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THE INTERIOR DESIGN REFERENCE & SPECIFICATION BOOKBy Chris Grimley and Mimi Love

1. Introduction

Managing an interior design project requires as much creativethoughtfulness as the design itself, and the best projects begin witha careful planned project schedule.

A project process is broken down into distinct phases to establishdecision-making milestones, both within the design team and withthe client.

As the beginning of the design process, innumerable optionspresent themselves, but as the design progresses, the number of

options gradually reduces as the project gets around specificthemes and configurations.

2. Whatever the scale of the project, four basic elements must beconsidered from the beginning, and are determined usually by boththe client and designer in collaboration.

Project Site

A client engages a designer once a site or space is in hand. Itis then the designers task to analyse the space to ensure thatit will meet the clients needs.

Programming

Programming is critical to the design process because it ishere that the clients problems and goals are clearlyidentified. Ideally, the program serves as a core map fromwhich design objectives, spatial adjacencies and buildingconstraints are elaborated.

Programming is the process of defining the needs of thosewho will use the space, in advance of creating the design.This exercise evaluates the functional performance,opportunities and constraints of the existing space. Further theprogram should articulate what spaces, features or attributesmust be added to improve functionality and give anappropriate and compelling character to a space.

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The programmatic goals should be precisely qualified in abrief, the written document that outlines all functional,dimensional and relationship requirements.

This list of objectives will form the basis for evaluating designsolutions in subsequent phases of the project.

Programming can be broken down into three central types ofactivities:

o Gathering Information- Collect floor plans- Visit site with client- Report field observations

-

Determine client structure and end usesWho makes the decisions?Who sues the spaces?

- Compile information on client(Clients mission, organizational structure, futuregoals, etc.)

- Interview client representatives and end users

o Analysing Information- Analyse interview notes- Create bubble diagrams of ideal spatial

relationships- Determine staff counts and future projections- Develop lists of type and quantity of spaces- Define specific needs within a given space (i.e.

storage for a specific number of files)- List issues that need clarification or resolution

o Documenting Information- Document clients mission and project goals - Summarise program for current needs and future

growth- Include meeting notes from interviews- Obtain client approval on program and

projections- Compile report

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Some records of the Programming process must be madee.g. in the form of a filled-in questionnaire, a detailedinterview or an inventory that defines the micro-deterministic

issues (such as number and types of shoes within a closet).

For larger projects, the designer must listen to and put in ordercriteria from a broad range of stakeholders.

Often the interior designer must synthesize conflictinginformation and make recommendations to the client thatcan have policy implications beyond physical planning.

Documentation is essential. In all cases, the designer is

required to prioritise wish lists to make meaningful and finitedesign decisions.

Good communication is key to articulating the program andmanaging expectations for the design phase. A lack ofunderstanding the goals at this stage may result in costoverruns during the construction phase, or even moredetriment, a project that does not meet the clients basicneeds.

Schedule

An ideal project schedule specifies not only the designersresponsibilities, but also the important decisions to be madeby the client, as well as the critical role of the contractor as amember of the team.

The schedule should address all of the project milestones, inthe form of a checklist, and assign to a team member theprimary responsibilities for oversight.

Schedules should include, but not limited to:o Establishing the time frame for executing contracts and

acquiring existing condition surveyso Defining the length of design phaseso Receiving concept design and budget sign-offo Bidding and negotiating with contractorso Obtaining permitso Defining construction duration

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o Fixing a move-in dateIf the date of moving in is already known, it is best towork backward from this date to determine theduration of each milestone.

Illustration of Checklist

Contract NegotiationProgramming / Pre-DesignInterior SurveyPresentation of Design ConceptsApproval of Design ConceptSchematic DesignConceptual Price EstimateReview and Approval / Design Sign-Off

Construction DocumentsBids and NegotiationsAward ContractAcquisition of PermitsMobilisation of SiteConstruction AdministrationInstallation of Furnishings

Reviewing the overall timeframe against the checklist ofactivities will determine its reasonableness. It is also importantto research the duration of the regulatory and approvalsprocesses in the local area because they often consumemore time than expected.

Budget