BUSINESS PRACTICE IN ART & DESIGN (II) MELA CORRAL assignment72546664 30 FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17
INDEX TASK 1 TASK 2 TASK 3 FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
TASK 1 FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
Research FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
The key issue in an interior design project is the lack of and conflict with POWs. The lack of consistency in the procedures for creating a POW, as well as the lack of information on project management, can be problematic for interior designers. Interior designers can carefully select and evaluate the types of projects that will be pursued with the help of an appropriate PoW. The same approach is used for interior design and project implementation. So same strategy. However, due to the project's diversity, demand, and dimensions, the delivery method is far more heterogeneous. Fig 1 Mela Corral. (2022) [Photograph]
Interior design is inherent in architecture and encompasses the fields of architecture, engineering, and construction (AEC). One discipline complements the other, producing a communication language that emerges in a physical environment. As a result, interior designers play a critical role. (Martin, 2004). Depending on the nature of the project, the design phase usually involves the assistance of a team of professionals. Clients, designers, materials and suppliers, contracts, artisans, and project specialists are all included in the conventional plan. Knowledge, team coordination and management skills, communication and negotiation skills, and the ability to make decisions are vital in interior design projects. As a result, the work of an interior designer is an essential aspect of the architectural design process. We must be aware of the role and functions of an interior designer related to brand image and client reputation. Interior designers are responsible for generating the best and most practical designs in a well-designed environment, using management skills and techniques (Noorhani, 2016). According to Mustapha, a cocktail of skills can conduct to an interior designer to be named a "Composer of Space". (Mustapha, 2019). This research aims to establish a workflow and a methodology for interior design delivery while ensuring compatibility and adaptability to the processes of the other actors involved in the project and its work plan. Because, in the absence of an appropriate work plan, phases and processes may occur unexpectedly, causing friction or unwelcome delays. The main variables in the practice of interior design project execution are the POW (work plan), teamwork, collaboration, technical knowledge, and project management.
FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
ISO Assessment19650-2:of need. Invitation to tender. Tender of information. Information model delivery. Project close out. 2018 Soft Landings Framework: Inception and briefing. ExtendedInitialPre-handover.Construction.Design.aftercare.aftercare and post-occupancy evaluation. Given the complexity of this situation and the potential for misunderstanding the nature of what is meant by different project stages, it is important that appointment documents and contracts set out precisely what is required, and at what level of detail for different stages of a project rather than relying on reference to ambiguous names or process maps. Unfortunately, there aren't enough reading materials available for the interior design project. There is a significant literature gap in this area of interior design research. On the methodology and practice of interior design projects, there are only seven literature sources noticed. The six working stages of the design process begin after the Letter of Agreement has been published, according to Neilson and Taylor (2006) in their book. Pile (2007) emphasizes that the foundation of high design quality lies in the seven working stages of the interior design process.
CollaborativeMobilization.Appointment.response.production
FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664 Following are some examples of this heterogeneity in the criteria and nomenclatures of the phases based on the content gathered by Designing Buildings. (Designing Buildings wiki,The2021)RIBA Plan of Work stages are named: 0 - Strategic definition. 1 - Preparation and briefing. 2 - Concept design. 3 - Spatial coordination. 4 - Technical design. 5 - Manufacturing and construction. 6 - Handover. 7TheUse.BIM Task Group Digital Plan of Work was based on: 0 Strategy 1 Brief 2 Concept 3 Definition 4 Design 5 Build and commission 6 Handover and close-out 7 Operation and end-of-life The Construction Industry Council (CIC) scope of services adopted: Stage 1 (Preparation) Stage 2 (Concept) Stage 3 (Design Development) Stage 4 (Production Information) Stage 5 (Manufacture, Installation & Construction Information) Stage 6 (Post Practical Completion) The Construction Playbook: Preparation and planning. EvaluationSelection.Publication.and award. Contract implementation.
The client's total project budget may include:
The project's interior design requirements call for several steps and procedures to be followed in a supposedly logical order. According to Gibbs (2005), the initial stage of the interior design process should incorporate all eleven working stages of the design process, which will improve environmental concerns as well as survey and measurement. Bingelli (2007) proposed the fourteen steps of the design method for interior design. It should concentrate on the contractual and construction phases and discuss the interior development process before planning begins, according to Gibbs' 2005 update. Yakeley (2010) defines the RIBA PoW, which focuses on the scope of interior design work, as seven phases of interior design and related phases. We will now look at some fundamental ideas involved in project planning:
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The project budget is set by the client and is distinct from cost plans prepared by a cost consultant which are likely to focus on the construction cost.
The construction cost. Land or property acquisition. Approvals fees. Planning costs (Section 106 Agreement or Community Infrastructure Levy). Financing costs.
The cost of decanting and relocating, including costs associated with moving staff. Contracts outside of the main works. ConsultantInsurance. fees.
Budget: The CIOB Code of practice for project management 4th edition defines a budget as: 'Quantification of resources needed to achieve a task by a set time, within which the task owners are required to work... a budget consists of a financial and/or quantitative statement, prepared and approved before a defined period, to attain a given objective for that period.’ Budgets for construction projects help determine what is affordable and should be set as early as possible. They must be based on evidence and are realistic. A project budget can be established by:
Site Fixtures,investigations.fittingsand equipment.
Mela Corral - Santa Cilia
VAT.Contingency.Inflation.(Designingbuildings, 2022) BudgetingBudgeting is the process of preparing and using budgets to achieve management objectives. It is the systematic approach for accomplishing the planning, coordination, and control responsibilities of management by optimally utilizing the given resources.
Elements of Budgeting: 2022)
1. Accurate Forecasting 2. Coordination 3. Communication 4. Acceptance 5. Cooperation 6. Reasonable Flexibility 7. A framework for Evaluation (Accountlearning,
Assessment of projected income and expenses through the life of the project. Comparison with similar projects. Assessment of the funds available. Pre-design analysis of requirements. Analysis of preliminary design options.
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Mela Corral - Santa Cilia
Forecasting is a preliminary step for budgeting. It ends with the forecast of likely events. It begins when forecasting ends. Forecasts are converted into budgets Forecasts have wider scope, since it can be made in those spheres also where budgets cannot interfere.
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5. Elimination of wastes and increasing the profitability.
3. Taking necessary remedial action to achieve the desired objectives, if there is a variation of the actual performance from the budgeted performance.
1. Establishment of budgets for each function and division of the organization.
4. Revision of budgets when the circumstances change.
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Forecasts, being statements of future events, do not connote any sense of control.
