry Project
Discovering The Best Practices For Successful Design Projects Kirk Lunsford University of Colorado Denver May 2018
Introduction: An Ever changing Design Field Design fields are ever changing to meet the demands driven by emerging technologies, client expectations, and end users. Those who work in various design disciplines may struggle to deliberately create successful projects due to these demands. This paper explores a myriad of approaches to understand design processes and define success. By literature review from multiple disciplines, including project management, instructional design, industrial design, architecture, and interior design, the problems faced by designers may be better understood. The ultimate goal of this review is to outline some different approaches and guiding principles for successful design projects.
Guiding Question What are the best practices for successful design projects? The answer to this question may vary from discipline or niche, however some universal truths may be evident. The discovery of common threads by literature review may present opportunities to adequately define success. With an understanding of success, the study of various design processes may suggest the best practices for success.
Methods of Inquiry Project management literature lended the best observations about project failures or successes. The primary task was to define what success means through project management research that addressed the topic. Secondly, the study of design literature about processes, within five years, were examined from multiple disciplines. This research assumed, there may not be one best design process. By understanding a myriad of approaches it was possible to comprehend systems which may readily lead to success.
Findings Success Defined By Project Management Traditional project management operates under the “iron triangle,” or time, cost, and quality to define success. However, recent research indicated other qualitative measures added to success. The iron triangle may be viewed as “project efficiency,” which is only one part of success. Williams, Ashill, Naumann, & Jackson identify five drivers of success being “project efficiency, team satisfaction, business success, and preparing for the future” (Williams, Ashill, Naumann, & Jackson, 2015). Other success factors can also be measured from the perspective of the customer such as on-time completion, relationship quality, and overall satisfaction. Williams et al. suggest
Best Practices For Successful Design 2 relationships are continued with clients well after a specific project may be completed. The importance of this is stressed to the extent to suggest the “iron triangle” be more similar to a that of a square with the addition of relationship quality (Williams et al., 2015). The relationship quality between the producers of a product and the client were explored further by analyzing the process of focusing a project to completion. Or the different ways project pathways converge or diverge in the process of a project. Usher & Whitty understand this through comparing the concept of project success and client satisfaction to Yin and Yang. The concept of Yin-Yang depicted two opposite forces equally powerful as part of a whole necessary for equilibrium. This assumes there is a tension in the process of a project between producers and clients or stakeholders. Studying this tension, and how focus is funneled by it, reveals how projects were successful. The combination of both focus and convergence, along with objective and subjective measures, create a more holistic and harmonious approach to project success (Usher & Whitty, 2017). Although relationship quality may clearly be coupled with success, there is empirical data to suggest the importance of project efficiency. Serrador & Turner conducted a study which demonstrated the importance of efficiency, however suggested other considerations of similar importance. “Through a survey of 1,386 projects we found that project efficiency is 60% correlated with project success; this falls to 51% if efficiency is defined as time and budget only,” (Serrador & Turner, 2015, p. 38). Based on the survey roughly half of the participants would lean on thier “iron triangle” also known as “project efficiency,” to find success. It’s interesting the authors would argue some factors other than relationship quality to understand why efficiency isn’t as strongly correlated. Their reasoning simply suggests some risk factors outside of control, “acts of god,” or expectations were not met (Serrador & Turner, 2015). Why not relationship quality? It would seem obvious better relationships may result in better communication, thus, understanding mutual expectations and risks better. There are considerations for future research to understand why efficiency is not as greatly correlated to success. Some of this gray area was probably filled with satisfaction and relationship quality.
The Need For Adaptation in Design Processes Underlying the design disciplines is a need for adaptation beyond what is understood by typical schooling or approaches. In research by Brown and Green, it was discovered typical instructional design (ID) models are presented as overly rigid and inflexible (Brown & Green 2017). Such as the typical representation of ADDIE or Analysis, Design, Development, Implementation, and Evaluation. Following a sequential path and assuming each phase concluded without any overlap to the next, the formula fulfilled every designers dream for a rationalized approach. Brown and Green cite Ritzer as the model supports the “key concepts of a rationalized society: efficiency, calculability, predictability and control,” (Brown & Green, 2017). There was a need to attempt to understand the workings of the world to be put in neat packages but that is seldom possible.
