VDIS10015 Design Management Skills - Lecture 4

VIRTU DESIGN INSTITUTE
Written by Rachel Hawkins
Design management
skills
Visual Communication Skills
VDIS10015 - Lecture 4

VIRTU DESIGN INSTITUTE: Visual Communication Skills, VDIS10015 - Lecture 4 2
WHAT IS Design Management?
At it’s most basic, design management is the business side
of design.
Design Management requires discipline. It creates
organisational structure by using project management tools
to control and lead the creative design process, strategy and
product supply.
Design can help to give businesses a point of difference in a
competitive market. Design management’s key objective is to
establish a business environment that supports creativity and is
efficient while strategically achieving its goals through design.
Traditionally, design management was limited to the
management of design projects. It has now evolved and
includes a much larger comprehensive list of tasks that make
up the organisational process of a design project.
It includes; processes, business decisions, strategy, innovation,
communication, environment, technology, teams and
collaborators, budgets and more.
This lecture will give you the skills to manage your own
projects through this semester and into junior design roles in
the industry.
Management:
1. The act or manner of managing;
handling, direction, or control.
“Design management strives to create
understanding and awareness among
personnel at all levels that conscious actions
in even the smallest decisions are the core of
design management.”
Torsten Dahlin, President of the Swedish Industrial Design Foundation

4 functions of management
Dr Richard Daft (in the book Management,
2002) proposed that there are four functions
to management:
PLANNING > ORGANISING > LEADING
> CONTROLLING
These four functions apply whether the
management be applied to an individual,
collaborative group or an organisation.
Managing the individual could be
classified as “self-management” while the
management of a group or organisation
might be “process management”.
PROCESS MANAGEMENT
Process management extends beyond
a single project and simple ’project
management’. It involves the improvement
of processes and procedures associated
with tasks that are completed within and
organisation by groups. Fine tuning these
processes and procedures means that the
individual working within a team has clear
guidelines for their work and has a structure
to measure when reporting back. This helps
to hold individuals accountable for their work
and maintain a level of efficiency and quality
in that work.
SELF MANAGEMENT
Graphic Designers often work autonomously
on projects and it is really important to be
able to self manage. This should include
some of the following tasks; planning,
scheduling, goal setting, self development,
self evaluation, problem solving and
motivation.

As a student and in the early years of your design career
you will often work as part of a team however you will
mostly have the need for self-management skills. The
following pages will discuss skills that will be useful in
planning, scheduling, goal setting, self development, self
evaluation, problem solving and motivation. These same
skills are transferable to group collaborative work as well.
I recommend applying these management tools to your
process while working on your assessment tasks this
semester.
Let’s look at:
Project Objectives & Success Criteria
Set key project deliverable
Resources & Budgets
Time Management
Strategy & Tactics
Problem Solving
Collaboration & Motivation
Legal & Ethical Factors
SELF-management
skills & tools

At the start of a project it is really important to sit down with
your brief and start extracting the main aims of the project.
Establish what objectives need to be achieved for the design
outcome to be viewed as a success. Your project objectives can
reflect the needs of the brief and design problem but also your
own personal goals for the project. This may include a software
or drawing challenge.
At the same time, write down your success criteria. This criteria
is how you will measure and evaluate your design outcomes
and evaluate if you have been successful in achieving your
objectives. Success criteria are an affective reflection tool for
self-evaluation and self-development.
Writing down your objectives and success criteria helps to give
you clarity for the direction of your project. It also holds you
accountable for your outcomes.
A resource is any source or supply from which our project will
benefit. This may be an information based resource, materials
like paper, pen, computer and printer, or even collaborative
members of your team. Typically resources are of great value
and therefore come at a cost. We need to manage the use of
our resources but also the access to resources via a budget.
A budget is a quantitative financial plan for a defined period
of time, or in this case project. It may be as simple or complex
as required by the project. Most reflect sales volumes and
revenues, resource quantities, costs and expenses, assets,
liabilities and cash flows.
The purpose of the budget is to help in the planning of actual
operations. It forces the project manager to consider any
possible challenges and what steps should be taken avoid
or deal with them. An effective budget helps co-ordinate the
resources required for the project and a the efficient use of
those resources.
To create a budget you need to first establish your income
or money available to be spent. You then note down the
expenditure as a subtraction from the money available.
project objectives &
Success criteria
Resources & Budgets

“Time management is the act or process of planning and
exercising conscious control over the amount of time spent on
specific activities, especially to increase effectiveness, efficiency
or productivity.” http://en.wikipedia.org/wiki/Time_management
As a designer you will always be working to deadlines. The stress
and pressure of a deadline can often have a negative affect on
our creative process so it is important to work enough time into
your time line to allow for an organic creative process.
To exercise time management successfully you need to be able
to prioritise tasks in order of most important to least important
and work systematically through those tasks. The below model
explains how to prioritise tasks for better productivity.
The best way to manage your project time line is to visualize it. Create a
time line. It doesn’t have to be fancy, it can be hand-drawn or in an excel
spreadsheet. The important thing is that you break down and list all tasks
that need to be completed and then allocated when they will be down
against the projects time-frame.
Have a look at these more elaborate time line visualisations.
Time management

Time management CONT.