Budget shows that policy and programme to be followed in a future period under planned Conditions
The use of budgets to control firms’ activities is known as budgetary control. It is a system in which budgets are prepared & the actual results are compared with the forecasted one with the purpose of fixing up responsibility for the deviation. Budgetary Control can be defined as a system of controlling costs which includes the preparation of budgets, coordinating the department and establishing responsibilities, comprising actual performance with the budgeted and acting upon results to achieve maximum profitability CIMA, London defines budgetary control as, “the establishment of the budgets relating to the responsibility of executives to the requirements of a policy and the continuous comparison of actual with budgeted result either to secure by individual action the objectives of that policy or to provide a firm basis for its revision”
Elements of budgetary control:
A budget is a tool of control since it represents actions which can be shaped according to will so that it can be suited to the conditions which may or may not happen.
Forecast Budget Forecast is a mere estimate of what is likely to happen. It is a statement of probable events which are likely to happen under anticipated conditions during a specified period of time.
Budgets have limited scope. It can be made of phenomenon non capable of being expressed quantitatively.
2. Regular comparison of the actual performance with the budget to know the variations from budget and placing the responsibility of executives to achieve the desire result as estimated in the budget.
Objectives of Budgetary Control Planning Co-ordinating Control Communication Performance Motivation (Designing buildings, 2022)
Forecast & Budgeting. Budgetary Control
They are often used to show progress on critical rather than non-critical activities, that is, items that represent a potential ‘bottleneck’ in the progress of a project. The overall critical path for a project represents the shortest time in which the project can be completed. Achieving milestones on the critical path more quickly than was planned will reduce the overall project program. However, this can serve to present a misleading impression of the overall health of the project, as project managers may prioritize resources for achieving critical milestones, whilst neglecting those works that are not identified as a milestone. This can change the critical path so that activities which were not previously critical become so.Project managers must be careful not to overuse milestones as a means of accelerating progress while also making sure that there are no "tempo" losses caused by placing milestones too far apart for them to be effective tools. Instead, a compromise must be found with milestones that consistently identify the necessary essential deliverables, typically at intervals of no more than once every two weeks for lengthySuitableprojects.remedies must be planned if a milestone is missed. Resources may need to be reallocated to ensure they continue to be matched to priorities. However, we must not forget that milestones represent a challenge and should be treated as opportunities to make adjustments as the work goes on. (Designing buildings, 2021)
Rectifying Milestonesdefects.arepart of many project management software tools and often appear on Gantt charts, represented by diamond symbols. Developing a schedule with milestones marked along a project program can help clarify a timeline which can otherwise be very complex and hard to read. This can be particularly useful for some stakeholders who may only need a very general understanding of a project program. For example, consultants often describe client decisions as milestones on project programs, when in fact, the client may need to be provided with information to make a decision, they need time to consider that information, and they may then need to convene a meeting, which if they are senior personnel may only be possible on specific dates (such as at pre-planned board meetings).
Milestones are known as a ‘task of zero duration’ because they represent a particular point of time in a project when an achievement has been reached, they do not represent the activities necessary to complete a task.
Milestones Milestones are crucial management tools that can be used as a component of project scheduling. A milestone is a significant event that occurs during a project, the timing of which can influence the scheduling of other activities. With the achievement of successive milestones, management can maintain a more accurate understanding of how the project is advancing according to the schedules. Milestones might include, for example:
Securing TenderingSecuringClientCompletingAppointingAcquiringfunding.asite.consultants.designstages.approvals.permissions.theconstruction contract. Appointing a contractor. Handing over. Starting and completing construction. Occupying the completed development.
A Gantt chart is a computer-generated visual diagram that combines nested lists, bar charts, and timelines. A list of activities appears on the left of the document. An interval timeline, usually in days or weeks, appears on top and spans the rest of the document to the right of the vertical activity list. A horizontal task bar appears opposite an activity or task with its length displaying duration. (Hansen, 2022)
FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
Fig 2 Project-Management.com. (2022) [chart] Fig 3 Unknown (2022) [chart]
Gantt attempted to solve the activity scheduling problem so that the duration of a basic task was seen on a horizontal bar, showing its start and completion date, and in the same way the total time required in executing an activity. It is the most widespread scheduling method as it adapts well to both small and large projects of all types, assuming they are not overly complex. It is the most commonly used method of scheduling works in the construction industry and can be easily understood, even by those less familiar with scheduling tools. The preparation of the chart may include a range of basic data spread over columns: Activities, according to the order in which they are carried out. Budget or cost. Quantity in its corresponding units. Predicted performance for working equipment. Duration of the activity.
The timeline bar chart, Gantt diagram or Gantt chart was conceived by the American engineer Henry L. Gantt between 1903 and 1917. The basic technique is quite simple, consisting of a graphic representation based on two axes: the vertical axis features tasks and the horizontal axis shows time.
The details of the projects are to be filled by the person preparing the budget by mentioning the Name of the Company, Project Name or ID that distinguishes the project from other projects, Name of the Project Lead, and the start date of the project.
Miscellaneous Expenses: All the other costs incurred by the company will be considered under this category. It is not compulsory to follow these categories strictly, and the same can be modified considering the applicable costs.
Actual Cost: Under this actual cost incurred against each subtask and task will be
FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664 Project Budget Template Summary Cost of the Project Amount (in $) Details of the Project Total budgeted Cost during the period Name of the Company Total Actual Cost during the period Project Name or ID Total Variance during the period Project Lead Start Date S.No. ParBculars Material Labor FixedCost MiscellaneousCost BudgetedAmount(in$) AmountActual(in$) Variance(in$)Units CostUnitper Hours CostHourper Task 1 1 Subtask 1 - - - - - -2 Subtask 2 - - - - - -3 Subtask 3 - - - - - -4 Subtask 4 - - - - - -5 Subtask 5 - - - - - -(A) Total Task 1 - - -Task 2 1 Subtask 1 - - - - - -2 Subtask 2 - - - - - -3 Subtask 3 - - - - - -(B) Total Task 2 - - -Task 3 1 Subtask 1 - - - - - -2 Subtask 2 - - - - - -3 Subtask 3 - - - - - -4 Subtask 4 - - - - - -(C) Total Task 3 - - -(D) Total Of Project ( A + B + C ) - - -Project budget template refers to the budget that is prepared mainly by the companies working on the different projects to handle the finances by a person where the budget starts with entering cost budgeted pertaining to the different areas such as material cost, labor cost, Fixed cost, the miscellaneous cost for the period under consideration and then listing down the actual cost incurred during the period and lastly deriving at the variance between the budgeted cost and the actual cost of the different tasks of the project along with the variance of the project as a whole.
