Regardless of their size, your design firms require a set of systems that provide a defined series of workflows and decision-making processes. These can be informal or formal systems that have been developed over time, but often not documented. Some designers argue that systems hinder creative freedom and impose too many limitations on design outcomes. However, there are flexible approaches that allow designers the ability to be creative whilst working within the framework of a system. This article provides background and key considerations for design firms developing or reviewing their current systems.
Why do you need systems?
As your firm grows, with multiple people and numerous clients, it becomes increasingly stressful for both the team and the clients without a well-defined set of processes and workflows. Having systems in place for client relationships, project management, billing and finance, people, marketing, and IT is key to ensuring the business can run smoothly and continue to operate if one or two key people leave the company.
Systems can enhance design quality, increase knowledge and skill sets, improve client satisfaction, and manage risk. The primary reason for implementing systems is to establish a set of processes that are known to all, thereby increasing the likelihood that the design meets the firm’s and clients’ expectations.
Where to start?
The most daunting part of developing systems is determining where to start. You will likely already have some informal processes (usually related to design, production, and filing) and formal processes (billing, accounting, collections, and banking) in place that have been developed through necessity and have drawn upon knowledge of systems from previous workplaces. The best approach is to document both informal and formal processes using the terminology (naming, codes, etc.) you use within your firm. It is key to document who the key decision makers are in the firm during and at the end of each process. (e.g. who approves purchases? Who approves documents to be issued?).
Managing risk
Once you have your systems documented, it is at this point that you need to make key decisions such as:
- What are the risks (overspending, incorrect documents, construction errors) and at what critical points (project phases)?
- What do we need to formalise and possibly seek certification (ISO9001 Quality Management System, ISO14001 Environment Management System, etc)?
Design firms often do not understand risk until it is too late (claim or lose money) because they lack a formal, documented system that includes regular checkpoints (reviews) that reduce or eliminate risks.
Having certified systems may also enable your firm to bid for larger or more complex projects or work with clients who require accredited systems. Additionally, in some cases, holding an international certification may result in lower insurance premiums.
Key Considerations for Implementing Systems
Implementing systems is not just about managing risk and people; it is a cultural change that becomes part of the design firm’s culture. Therefore, it is essential to consult with those who will be affected by the creation of formal or informal systems, including management, finance, design teams, and your newer employees. The design firm’s culture and location(s) will also be key considerations, especially if you have employees who are not native speakers of the system language (e.g., English, Spanish, or Mandarin), and it will inform how you develop terminology and processes.
When implementing a system, it is crucial to review existing IT systems and software to determine if dedicated management software is necessary and whether it will integrate with existing software (finance, billing, and operating systems) and infrastructure (cloud, servers, etc.). This decision also depends on the firm’s size, growth plans, and investment capacity, which influence whether management software should be adopted.
Determining who has access to the systems needs to be decided before implementing any formal system. Many design firms are highly transparent when it comes to their systems and allow access for everyone, whereas other firms may place restrictions on who can access specific documents, folders, templates, client and billing information.
When implementing systems, various decisions must be made regarding business operations, design approvals, and dealing with issues. These decision processes (roles & responsibilities) need to be in place and clearly outlined. This also relates to the system itself and who makes the final decisions regarding changes (such as terminology, codes, roles, etc.).
Training and adoption are also critical to a system’s success, and there is a need to identify a leader and champions to assist with the implementation, transition and ongoing training and refreshers. Management also needs to understand the importance of the system and be provided with guidance and assistance when responding to inevitable questions from their team.
Over time, those participating in the system and the reviewers will develop a deeper understanding of the issues and risks that arise throughout the project. When an issue (error or misstep) arises, there should be a documented process outlining what occurs and who is informed, as this will enhance the design firm’s understanding of projects and help them avoid these risks in the future. The system should undergo regular reviews to ensure that the learning can be used to improve the system (continual improvement).
When to seek help?
A design firm can implement a system on its own; however, I would strongly recommend seeking the assistance of a consultant with experience in developing and implementing systems, especially if you are seeking certification (ISO 9001). Additionally, I suggest seeking the help of a consultant who has previously worked with design firms, as this requires a different approach compared to implementing a system for manufacturers or finance firms. You may also speak to other allied design firms or consultants about the lessons learned and the change management process that they undertook.
Improved Design Quality
Systems can improve design quality by enabling people to understand the processes that need to be undertaken and having a set of checkpoints in place that allow for reviews of documents, whether they be the proposal (which provides the firm funding for design ideation and production) or the final construction documents.
A system takes time to develop and implement; it should be viewed as an opportunity to improve the design firm rather than confine it. Systems can be as rigid or flexible as you prefer, but most importantly, they offer the chance to greatly enhance the quality and professionalism of a design firm.
This Article was originally published on World Landscape Architecture as Systems for Success: Enhancing Quality and Reducing Risk in Design
DISCLAIMER: This article is for educational purposes only. The content is intended only to provide a summary and general overview of matters of interest. It’s not intended to be comprehensive nor to constitute advice. You should always obtain professional advice appropriate to your circumstances, before acting or relying on any of that content. This advice is general in nature.