Best Practices For Successful Design 3 Therefore, design processes and instruction need to change, or at least be expressed differently, to meet the needs of an ever-changing landscape. There’s a need to look at design from multiple design disciplines to shape new ways in which novice designers understand processes for successful practices. Brown and Green admit the shortcomings of ADDIE and look to other design disciplines. Sampling literature from automotive design, architecture, engineering, fashion, and the performing arts. Design thinking, which mostly applies to an industrial design approach, refers to the process of thinking to make consumer products in order to better suit the needs of the consumer through cognitive means (Brown & Green, 2017). Design thinking may be considered a human-centered approach with five elements: “empathize, define, ideate, prototype, and test.” Designers are encouraged to interact with the end user to develop empathy in order to devise unique solutions to problems (Brown & Green 2017, p. 4-5). Design thinking seemed to be the method most cited across diverse sources regarding adaptable design processes. After review of literature involving change in the architectural and interior design fields, Building Information Modeling (BIM) emerged as a relatively new advancement. BIM has become relatively standard for most substantial projects. In short, BIM is technology embedded within CAD models which enables the generation of construction documents and schedules for all construction, architectural, interior, and building trades (Roehl & Shannon, 2013). This required more cross-discipline knowledge to share and communicate documentation across multiple trades and expertise. The classic “work silos” have diminished. The ability to adapt and stay agile is more key to success. The importance of solid understanding of theory, design thinking, and holistic practices of design is most essential (Roehl & Shannon, 2013). Not all of the answers come from within the design disciplines. York and Ertmer examined experienced designers in their survey of 73 professionals. The study not only shows the need for improved approaches to ADDIE, but indicated the importance other principles key to design success. Communication, client relations, and project management were also acknowledged (York & Ertmer, 2016). This assumes a combination of models and skills, guiding principles, and frames of reference to successfully perform work and solve problems.
Conclusion Summary of Findings Project efficiency is part of the key to success but many other factors came into consideration for successful design projects. Using the findings from Serrador & Turner it can be assumed efficiency roughly accounts for 50-60% of success measure (Serrador & Turner, 2015). However Serrador & Turner do not indicate the possibilities of relationship quality to account for the other 40-50%. Yet multiple sources, such as Williams et al. and Usher & Whitty, stress success may be measured by studying relationship quality and customer satisfaction. Based on this brief review it may be assumed relationship quality plays a factor in success among other things. If the five drivers, as defined by Williams et al., team satisfaction, business success, preparing for the
Best Practices For Successful Design 4 future, and relationship quality and client satisfaction are inserted into project success measures a more holistic view of success may be understood (Williams et al., 2015). See figure 1.
Figure 1. Combined Serrador & Turner project efficiency measure with other suggested success factors.
Research from design field sources does not indicate a clear model or process to success. Rather, the need to utilize existing models, such as design thinking and ADDIE, for less structured purposes. The ability to navigate the design process seemed to be at the discretion of the individual or organization based on their needs. Following rigid processes may produce less fruitful or innovative results. It’s more important to borrow from multiple disciplines, and use experience, guiding principles and “mental schemas” to develop a plan (York & Ertmer, 2016).
Recommended Best Design Practices For Success Most organizations or professional practices utilize project management software to track projects and Key Performance Indicators (KPI). For those who wish to improve their own practice or their organization, it may be in their best interest to study internal proprietary data and discover some efficiencies. Secondly, goals should be defined for team satisfaction, business success, and future preparations. If it is discovered a project does not align with any goals then a project may not be suitable or as successful. It’s also important to define what success means for the clients or end users depending on the intent of the design. Clients should be surveyed or interviewed after completion of a project. It’s possible clients may be surveyed during a project and again well after the project, once significant time has passed, depending on the goals of the project and organization. The intent of these surveys would be to understand the relationship quality and customer satisfaction of clients to work towards making the relationships better. In summary: ● Study KPI’s and find efficiencies. ● Define team, business, and future goals. ● Define success with clients, establish relationships to understand their needs. Design processes should be tailored to the needs of the project and practices or goals of the organization. It would be wasteful to systemically march through processes if it is known that the processes, or portions of them, may not be conducted due to the needs of the project. However it’s also possible parts of the typical process may be deficient for the needs of the project. In that case it would be beneficial to see what other systems and processes can be borrowed from other
Best Practices For Successful Design 5 schools of thought. For example, ADDIE may lack more robust approaches in certain parts of the process where design thinking explores more thoroughly. A hybrid approach may be used if it serves the needs of the project. See figure 2. Figure 2. Hybrid ADDIE and design thinking process example.