Details of the Project:
Heading at the Top: In the template, the heading ‘Project Budget Template’ will be mentioned. It will remain the same for all the projects and all the entities. This heading is mentioned so that the user will know the purpose for which the template is created.
Summary Cost of the Project: This summary cost is shown at the top left corner, and it contains the details of the Total budgeted Cost during the period, Total Actual Cost during the period, and the total variance between the two. These figures will automatically be populated from the values in the belowmentioned steps.
Material Cost: It will be calculated by multiplying the number of units with the cost per Laborunit. Cost: It will be calculated by multiplying the number of hours with the cost per Fixedhour. Cost refers to the cost or expense that is not affected by any decrease or increase in the number of units produced or sold over a short-term horizon. It is the type of cost which is not dependent on the business activity. This will contain the cost incurred by the company against its fixed expenses.
Variancementioned.Cost: A variance will show the deviation of the cost incurred from the budgeted one. (Thakur,2022)
Budgeted Cost Task wise: All the budgeted cost will be divided into the following categories:
Fig 4 Wallstreetmojo (2022) [chart]
The tender stage is moveable depending on when the contractor is appointed.
The contractor might be appointed early in the project to carry out all of the design work, or later in the project to complete a design which others have begun. This means that design tasks can be attributed either to a consultant team or the contractor depending on whether the contractor has been appointed or not. As a consequence, we include two versions of the concept design stage, the detailed design stage and also the process for applying for planning permission.
FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664 Let´s compare now some plan of works and their management stages: This is an outline work plan for a private sector design and builds project. Together these tasks represent a single, consolidated project plan from the first moment it becomes apparent a project might be required, right through to post-occupancy evaluation. (Designing Builidings, 2019) Design and build Stage 1: Business justification. Stage 2: Feasibility studies. Stage 3: Project brief. Stage 4a: Concept design (design by consultant team). Stageor 4b: Concept design (design by contractor). Stage 5a: Detailed design (design by consultant team). Stageor 5b: Detailed design (design by contractor). Stage 6: Production information. Stage 7: Mobilisation. Stage 8: Construction. Stage 9: Occupation and defects liability period. Stage 10: Post occupancy evaluation. Moveable stages: • Appointing consultants. • Planning permission (design by consultants). • Tender. • Planning permission (design by contractor).
DesignNotes: and build projects involve appointing a contractor to design the development and also to construct it.
explains
All
Based on the information gathered by Designing Buildings, we see some examples of this diversity in the standards and terminology of the phases on this
Buildin handed over, Aftercare initiated and Buildin Contract concluded Building used, operated and maintained e ciently Stag starts concurrently with Stag 6 and lasts for the life of the building Core
terms are defined in the RIBA Plan of Work 2020 Overview lossary and set in Bold Type Further uidance and detailed stag descriptions are included in the RIBA Plan of Work 2020 Overview. © RIBA 2020
The brief remains “live” durin Sta and dero ated in response to the Architectural Concept Architectural and engineerin information CoordinatedSpatially desig information required to manufacture and construct the project completedStawilloverlap with Sta e on most projects Manufacturing construction and Commissionin completedThereisnodesi work in Sta 5 other than respondin to Site Queries
Stage 0 - Strategic Definition Stage 1 - Preparation and Briefing Stage 2 - Concept Design Stage 3 - Spatial Coordination Stage 4 - Technical Design Stage 5 - Manufacturing and Construction Stage 6 - Handover Stage 7 - Use (RIBA,2020)
outcomes, core tasks and information exchanges
See Overview guidance Procurement: The RIBA Plan of Work is procurement neutral –See Overview uidance for detailed description of how each sta e might be adjusted to accommodate the requirements of the Procurement Strateg ER RequirementsEmployer’s CP ProposalsContractor’s RIBA Plan of Work 2020 clientAppointteam desiAppointteam
FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
The RIBA Plan of Work 2020 The RIBA Plan of Work 2020 was adapted from the previous RIBA Plan of Work 2013 following nearly seven years of feedback from the construction industry. It manages brief, designing, constructing, and operating building projects eight stages. It clearly the stage required at each one.
in
chart:
can
RIBA
The RIBA Plan of Work organises the process of briefin designing delivering maintaining operating and usin building into eight stages. It is framework for all disciplines on construction projects and should be used solely as guidance for the preparation of detailed professional services and building contracts.
DefinitionStrate0gic andPreparation1Briefing DesiConcept2gn CoordinationSpatial3 DesiTechnical4gn andManufacturin5gConstruction Handover6 Use7
Tasks durin the sta Project Strategies mi ht include: Conservation (if applicable) HealthFireCostSafetyand Safety Inclusive Desi SustainabilityProcurementPlanPlanningforUse See RIBA Plan of Work 2020 Overview for detailed uidance on Project Strate ies Prepare Client Requirements Develop Business Case for feasible options including review of Project Risks and Project Bud et Ratify option that best delivers Client Requirements Review Feedback from previous Undertakeprojects Site Appraisals No desi team required for Sta es and Client advisers may be appointed to the client team to provide strate ic advice and desi n thinkin before Sta e commences. Prepare Project Brief including Project Outcomes and Sustainability Outcomes Quality Aspirations and Spatial Requirements Undertake Feasibility Studies Agree Project Budget Source Site Information including Site Surveys Prepare Project Pro ramme Prepare Project Execution Plan Prepare ConceptArchitectural incorporatin Strategic Engineerin requirements and ali ned to Cost Plan Project Strate ies and Outline Specification A ree Project Brief Dero ations Undertake Desig Reviews with client and Project Stakeholders Prepare stag Desi n Programme Undertake Desi n Studies Engineerin Analysis and Cost Exercises to test Architectural Concept resulting in CoordinatedSpatially desi n aligned to updated Cost Plan Project Strategies and Outline Specification Initiate Chan e Control Procedures Prepare stag Desi n Programme Develop architectural and en ineering technical desi n Prepare and coordinate desi n team Buildin Systems information Prepare and inte rate specialist subcontractor Buildin Systems Prepareinformationstage Desi n Pro ramme Specialist subcontractor desi ns are prepared and reviewed durin Sta Finalise Site Logistics Manufacture Building Systems and construct Monitorbuilding progress against Construction Pro ramme Inspect Construction Quality Resolve Site Queries as Undertakerequired Commissionin of PreparebuildingBuildin Manual Buildin handover tasks bridg Sta es and as set out the Plan for Use Strateg Hand over buildin in line with Plan for Use Strate y Undertake review of Project Performance Undertake seasonal Commissionin Rectify Completedefectsinitial Aftercare tasks including li ht touch Post Occupancy Evaluation Implement Facilities Management and Asset Mana ement Undertake Post Occupancy Evaluation of building performance in use Verify Project Outcomes including OutcomesSustainability