Time management CONT.
I have created a simple time line template for you to use.
Download the time line template from either the lecture
or resources tabs.
WEEK 1 2 3 4 5 6 7 8 9 10 11 DONE
(Tick)
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task

The notion of strategy originates from situations such as War
and Games. It is therefore defined as: a high level plan to
achieve one or more goals under conditions of uncertainty.
Although we work far from war/game like environments, our
design outcomes will need to battle it out so their messages
reach and are understood by their intended audience.
Strategy can play an important role in achieving your goals using
limited resources that are available to you.
Henry Mintzberg, born in Montreal, an internationally renowned
academic and author on business and management defines
strategy as “a pattern in a stream of decisions”.
His 1994 book, The Rise and Fall of Strategic Planning, points
out the main four ways that people think “strategically”;
1. Strategy is a plan, a “how,” a means of getting from here to
there.
2. Strategy is a pattern in actions over time; for example, a
company that regularly markets very expensive products is
using a “high end” strategy.
3. Strategy is position; that is, it reflects decisions to offer
particular products or services in particular markets.
4. Strategy is perspective, that is, vision and direction.
Strategy is concerned with the actions and resources needed to achieve
specific long-term objectives.
Tactics on the other hand are concerned with short to medium term
co-ordination of activities that work towards the larger strategy. It manages
the use of resources needed to reach that particular strategic goal.
Lastly, we have operations. Operational activities are concerned with the
immediate details of how a specific result will be achieved.
Strategy & Tactics
WHY?Strategy
Vision &
Culture
Supporting
Systems
Underpinning
Processes
Tactics
Operations
WHAT?
HOW?

Four easy steps that you can do to develop your project
strategy:
1. Evaluate
• Do your research.
• Connect the dots. Piece together the information.
• Analyzing your context and environment
• Take time to reflect. Reflect upon what you’ve learned from
your research.
2. Identifying Strategic Options
• Identify problems for solving.
• Stay flexible and open minded.
• Brainstorm all possible options.
3. Evaluating and Selecting Strategic Options
• Use your insights, not just raw information to make decisions
• Act quickly. When you see opportunity, be proactive.
4. PUT STRATEGY INTO ACTION
• Get organised. Set your time management plan into action.
• Develop tactics to achieve your strategy
• Develop tactical operations.
• Communicate your strategy to team members.
• Prioritize and delegate tasks.
Strategy & Tactics cont.

Problem-solving consists of critical thinking methods, in an
orderly manner, for finding solutions to problems. The use of
different perspectives and creative thinking techniques can
assist in finding solutions to problems. Problem solving may also
sometimes involve risk identification and then solutions for those
risks.
There are several models that can assist in problem solving.
The fishbone diagram is one commonly used for both problem
solving and risk assessment to breakdown the different aspects
of a problem.
A very useful model to follow is the Continuous Problem Solving
Model. This eight part process helps to identify the problem and why
the problem has occurred before proceeding to brainstorm solutions
and evaluate their effectiveness.
Problem solving
Fishbone Diagram
http://www.mkccc.com/TQM/Problem_solving_process.htm

Motivation is a key factor to be managed while working on a
project. It is relevant whether you are working autonomously or
collaborating as part of a team.
To manage a team of people we need to employ our four
functions of management discussed at the beginning of this
lecture. However, instead of ‘leading’ our team members in their
tasks, we want to ‘motivate’ them.
Therefore when we create management plans involving teams of
people we use the following four functions;
Planning > ORGANISING (Coordinating),
Motivating > Controlling
To work as a team successfully, each team member needs to
take on tasks of a project that make up the whole solution.
The delegation of tasks to team members is a crucial factor
in the success of the final outcome. Clear delegation of tasks
will hold team members accountable and responsible for each
activity. Each tasks need to be clearly communicated with
parameters set so tasks can be achieved and evaluated. In
setting parameters, time lines, costs and deliverables should be
addressed. A clear criteria for each task should be set in order to
successfully evaluate completion of the task.
The SMART or SMARTER acronym can be used as a model in delegating
tasks properly.
SMARTER = Specific, Measurable, Agreed/Achievable, Realistic,
Time-bound, Ethical, Recorded.
This model is proven to be effective in setting personal objectives or
agreeing on objectives and tasks with team members.
Collaboration
& motivation
SMART Goal Setting/Delegation Model
http://www.network-marketing-mlm-success-system.com/images/SMART-Goals-1.gif