ADDIE gained an empathy perspective which helped define the problem worthy of a solution in design. Design provides multiple solutions through ideation. The evaluation of ideas put forth in the ideation phase helped designers choose which ideas to pursue in development. It’s possible multiple ideas are worth development depending on the innovation required. The development of prototypes, which were tested, allowed the development team to propose the best solution to implement. Implemented designs are evaluated and the process moved up and down the ladder again depending on the goal of the iteration as necessary. Overall, the design process was viewed as iterative. Meaning, the process repeated itself at various points based on feedback and evaluation.
Evaluation Success measures and best practices to meet success may be very specific to various organizations. Unfortunately most of the data researched from literature used survey methods to produce data. Because survey data requires participants to be truthful and unbiased to yield an accurate capture of reality, there is potential for data to be unreliable. It’s reasonable to assume acquiring data from organizations from project management software or tracking sources is not often publicly produced because of proprietary concerns. However, the ability to track data about project successes from one’s own organization yield the most relevant picture. Combining both internal proprietary and literary research may produce powerful suggestions for best practices.
Next Steps The research conducted to support these recommendations have not been practiced. The work remains theoretical based on findings from the sources cited within. It’s probable most designers and project managers already practice many of these things suggested. Yet there may be limited studies or published research to prove it. The next logical step would be to seek out information from design and project management firms to study how they understand their design processes and success.
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Reflection The frustrating part of this research is understanding most professionals were not able or willing to share the inner-workings of their practice. And if they did, it may be a reflection of it from some time past rather than what is currently happening. For those wishing to pursue similar research I propose several questions: What kinds of ethical research can be conducted to look at non-biased data? Is it possible to obtain data from project management software that others are willing to share? What kinds of design processes do various design firms ​really​ practice? It seems most of the critical information was just out of reach. However internal and personal data remains a viable resource to tap for those interested in this work. This paper was meant to inspire designers and project managers to enable themselves to own the best part of their work through study of themselves and their organization. In most occasions, time, resources, and budget are already defined. Design processes and success factors usually remain malleable. A greater presence of mind to what actually happens during the course of design projects will hopefully lead people to greater success and satisfaction with their work.
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References Amy Roehl, M., & Gayla Jett Shannon, M. (2013). Implications of building information modeling on interior design education: The impact on teaching design processes. Journal of Arts and Humanities, 2(4), 32-37. Brown, A. H., & Green, T. D. (2017). Beyond teaching instructional design models: Exploring the design process to advance professional development and expertise. Journal of Computing in Higher Education, , 1-11. 10.1007/s12528-017-9164-y Serrador, P., & Turner, R. (2015). The relationship between project success and project efficiency. Project Management Journal, 46(1), 30-39. 10.1002/pmj.21468 Usher, G. S., & Whitty, S. J. (2017). Project management yinyang: Coupling project success and client satisfaction. Project Management Research and Practice, 410.5130/pmrp.v4i0.5523 Williams, P., Ashill, N. J., Naumann, E., & Jackson, E. (2015). Relationship quality and satisfaction: Customer-perceived success factors for on-time projects. International Journal of Project Management, 33(8), 1836-1850. 10.1016/j.ijproman.2015.07.009 York, P., Cindy S, & Ertmer, P. A. (2016). Examining instructional design principles applied by experienced designers in practice. Performance Improvement Quarterly, 29(2), 169-192. 10.1002/piq.21220