Adaptation of buildin (at the end of its useful life) triggers a new Stag 0 Core ProcessesStatutory durin the sta e: BuildinPlannin Re ulations Health and Safety (CDM) Strategic appraisal of Planning considerations Source pre-application Planning Advice Initiate collation of health and safety InformationPre-construction Obtain pre-application Planning Advice A ree route to Building Regulations compliance Option: submit outline Planning Application Review design gainst Building Regulations Prepare and submit Planning Application See Planning Note for guidance on submittin Plannin Application earlier than end of Sta Submit Buildin Regulations Application Dischar commencementpre- Plannin Conditions Prepare Construction Phase Plan Submit form F10 to HSE applicable Carry out Construction Phase Plan Comply with Plannin Conditions related to construction Comply with Plannin Conditions as required Comply with Plannin Conditions as required RouteProcurement Traditional Tender contractorAppoint Desi n & Build Sta ER CP contractorAppoint Desig & Build Sta ER Pre-contract services reement CP contractorAppoint Mana ement Contract Construction Management contractorAppoint Contractor-led ER Preferred bidder CP contractorAppoint ExchanInformationges at the end of the stag Client BusinessRequirementsCase Project InformationResponsibilityProcurementProjectProjectSiteFeasibilityBriefStudiesInformationBudetProgrammeStrateMatrixRequirements Project Brief Dero ations Signed Sta Report Project Strategies Outline Specification Cost Plan Signed Stag Report Project Strategies Updated SpecificationOutline Updated Cost Plan Plannin Application Manufacturin Information Construction Information Final Specifications Residual Project Strategies Buildin ApplicationRegulations Buildin Manual including Health and Safety File and Fire Safety Information Practical Completion certificate includin Defects List AssetInformationVerifiedInformationConstruction is required, verification tasks must be defined Feedback on FeedbackFinalPerformanceProjectCertificate from ht touch Post Occupancy Evaluation Feedback from Post Occupancy Evaluation Updated Building Manual including Health and Safety File and Fire Safety Information as necessary
Core Plan of Work Stage Boundaries: Sta es 0-4 will enerally be undertaken one after the other. Sta es 4 and 5 will overlap in the Project Pro ramme for most projects. Sta e 5 commences when the contractor takes possession of the site and finishes at Practical Completion Sta e 6 starts with the handover of the building to the client immediately after Practical Completion and finishes at the end of the Defects Liability Period Sta e 7 starts concurrently with Stag 6 and lasts for the life of the building Planning Note: Plannin Applications are enerally submitted at the end of Sta 3 and should only be submitted earlier when the threshold of information required has been met. Plannin Application is made durin Sta e 3, a midstag ateway should be determined and should be clear to the project team which tasks and deliverables will be required.
Appoint Facilities Mana ement and Asset Mana ement teams, and strateg advisers as needed Fig 5 RIBA. (2020) [chart] Fig Designing6 Buildings. (2021) [chart]
Projects span from Stag to Sta e 6; the outcome of Sta e 0 may be the decision to initiate project and Stag covers the on oin use of the building Stage Outcome at the end of the stag The best means of achievin the Client Requirements confirmedtheoutcome determines that buildin is the best means of achievin the Client Requirements the client proceeds to Sta Project Brief approved by the client and confirmed that can be accommodated on the site Architectural Concept approved by the client and ali ned to the Project Brief
Fig 7 Cornell (2018)
The automation process Manual data entry might be one of the most tedious and inefficient tasks in the corporate world. Not only does it put you to sleep, but it also wastes precious time and resources, slashing your productivity to bits.
Here’s what a workflow can look like from start to finish.
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is the process of using rule-based logic to launch a series of tasks that run on their own without any human intervention. After you establish the rules and logic, automated workflows can send emails, set up reminders, schedule tasks, trigger drip campaigns, and more — all without anyone in your team touching a single button.By leveraging self-operating processes that run manual tasks, workflow automation can help your business save time and money, diminish errors, and boost productivity.
How does workflow automation work?
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Mela Corral - Santa Cilia (Chi, 2022) [diagram]
Let’s walk through an example workflow for turning a form submission into a deal Aopportunity.websitevisitor submits a form. The action automatically enrolls the visitor in a drip campaign. It creates a new deal and sets the status to "New." The first email of the drip campaign is sent to the lead, requesting to schedule a meeting. The lead clicks through to the meeting scheduler and creates an appointment. A thank you email is sent to the lead, confirming the date and time. The CRM creates a new task and assigns it to a sales rep. The sales rep then reaches out personally, ending the automated workflow.
Fortunately, there’s technology that can automate these mind-numbing tasks, eliminating human error and letting you focus on the work that actually matters — workflow Workflowautomation.automation
Workflow automation typically relies on a series of if/then statements to trigger another task. It then branches off depending on the action that was taken by a lead, employee, or another stakeholder.
According to Zapier, 94% of workers perform time-consuming, repetitive tasks.
- Santa Cilia 1710 Best
Ziflow boasts over 1,200 file types supported, SOC2 compliance and capabilities like automated workflow, rich comment threads, auto compare, version management, and integrations with leading project management solutions. They have mark-up tools like realtime discussions threads, shapes/arrows, @-mentions, and change management for audits.
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Users can collaborate with their teams. Share files and deliverables with clients and control what they can access with permissions. Collect approval, feedback, or customer information with custom branded forms. ClickUp also offers multiple views and templates for building and managing your creative workflow or getting projects started. Task management features include task checklists, subtasks, and task templates, as well as the ability to filter, sort, search for, easily reorder, and view tasks in the manner most convenient for the team.
Overviews (1)
Ziflow integrates with Slack, Clarizen, monday.com, Microsoft Teams, JIRA, Dropbox, Trello, Google Drive, and Asana Wrike Best for scaling organizations. Wrike is an award-winning creative project management software suitable for teams of five or more. Users can customize their workflows, dashboards, reports, and request forms with this highly configurable software. You can switch between Kanban boards, interactive drag-anddrop Gantt charts, and traditional workload views to visualize priorities. Wrike features customizable briefs and request forms, visual and customizable workload management, space for team members to provide feedback, and reporting and analytics.
Wrike has an easy-to-use interface and navigation with distinct spaces, folders, and tasks. You can switch between the home screen and timesheets, dashboards, calendars, reports, and a stream for notifications and messages. Users also have access to a variety of templates for commonprocesses.organizational
Mela Corral Creative Project Management Software
Users can also create Gantt charts, calendars, and timelines to visualize tasks.
