Should design institutes add the role of “conditional collection officer”?
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In design firms, sometimes during the execution of a project, a certain department is unable to submit the required information to the departments that work downstream within the specified time frame, which delays the overall progress of the project. To meet deadlines, some departments end up providing information that does not meet the required standards (in terms of quality or depth) to the downstream departments. (Generally, project managers do not review the content of this information, as they lack the time for it; moreover, project managers cannot be experts in every single department.) I wonder whether it would be useful to introduce a role dedicated to ensuring that information is delivered on time between different departments, thereby helping to maintain the project schedule. Such a person would need to have an understanding of both the upstream and downstream departments in order to ensure that the quality and depth of the information provided are satisfactory. I think this role has some aspects that are similar to the responsibilities of a project manager, but at a deeper level than those of a project manager; it also has aspects similar to the functions of a document control specialist in a large design firm, yet at a deeper level than what such a specialist does. Please share your opinions... This post was last edited by hutom123 on 2009-3-13 16:52.]
The original poster asked this question; it’s probably something said by a layperson in the field of design. Design, verification, review, and three levels of signature – aren’t these just requirements for accelerating the process?
During the project implementation process, the status of the project manager should be recognized first. To resolve your issue, it is first necessary to clarify the requirements for different stages in each specialty, and to implement strict three-level review processes. Otherwise, the person in charge of tracking these requirements will end up acting like a sort of omnipotent manager, and in the end, they might be the one who suffers the most. Aren’t all large-scale projects nowadays managed through software for collaborative design? Could you share some experience in this regard?
There is progress control, and there’s also a design manager!!
What was said upstairs is correct: the prompt delivery of requirements should be the responsibility of the project manager (design manager) and the schedule engineer. As for the quality of these requirements, the respective roles of design, verification, and review are responsible for ensuring it. Additionally, those who receive the requirements must check whether they meet the specified standards; otherwise, they can reject them. If the project manager (design manager) does not have time to handle such tasks, they can delegate them to someone else (their assistant). This post was last edited by fanxh on 2009-3-12 11:44]
It’s quite necessary; sometimes, having to keep pushing for a file is exhausting, as the progress is too slow.
If the design firm is very large, it is necessary; but for smaller firms, in my opinion, appropriate coordination by the project manager or the project management department is sufficient. If there is no proper understanding among the different teams and no sense of professionalism, then it’s useless to try to force things by using threats or pressure
Haha, if such a person existed, they would die in a horrible way
This is the job of a project manager, and it’s a very important job! As a project manager, communication is the most important aspect of their work. As for not knowing the specifics of the field, there should be a design manager. Moreover, as a project manager, one should generally understand the professional issues involved. Collection agents lack authority and professionalism; if they understood all fields, how could they possibly work as collection agents? :)
What can so-called collection agents do anyway? Asking upstream specialties for conditions? Or coercion and intimidation? Do you have any trump cards? If there were, the project manager wouldn’t be in such a difficult position.
The control of schedule time is managed jointly by the design manager and the planning engineer; in larger projects, a project engineer is also involved. The control of conditional quality is carried out by professionals through setting, calibration, and inspection. You can’t expect a \"jack of all trades\" to be able to control the requirements and depth of various specialties – that’s also unrealistic. What the project team does is to define the content and depth of the requirements as well as the plan for submitting them, so that each team leader is aware of them; thereafter, it’s a matter of following up, controlling, and making adjustments through a control process.
The project manager can work part-time. Only a design manager can play this role. The old hand doesn’t want to do it, and the young hand isn’t capable of doing it