Motivating a team toward a common goal can be challenging.
You need to communicate clearly what is required of each team
member. It is also necessary to take into consideration the
individuals needs and how they correlate with the project and
task needs. Encouragement and feedback is essential in keeping
a team motivated. You can be guided by “The Functional
Approach to Leadership” diagram that defines the types of
behaviors and general social areas that guide a team through a
project and how those behaviors occur. The model evaluates the
‘how’ of leadership rather than ‘who’. Under this model, all team
member can be driven to some form of leadership.
Working as an individual it is important to self-evaluate your
work. You need validation for your efforts as well as motivation
to improve on any aspects of your work that you are not satisfied
with.
Collaboration
& motivation CONT.
The Functional Approach to Leadership
http://www.sterling-selection.com/images/Figure_2.jpg

COPYRIGHT LAW
Copyright law defines the legally enforceable rights of a creators
creative and artistic works under Australian law. The scope of
copyright in Australia is defined in the Australian Copyright Act.
Designs may be covered by the Copyright Act (as sculptures or
drawings) as well as by the Design Act.
Copyright is free and automatic upon creation of the work and
belongs to the first creator of an original work.
Under Australian law, when an employee is the creator of
original work and is paid for their time, the first owner of
copyright is the employer. If the creative work is completed by
a freelancer or contractor the first copyright will belong to the
creater.
Have a read of the copyright information sheets available in the
resources tab.
Design with ethics
Ethics are a moral philosophy that define “how we should work”.
They ensure we contribute responsibly to the greater community
through our design work. It is important that our design
solutions are environmentally socially responsible. Designers
should conduct themselves honourably and honestly in their
dealings with their clients, the community and their colleagues.
legal & ethical factors
The Design Institute of Australia have a code of ethics that they expect
from their members. Some of the key points are posted here. To review the
complete Code of Ethics go to:
http://www.dia.org.au/index.cfm?id=35
Key points: DIA Code of Ethics
3 The designer’s responsibility to the community
3.1 A designer accepts a professional obligation to further the social and aesthetic
standards of the community
3.2 A designer shall act in keeping with the honour and dignity of the profession
3.3 A designer shall not consciously assume or accept a position in which personal
interests conflict with professional duty
4 The designer’s responsibility to the client
4.1 A designer shall act in the client’s interests within the limits of the designer’s
professional duties
4.2 A designer shall not work simultaneously on assignments which are in direct
competition without informing the clients or employers concerned, except in specific
cases where it is customary for the designer to work at the same time for various
competitors
4.3 A designer shall treat all knowledge of a client’s intentions, production methods and
business organization as confidential and shall not, at any time divulge such information
without the consent of the client. It is the designer’s responsibility to ensure that all
members of staff are similarly bound to confidentiality
5 The designer’s responsibility to other designers
5.1 A designer must not attempt, directly or indirectly, to supplant another designer who
has a firm commitment with a client in relation to a particular project
5.2 A designer shall not knowingly accept any professional assignment upon which
another designer has been acting without notifying the other designer
5.3 A designer must be fair in criticism and shall not denigrate the work or reputation of a
fellow designer
5.4 A designer shall not accept instructions from a client which knowingly involve
plagiarism nor consciously act in a manner involving plagiarism
5.5 A designer should avoid the speculative or competitive provision of design services for
a commercial client (referred to as free pitching).

Work health & safety
Working as a photographer and graphic designer is relatively low
risk occupation however there are some aspects of health and
safety that can be considered for best practice.
Ergonomics
Taking care of your body ensures you will be able to retain long
term efficiency in your work environment. You should consider
ergonomics as a fundamental element in your workflow. The goal
should be to establish a working environment that promotes safety
and increases productivity. We can do this by focusing on how we
use our bodies. Posture, movement, and taking the time to set up
a functional, ergonomically correct work environment will ensure
repetitive strain injuries are avoided.
Patricia Russotti & Richard Anderson, authors of the book ‘Digital
Photography Best Practices and Workflow Handbook: A Guide to
Staying Ahead of the Workflow Curve’ ergonomic “must dos” are:
• Use common sense.
• Ensure that the top of your monitor is at eye level and
directly centered in front of you.
• Position the monitor at arm’s length in front of you.
• Check that the level of your desk is approximately at your
belly button.
• Have your elbows fall at a 90-degree angle, slightly below
the desk surface, when you type. Ideally, your arm should
be supported from fingertip to elbow.
• Make sure your chair armrests are level with your keyboard.
• Keep your feet flat on the floor.
Consider the seat length of your chair in relation to your height and
size. If you sit cross legged or with one leg crossed over the other, be
sure that your back is straight and that you have proper support for your
spine. If you have two or more monitors you will need to consider how
your head and neck move.
Workspace Checklist
þ What is the pattern you use for moving your head?
þ Does the current setup force you to angle your head and neck?
þ What is the relationship between your back, spine, neck, and head
movements?
þ Then add your keyboard, mouse, and pressure-sensitive tablet.
þ Pay attention to your movements and how you feel after a long work
session.
þ Adjust elements until you can work without pain, twinges, and
annoyance
þ Some have keyboards that drop down from their desk. These allow for
height adjust ability, depending on the kind of work you are doing.Fig14.4 Example of utilizing a dropped keyboard and a pressure-sensitive tablet.
Digital Photography Best Practices and Workflow Handbook: A Guide to Staying
Ahead of the Workflow Curve. P. Russotti & R. Anderson.
Fig 14.8 An easy solution is to prop up the laptop with
something as simple as a three-ring binder.
Digital Photography Best Practices and Workflow
Handbook: A Guide to Staying Ahead of the
Workflow Curve. P. Russotti & R. Anderson.