ClickUp also includes features for creating, sharing, and collaborative editing for documents and files.
Ziflow Deliver exceptional creative work with the leading creative collaboration platform for agencies and brands. Ziflow is the leader in online proofing and creative project management. Ziflow is currently used by creative project management teams from Showtime, Splash Worldwide, AWS, Hilton, Weber Grills, WeatherTech, Olly, and Everyday Health.
monday.com Best for annotating and versioning Monday offers a range of tools that creative professionals will benefit from, including monthly and annual expense tracking, a recruitment tracker for HR, easy editorial and blogging planning, competitor analysis, the management of marketing projects, onboarding processes, creative requests and more. Easy, visual and intuitive.
ClickUp Best free plan for creative project management software ClickUp is a creative project management tool software that offers built-in creative features for every step in the design process.
Screendragon Best creative operations project management solution designed for high-performing in-house & agency teams Screendragon’s user interface is easy-to-use and allows users to custom-brand the interface. It covers all aspects of creative project management with features for SOW creation, creative briefs, project management, visual proofing, file sharing, review and approval workflows, resource management and forecasting, and financial tracking. Creative teams can visualize and manage tasks through interactive Gantt charts, Kanban boards, or list views. Screendragon’s integrated budget module makes it super easy to create estimates and track expenses for the lifecycle of the creative project.
Monday allows you to easily collaborate with freelancers and third parties by sharing the same project “boards” and has many options for interface customizability to help navigate the uniques ins and outs of your workload.
Screendragon also has powerful features to help streamline creative production workflows including version control, advanced routing capabilities, ability to automate approvals, and more.
Optional integrations include DropBox, Excel, Google Calendar, Google Drive, Integromat, Slack, Trello, Pipedrive, Jira, Mailchimp, and even more through Zapier.
(Aston, 2022)
(2)
Nuvro software for project collaboration, planning, monitoring, with features geared towards distributed teams Nuvro’s self-appointed stance is that they are neither too lean of features, nor too complex for the average user. This makes them uniquely oriented to assist creative teams that may not be tech-savvy when it comes to automated project management systems. They offer visual progress monitoring, from,Thatcalendars,messagingmanagement,collaborativeperformanceindividualreports,documentaninternalsystem,workloadfilesharing,onlinenotes,andmore.beingsaid,itismissingafewobviousprojectmanagementmust-havesthatcreativeteamscouldbenefitsuchastimeandexpensetracking,agilemethodologies,andresourcemanagementfunctions.NuvrocanIntegratewithDropbox,MicrosoftOffice,Slack,andover1000othertoolsthroughZapier.
While they have many tools you would expect from project management software for creative teams, they excel in organizationalcompletionthroughintegratesorganization.ClientFlowcommunicationwithTwitter,Gmail,GoogleDrive,Facebook,DropboxandmanymoreZapier.Notably,theyarelackinginbudgetmanagement,cost-to-tracking,milestonetracking,portfoliomanagement,andcommontoolslikeGanttcharts.
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Clean, efficient
10 Creative Project Management Software Overviews
and
Hive’s time-tracking, analytics and flexible view capabilities allow for automatedyourmembersunderstandingtransparentofotherteamworkandupcomingprojects.YoucanorganizeprojectsinaGanttchart,Kanbanboard,calendarandeasilyswitchbetweeneachlayout.Customdesignedworkflowsarealsopossible,alongwithresourcetrackingandteamcommunicationandcollaboration.
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FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
(Magicad, 2022) Fig 1 Mela
(2022) [Photograph]
In order to avoid conflict and delays brought on by the crash of different methods, the work plan that needs to be designed must be tailored to the policies of the nation where the project will be put in place.However, a preliminary phase of planning and a brief will be added, similar to the Italian model, in order to better clarify these stages and improve communication between the client and the design team. Corral.
Plan of works FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 PROJECT INFO: THE POD EXPERIENCE FOR NOBLE ISLE. CHRISTMAS CAMPAIGN Project The Pod Experience Budget Allocated Estimated Actual Over/Below Project Manager Mela Corral Fit Out 35000 37180 37180 2180 Time frame 60 DAYS Design 5000 2940 2422 -2578 Budget 45000 Cosntruction Management 5000 6700 5380 380 Date 1/9/22 Total 45000 46820 44982 -18
FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 THE POD EXPERIENCE : BUDGETING STAGE TASK PROJECT MANAGEMENT COMPANY ESTIMATED COST ACTUAL COSTS RESOURCES MATERIAL H/LAB R/H TOTAL H/LAB R/HR TOTAL FEASIBILITYECONOMICALTECHNICAL/ ESTABLISH PROJECT OUTCOMES MELA FUTURA 17 NONE 1 70 70 0,50 70 35 CREW MEETING PROJECT OUTLINE MEETING MELA FUTURA 17 NONE 1 70 70 1 70 70 CREW MEETING KICK OFF MEETING SONIA & MELA FUTURA 17 NONE 1 70 70 1 70 70 CLIENT/CREW MEETING PROJECT OUTCOME SONIA & MELA FUTURA 17 NONE 1 70 70 1 70 70 CREW MEETING PREPARE INITIAL PROJECT BRIEF SONIA & MELA FUTURA 17 NONE 0,5 70 35 0,5 70 35 CREW PROJECT PLAN SONIA & MELA FUTURA 17 NONE 1 70 70 1 70 70 KEYNOTE/CREW/MACBOOK BASIC PROJECT CONCEPT DESIGN MELA FUTURA 17 NONE 2 70 140 1 70 70 WHITEBOARD/CREW/ MEETING COST INFORMATION MELA FUTURA 17 NONE 1 70 70 0,5 70 35 SUPPLIERS SURVEY/CREW/INTERNET PRESENTATION MEETING SONIA & MELA FUTURA 17 NONE 1 70 70 0,5 70 35 CLIENT/CREW/NOTES REVIEW PROJECT PLAN & INPUTS MELA FUTURA 17 NONE 1 70 70 0,5 70 35 CLIENT/CREW/NOTES FINAL PROJECT BRIEF MELA FUTURA 17 NONE 1 70 70 1 70 70 CREW DEVELOPED DESIGN MELA FUTURA 17 NONE 2 70 140 2 70 140 CREW PRESENTATION MEETING SONIA & MELA FUTURA 17 NONE 1 70 70 0,6 70 42 CLIENT/CREW/MACBOOK/PROJECTOR COSTS INFO REVIEW SONIA & MELA FUTURA 17 NONE 1 70 70 0,5 70 35 SUPPLIERS SURVEY/CREW/NOTES PROJECT SCHEDULE REVIEW SONIA & MELA FUTURA 17 NONE 1 70 70 0,5 70 35 CLIENT/CREW MEETING APPROVAL SONIA FUTURA 17 NONE 1 70 70 0,5 70 35 CLIENT/CREW MEETING FF&E APPROVAL MELA FUTURA 17 NONE 3 70 210 0,5 70 35 CLIENT/CREW MEETING PROJECTEXECUTION TECHNICAL DESIGN METALWORKS ELENA & SONIA FUTURA 17 NONE 1 70 70 1 70 70 AUTOCAD 2023/3DSMAX/VRAY CARPENTRY ELENA & SONIA FUTURA 17 NONE 1 70 70 1 70 70 AUTOCAD 2023/3DSMAX/VRAY ELECTRICS ELENA & SONIA FUTURA 17 NONE 1 70 70 1 70 70 AUTOCAD 2023/3DSMAX/VRAY ASSEMBLY ELENA & SONIA FUTURA 17 NONE 1 70 70 1 70 70 AUTOCAD 2023/3DSMAX/VRAY TENDER DOCUMENTATION SEND MELA FUTURA 17 NONE 1 70 70 1 70 70 MACBOOK/TEMPLATE/INTERNET TENDER DOCUMENTATION RETURN MELA FUTURA 17 NONE 1 70 70 1 70 70 MACBOOK//INTERNET SUB CONTRACTING MELA FUTURA 17 NONE 1 70 70 1 70 70 MACBOOK//INTERNET/CONTRACT TEMPLATE TECHNICAL MEETING SUB CONTRACTORS MELA FUTURA 17 NONE 1 70 70 1 70 70 CONTRACTORS/CREW/MACBOOK/PROJECTOR REVIEW TECHNICAL PLANS & APPROVAL MELA FUTURA 17 NONE 0,5 70 35 0,5 70 35 CONTRACTORS/CREW/CLIENT /PROJECTOR/MACBOOK FINAL APPROVAL FF&E MELA FUTURA 17 NONE 0,5 70 35 0,5 70 35 SUPPLIERS TENDER/CREW/CLIENT /PROJECTOR/MACBOOK FINAL TENDER & APPROVAL FOR COSTS MELA FUTURA 17 NONE 0,5 70 35 0,5 70 35 CONTRACTORS TENDER/CREW/CLIENT /PROJECTOR/MACBOOK PROJECT TIMELINE SONIA FUTURA 17 NONE 1,5 70 105 1,5 70 105 CLIENT/CONTRACTOR/CREW MEETING/DOCS CONSTRUCTION PREBUILD PROCESS: ORDERING FF&E ORDERING HPL FOR CABINETRY & MODULES OVERLAY MELA FUTURA 17 NONE 0,5 70 35 0,5 70 35 GANNT CHART/MACBOOK ORDERING MDF FOR RECEPTION DESK/ CABINETRY SONIA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING CURVER MDF SONIA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING INSULATING ROCKWOOL MELA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING CABINETRY BUILDING SONIA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING METAL OVERLAY MELA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING LIGHTBOXES SONIA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING ROLL-UP BLIND WITH LOGO ELENA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING ELECTRIC VENTILATION SYSTEM FANS SONIA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING SEAWEED CARPET ELENA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING TUFTED PANELS MELA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING LIGHTBOXES SONIA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING BT SPEAKERS ELENA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING PENDANT LIGHTS SONIA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL ORDERING LED PANELS FOR CABINETRY ELENA FUTURA 17 NONE 0,5 70 35 0,5 70 35 PHONE/EMAIL/INTERNET/ MACBOOKS/JOURNAL POP UP- PRE CONSTRUCTION BRIEF MELA FUTURA 17 NONE 1 70 70 1 70 70 CREW MEETING INFORMATION FOR CLIENT & SUB CONTRACTORS MELA FUTURA 17 NONE 1 70 70 1 70 70 EMAIL TO ALL WITH ATTACHMENTS SET UP SITE OFFICE MELA & SONIA FUTURA 17 NONE 1 70 70 1 70 70 MACBOOK/INTERNET/ PHONE/DESK MATERIAL & BUILD CDM/H/LAB DESIGNER CDM (SONIA) TOTAL CDM/H/LAB R/HR TOTAL BUILDING PROCESS ALUMINIUM FRAMES TRADESMEN ALUMINIOS CORTIZO 16650 25 30 750 20 30 600 SUPPLIER MATERIAL & EQUIPMENT HPLL/MDF TRADESMEN MADERAS ALTOARAGÓN 4450 20 30 600 10 30 300 SUPPLIER MATERIAL & EQUIPMENT INSULATING PANELS TRADESMEN CONSTRUCCIONES BG 7500 10 30 300 7 30 210 SUPPLIER MATERIAL & EQUIPMENT ELECTRIC /LAN WIRING TRADESMEN CONSTRUCCIONES BG 250 6 30 180 7 30 210 SUPPLIER MATERIAL & EQUIPMENT MDF INSTALLATION TRADESMEN CONSTRUCCIONES BG 4450 20 30 600 12 30 360 SUPPLIER MATERIAL & EQUIPMENT SEAWEED LINING TRADESMEN BIBIANA DECO SL 600 8 30 240 4 30 120 SUPPLIER MATERIAL & EQUIPMENT TUFTEF PANELS TRADESMEN BIBIANA DECO SL 950 10 30 300 5 30 150 SUPPLIER MATERIAL & EQUIPMENT LIGHTBOXES TRADESMEN TAVLICA S.L. 200 12 30 360 6 30 180 SUPPLIER MATERIAL & EQUIPMENT PENDANT CEILING WITH LIGHTPOINTS TRADESMEN CHRISTIAN MUTHI SL 600 8 30 240 8 30 240 SUPPLIER MATERIAL & EQUIPMENT WALL CABINETRY TRADESMEN CHRISTIAN MUTHI SL 200 24 30 720 20 30 600 SUPPLIER MATERIAL & EQUIPMENT CENTRAL DISPLAY TRADESMEN CHRISTIAN MUTHI SL 200 8 30 240 8 30 240 SUPPLIER MATERIAL & EQUIPMENT RECEPTION DESK TRADESMEN CHRISTIAN MUTHI SL 100 8 30 240 8 30 240 SUPPLIER MATERIAL & EQUIPMENT JBL PORTABLE SPEAKERS TRADESMEN ARATRONIC SLU 180 2 30 60 2 30 60 SUPPLIER MATERIAL & EQUIPMENT ROLL UP BLIND TRADESMEN TOLDOS SERRANO 200 4 30 120 4 30 120 SUPPLIER MATERIAL & EQUIPMENT TRANSPORTATION TRADESMEN HUARTE S.A 650 30 50 1500 30 50 1500 2 DRIVERS + VEHICLE(TRUCK W/PLATFORM&LIFT) PRODUCT DELIVERY NOBLE ISLE NOBLE ISLE 0 2 0 0 2 0 0 SUPPLIER MATERIAL SHOP DECORATION NOBLE ISLE NOBLE ISLE 0 2 0 0 2 0 0 SUPPLIER MATERIAL END OF WORKS & HANDOVER ON SITE INSPECTION SITE VISIT SONIA & MELA ALL 0 1 25 25 1 25 25 NONE FINAL INSPECTION FOR DEFAULTS ELENA & SONIA ALL 0 1 25 25 1 25 25 NONE PREPARE HAND OVER DOCS MELA FUTURA 17 0 1 25 25 1 25 25 DOCS & BILLING HANDOVER FINAL REVIEW OF ADDITIONAL COSTS MELA FUTURA 17 0 1 25 25 1 25 25 DOCS & BILLING ASSEMBLY STAFF TRAINING ELENA MELA 3 50 150 3 50 150 KEYNOTE/MEETING/PROJECTOR
NOBLE ISLE: THE POD EXPERIENCE PLAN OF WORKS STAGE TASK AUG SEPTEMBER OCTOBER NOVEMBER DETAILS WEEK 1 WEEK 2 WEEK3 WEEK 4 WEEK 5 WEEK 6 WEEK 7 WEEK 8 WEEK 9 WEEK 10 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 DESIGN STAGES LEADTIME: 22 DAYS FEASIBILITYECONOMICALTECHNICAL/ ESTABLISH PROJECT OUTCOMES PROJECT OUTLINE MEETING KICK OFF MEETING PROJECT OUTCOME PREPARE INITIAL PROJECT BRIEF PROJECT PLAN BASIC PROJECT CONCEPT DESIGN COST REVIEWPRESENTATIONINFORMATIONMEETINGPROJECTPLAN& INPUTS FINAL PROJECT BRIEF DEVELOPED APPROVALPROJECTCOSTSPRESENTATIONDESIGNMEETINGINFOREVIEWSCHEDULEREVIEW milestones FF&E APPROVAL milestones PROJECTEXECUTION TECHNICAL DESIGN ASSEMBLYELECTRICSCARPENTRYMETALWORKS TENDER DOCUMENTATION SEND TENDER DOCUMENTATION RETURN SUB CONTRACTING IMAGENIC TECHNICAL MEETING SUB CONTRACTORS REVIEW TECHNICAL PLANS & APPROVAL milestones FINAL APPROVAL FF&E milestones FINAL TENDER & APPROVAL FOR COSTS milestones PROJECT TIMELINE CONSTRUCTION PREBUILD PROCESS: ORDERING FF&E ORDERING HPL FOR CABINETRY & MODULES OVERLAY ORDERING MDF FOR RECEPTION DESK/ CABINETRY ORDERING CURVER MDF ORDERING INSULATING ROCKWOOL ORDERING CABINETRY BUILDING ORDERING METAL OVERLAY ORDERING LIGHTBOXES ORDERING ROLL-UP BLIND WITH LOGO ORDERING ELECTRIC VENTILATION SYSTEM FANS ORDERING SEAWEED CARPET ORDERING TUFTED PANELS ORDERING LIGHTBOXES ORDERING BT SPEAKERS ORDERING PENDANT LIGHTS ORDERING LED PANELS FOR CABINETRY POP UP- PRE CONSTRUCTION BRIEF milestones INFORMATION FOR CLIENT & SUB CONTRACTORS SET UP SITE CONSTRICTIONOFFICEMANAGEMENT IMAGENIC LEAD & DELIVERY TIME: 20 DAYS BUILDING PROCESS ALUMINIUM MODULES OUTERSHELL MDF INSULATING PANELS ELECTRIC /LAN WIRING INNER SEAWEEDMDFLINING STAPLES ATTACHED TO AVOID GLUE VOCS & SMELL TUFTEF PENDANTLIGHTBOXESPANELSCEILING WITH LIGHTPOINTS CONTRACTORS MANUFACTURING WALL TRANSPORTATIONROLLJBLRECEPTIONCENTRALCABINETRYDISPLAYDESKPORTABLESPEAKERSUPBLIND INCLUDES RECEPTION & ASSEMBLY DIRECTION AT 4 DESTINATIONS BRAND PRODUCT DELIVERY SHOP DECORATION END OF WORKS & HANDOVER ON SITE INSPECTION SITE VISIT milestones FINAL INSPECTION FOR DEFAULTS PREPARE HAND OVER DOCS HANDOVER FINAL REVIEW OF ADDITIONAL COSTS milestones ASSEMBLY STAFF TRAINING 3 DAYS FOR UNFORESEEN ISSUES 17 EXECUTION TIME LEAD TIME
Concept board FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17
All I have left is a haze, a shimmering, wonderful haze;but the trees, the sky and the water, all that has vanished. It was never there,not even before it belonged to me. "
“Everything seemed so beautiful to me, so much more beautiful than the things in the city, that everyyear I repeated to myself: "Anna, you never saw anything as beautiful as this, try to remember it,try to memorize allthe wonderful things you are seeing and in this way they will always be with you, even when youcan no longer see them". I don't think I ever looked at the world as intently as I did on thosetrain rides north. I wanted everything to belong to me, all the beauty to become part of myself, andI remember how I was trying to remember it, trying to save it for later, to catch it for when Ireally needed it. But the strange thing is that none of it remained with me, I have tried with all myheart, but in some way or another I always end up missing it, and in the end all I remember weremy struggles to hold it. Things passed too quickly, and the minute I would catch a glimpse of them,they were already vanishing from my mind, replaced by others that would disappear before I even had a chance to see them.
Paul Auster “In the country of the last things”
Fig 9 Corral. (2022) [Render]
Paul Auster “In the country of the last things”
Everything seemed so beautiful to me, so much more beautiful than the things in the city, that every year I repeated to myself: "Anna, you never saw anything as beautiful as this, try to remember it, try to memorize all the wonderful things you are seeing and in this way they will always be with you, even when you can no longer see them". I don't think I ever looked at the world as intently as I did on those train rides north. I wanted everything to belong to me, all the beauty to become part of myself, and I remember how I was trying to remember it, trying to save it for later, to catch it for when I really needed it. But the strange thing is that none of it remained with me, I have tried with all my heart, but in some way or another I always end up missing it, and in the end all I remember were my struggles to hold it. Things passed too quickly, and the minute I would catch a glimpse of them, they were already vanishing from my mind, replaced by others that would disappear before I even had a chance to see them.