Work health & safety cont.
Office Environment
There are health and safety risks for office spaces that house printing,
copying, and computer equipment. Discomfort or health effects may
arise if machines are poorly sited, inadequately ventilated, poorly
maintained or used by operators continually for long periods.
There have been a number of recent studies on laser printer
emissions showing they emit paper fibers, organic vapors and
inorganic gases. Excessive dry heat can also build up if too many
machines are placed in a small area, or where their use is frequent
and ventilation insufficient. This can cause discomfort to the eyes,
and the workplace can become too dry and hot. Excessive noise may
also be experienced in such circumstances, or where the machines
are old or poorly maintained. Clearing paper jams in printers and
other duplicating machinery will expose users to hot or moving
parts, sharp edges, pinch points, or exposed electrical parts. Modern
machines should have such risks designed out and should turn off
automatically upon opening of the machine. However, a machine
must always be disconnected from the power supply before opening.
Handling paper or collating copies are manual handling risks. Office
workers may also experience headache and fatigue, and nasal, eye,
throat and skin symptoms; chronic respiratory symptoms (cough,
phlegm production, chronic bronchitis, wheezing); and respiratory
infections (common colds, tonsil infections, sinus infections,
pneumonia) as a result of exposure to carbon-less copy paper (CCP),
paper dust, and fumes from photocopiers and printers (FPP)
Chemicals
Employers must carry out assessments on all hazardous chemicals
used in the workplace. If a hazard is identified, controls must be put
in place according to the preferred order. That is to eliminate the
hazardous substance, or where this not practicable, substitute it with
a less hazardous substance. If this is not practicable, control methods
such as local exhaust ventilation, and as a last resort personal protective
equipment must be used. Employers must meet the exposure limits set
for any substance used in the workplace.
Ozone: Photocopiers produce small amounts of ozone (an unstable form
of oxygen). This odorous gas is irritating to the eyes, the lungs, the throat
and nasal passages. Severe exposure can result in lung damage.
Selenium and cadmium: The photo-conductive material in photocopiers
is usually selenium. Cadmium sulphide, zinc oxide and organic polymers
are also used. Trace amounts of these materials can become airborne.
However, under normal operation, the concentrations of these pollutants
are well below those associated with health effects.
Toner materials: The main ingredient in the toner is carbon black. This
is mildly toxic - though some impurities in toners may be carcinogenic.
As currently manufactured, carbon blacks contain extremely low levels of
impurities and do not warrant concern regarding health effects.
Liquid toners: Some modern toners are in a liquid form and so rarely
irritate the skin, but exposure to solvents within them can dry and crack
the skin, and mildly irritate the eyes. The same hazards apply to the
various solvents used for cleaning duplicating machines. They also pose
a fire risk if not stored adequately. Frequent contact with toner or other
solvents may cause dermatitis or asthma.
UV Radiation: Ultra-violet radiation may also be released through the
glass plate, but at very low levels. Modern equipment does not present
a bright light hazard beyond short-term discomfort to the eyes, but it is
recommended that the photocopier lid be kept down.
Other EMR: Electro-magnetic fields (EMFs) are produced by electronic
equipment. It is recommended that workers should not stand by the
photocopier when doing long runs (e.g. 15 minutes). If it is necessary
to stand by, then at the distance should be at least 1 metre from the
photocopier.
http://www.ohsrep.org.au/hazards/ohs-reps-@-work-plant-/office-hazards-photocopiers,-printers-etc#action

VDIS10015 Design Management Skills - Lecture 4

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VDIS10015 Design Management Skills - Lecture 4