Fig 10 Corral. (2016)[Photograph] Fig 11 Unknown (2021) [Photograph] Fig 12 Noble Isle (2020) [Photograph] Fig 13 Fig 14 Fig 15 Fig 16 Fig 17 Fig 15 COTLIN (2022) [Photograph] Fig 16 ALUMINIOS CORTIZO (2022) [Photograph] Fig 17 FABFAB (2022) [Photograph] Fig 13 EGGER (2022) [Photograph] Fig 14 EGGER (2022) [Photograph] FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17
All I have left is a haze, a shimmering, wonderfulhaze; but the trees, the sky and the water, all that hasvanished. It was never there, not even before itbelonged to me.”"
References FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
Designing Buildings Wiki (2022) Cost control in budgeting design and construction (Online) Available at: https://www.designingbuildings.co.uk/ Last Access 09/08/22 Gibbs, J. (2005). Interior Design Portfolio Series, Laurence King Publishing, PP 93-96 Gardners books, 2005 Guerin, D.A. and Martin, C.S. (2010) The Interior Design Profession's Body of Knowledge and its Relationship to People PP-153-156 . College of Design, University of Minnesota. Hansen, L. (2021) “What Is a Gantt Chart?” (Online ) Available at:https://project-management.com/what-is-a-gantt-chart/ Last access 9/08/22 Mustapha, A.A. (2019) Framework for Interior Design Work Development Plan in Malaysian Context. (Online) PhD Thesis in Universiti Teknologi MARA (UiTM) Shah Alam, Malaysia. Last Access Nielson,09/08/22K. J., and Taylor, D. A. (2006) Interiors: An introduction, USA, Brown and Benchmark Noorhani, A.N.M. (2016). A Developed Project Management Competency for Interior Design Professional Practice. PhD Thesis of University Teknologi MARA (UiTM), Malaysia. Pile, J.F. (2007) Interior design. Englewood Cliffs, NJ: Prentice-Hall, Inc. RIBA (2020) Plan of Work 2020 Overview Published by RIBA, 66 Portland Place, London, W1B 1AD. (Online) Available at: https://www.google.com Last Access 09/08/22 Terol, C (2021) The information management process in ISO 19650-2 and its sub-processes (online) Available at: https://www.globalcad.co.uk Last Access 09/08/22 Thakur, M (2021) Project Budget Template (Online) Available at: https://www.wallstreetmojo.com/project-budget-template/ Last Access 09/08/22 Yakeley, D. and Yakeley, S. (2010) The BIID Interior Design Job Book: How to Run a Project. London: RIBA Publishing, 2010 -
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CIC Scope of Services explained (Online) Available at: https://www.cic.org.uk/uploads/files/old/cicservicesexplained.pdf
Designing Buildings Wiki (2018) Outline Work Plan (ONLINE ) Available at: https://www.designingbuildings.co.uk/wiki/Design_and_build:_outline_work_plan Last access 9/08/22
Designing Buildings Wiki (2021) Milestones (Online) Available at: https://www.designingbuildings.co.uk/ Last Access 09/08/22
Agga- Hossein, M (2018) Soft Landings fFramework 2018. Six phases for better buildings“Available at: https://www.google.com/ Last Access 09/08/22 Aston, B. (2022) 10 Best Creative Agency Project Management Software [2022] (online) Available at: https://thedigitalprojectmanager.com Last Access 09/08/22 Binggeli, C. (2007) Interior design: A survey. Hoboken, NJ: John Wiley & Sons. 109 Cooperative Research Centre for Construction Innovation, CRC. (2004). A Project Report; Building Procurement Methods. Pty. Ltd. Australia. Last access 9/08/22 Chi, C. (2022) Workflow Automation Explained & 6 Best Workflow Software for 2022 (Online) Available at: https://blog.hubspot.com/marketing/workflow-automation Last Access 09/08/22
FUTURA DEZASETE DESEÑO Mela Corral
Designing Buildings Wiki (2022) Budget for building design and construction projects (Online) Available at: https://www.designingbuildings.co.uk/wiki Last Access 09/08/22
accountlearning.com (2022) Elements of a successful budgeting (Online) Available at: https://accountlearning.com/elements-of-a-successful-budgeting/ Last Access 09/08/22
Santa Cilia 17 MELA CORRAL 72546664
Fig 1 Corral, M. (2022) [photograph] Fig 2 Project-Management.com. (2022) [chart] (Online) Available at: https://project-management.com/wp-content/uploads/2021/03/gantt-screenshot.jpg Last Access 09/08/22 Fig 3 Unknown (2022) [chart] (Online) Available at: https://www.gantt.com Last Access 09/08/22 Fig 4 Wallstreetmojo (2022) [chart] (Online) Available at: https://cdn.wallstreetmojo.com/wp-content/uploads/2019/12/Project-Budget-Template.png Last Access 09/08/22 Fig 5 RIBA Plan Of Work (2020) [chart] (Online) Available at: https://www.google.com/ Last Access 09/08/22 Fig 6 Designing Buildings (2021) [chart] (Online) Available at: https://www.designingbuildings.co.uk/w/images/8/81/Comparison_of_work_stages_2.png Last Access 09/08/22 Fig 7 Cornell (2018) Task reminder workflow [diagram] (Online) Available at:https://blog.hubspot.com Last Access 09/08/22 Fig 8 Magicad (2022) BIM Guidebook table 1 [chart] (online) Available at: https://www.magicad.com/ Last Access 09/08/22 Fig 9 Corral,M. (2022) [Render] Fig 10 Corral, M. (2016)[Photograph] Fig 11 Unknown (2021) [Photograph] Available at: https://www.elinvernaderocreativo.com Last Access 09/08/22 Fig 12 Noble isle (2021) [Photograph] Available at: https://wolseylodges.com/wp-content/uploads/2021/02/Noble-Isle-Brand-Presentation-January-2021.pdf Last Access 09/08/22 Fig 12 Corral, M (2022) Halifax natural Oak EGGER [Photograph] Fig 13 Corral, M (2022) black Thermo Oak EGGER [Photograph] Fig 14 Corral, M. (2022) Medas Contract Seaweed carpet [Photograph] Fig 15 Aluminios Cortizo RAL 1036 [Photograph] Fig 16 Corral, M. Fab Fab Como Beige 35 fabric [Photograph] FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 MELA CORRAL 72546664
FUTURA DEZASETE DESEÑO Mela Corral - Santa Cilia 17 click me