Design management är ett arbetssätt som har börjat tillämpas av allt fler företag de senaste åren, men det kan fortfarande vara svårt att förstå betydelsen av design management. I uppsatsen undersöks det vilken betydelse en design managers kompetens och position har för samarbetet mellan det designköpande företaget och en designkonsult under ett designinköp. Genom ett flertal intervjuer, utifrån både design managers och designkonsulters perspektiv, undersöks det hur samarbetet fungerar mellan dessa parter. En analys av intervjumaterial med hjälp av en teoretisk referensram bestående av design management-teori, design som en integrerad process och beslutsrollsteori har lett fram till ett antal slutsatser om design management. Några av slutsatserna är att design management, enligt teorierna, som arbetssätt inte är så vanligt och att det finns en viss samarbetsbrist enligt de intervjuade designkonsulterna, som i viss mån underlättas om design managern har kunskap om vad design innebär.

Abstract The construction industry is at a critical point in time where the construction and design of the majority of projects is now done simultaneously. If historical trends persist, then there will be an increase in the number of construction projects done concurrently with design. This empirical study describes the management of design in collaborative design and construction projects in a construction company that is dealing with an increasing number of collaboration type projects. The different roles of managers of design, the activities they undertook and conceptions that could describe the practice were researched. A major outcome of the research was the identification of seven major activities that were undertaken by the design managers. These were: 1. Coordinating Stakeholder Input 2. Coordinating Design Work with Other Work 3. Managing Design 4. Project Development Management 5. Managing Design Work 6. Selecting and Managing the Design Team 7. Managing Design Management It was found that design management went through three distinct stages in the collaborative projects: 1. An early stage comprising of mostly design development and planning activities 2. A mid stage consisting of collaborative design and construction activities 3. A latter stage, which comprised of completing the construction work Design managers also undertook activities outside of the project stages, which were considered as company based activities. In the early stages activities were orientated towards developing the project, dealing with different design solutions and setting up the project. In the mid stages activities were orientated towards obtaining design for construction, producing one design solution and keeping up with the schedule. In the latter stages activities were orientated towards dealing with design issues and maintaining design intent. Activities outside of any project were orientated towards developing personnel and company systems. The goals of each stage and the activities required to reach those goals changed the nature of design management in each stage and ultimately resulted in a change in the person required to manage the design. Design managers with the ability to establish client relationships and develop the design were required in the early stages and design managers with the ability to manage the production of design documents and deal with construction issues were required in the mid stages. Different design managers were utilised for the early and mid project stages. During the latter stages of a project, when design was practically completed, design managers had a part time or consultant type role in the projects. In order to examine design management, seven conceptions that could describe the practice of design management were explored. The conceptions consisted of, ‘brand management’, ‘design and construction integration’, ‘a division of project management’, ‘meta-design’, ‘master builder’, ‘task, flow and value management’ and ‘management of the design process’. No one single conception was observed to adequately describe everything that the design managers did. Rather each conception provided a useful perspective that adequately described design management in particular situations. For example ‘a division of project management’ more readily described situations where design managers undertook planning, cost and design production related activities. Similarly ‘meta-design’ more readily described situations where design managers were involved in design discussions. The trends of the conceptions across project stages revealed where the conceptions more readily applied. For example, ‘brand management’, ‘task, flow and value management’ and ‘master builder’ applied more in the early stages of the projects, when the design managers had to promote the company and design, determine the flow of information and had more control over the direction of the project. In the mid stages the conceptions ‘design and construction integration’ and ‘management of the design process’ more readily applied, as design process activity was increased and as construction activities required coordination with design. ‘Design and construction integration’, ‘brand management’ and ‘master builder’ conceptions applied in the later stages where construction activities were checked against the design, the construction required promotion and where the design manager dealt with quality and economic issues with the design. This research explores design management in the Civil and Process sectors of the construction company, in addition to the Building sector. Differences were found between the Building, Civil and Process sectors. In the Building sector, design managers took more ownership of a project; in the Civil sector, design managers carefully took into account stakeholder issues; and in the Process sector, design managers were more technically orientated. These insights into the management of design in integrated design and construction projects can be incorporated into management structures, personnel selection and training programs. For example, the results of this research can be used for the training and selection of design managers for the early, mid and latter stages of design and construction projects. The research can also be used as a basis for making improvements to design management. For example, current practices can be compared to the results of this research to determine which activities might need greater prioritisation. This research provides practitioners and academics with renewed ways of thinking about the management of design, based on the actual practices of design managers.

The demand for consultancy services has increased significantly since the companies began to shift from in-house staff to the purchasing of consulting services. The procurement of consul-tancy services can be considered among the most difficult service that goes to procure which means that it requires extensive knowledge of the purchaser to succeed in the process. In this report, I will examine how five public Swedish purchasers expressed their competence requirements regarding construction and design management ten years ago. I will also con-sider what type of skills they think are the most important today, and also see how the con-sultants' alleged expertise is examined. Finally, I will explain the five public purchasers thoughts on what might happen to their competence requirements in the nearest future. The report is structured in two parts where the first part is an analysis of the client's previous competence requirements. The second part consists of interviews with each individual client. The people that were interviewed all have extensive experience in project management, both from the private and public sectors. Conclusively, I will present what happened with their skills requirements over time and the likely reasons behind it, what forces that are behind changes in organizations, how the public purchasers follow up skill requirements and what they predict will happen to their skills requirements in the nearest future. / Efterfrågan på konsulttjänster har ökat avsevärt sedan många företag börjat köpa in dessa tjänster istället för att anställa egen personal. Att utnyttja konsulttjänster anses vara en av de svåraste tjänster som går att upphandla, vilket ställer krav på bred kompetens hos beställaren för att lyckas handla upp konsulter med rätt kompetens som matchar med projektens kom-plexitet. I den här rapporten undersöks hur fem svenska offentliga beställare uttryckte sin kompetens-kravsättning över bygg-och projekteringsledare tio år tillbaka i tiden. Det undersöks vilken typ av kompetens de riktar mest fokus på, samt hur konsulternas påstådda kompetens följs upp av de offentliga beställarna. Sammanfattningsvis kommer jag att redogöra för vad de fem offentliga beställarna tror kommer att hända med deras kompetenskrav inom den närmsta framtiden. I bakgrundskapitlet tillhandahålls en inblick i hur offentlig upphandling fungerar, där även konsulttjänsteupphandling och konsultföretagens affärsmodeller ser ut. Till grund för detta används faktorer bakom förändringar i organisationer, tillit mellan beställare och entre-prenör, hållbarhet i byggbranschen och outsourcing. Rapporten är uppbyggd i två delar, där ena delen utgörs av en analys av de offentliga bestäl-larnas tidigare kompetenskrav för åren 2005, 2010 och 2015. Den andra delen består av inter-vjuer med representanter från varje enskild beställare, samma fem beställare (Svenska bostä-der, Stockholms stad, Locum, Trafikverket och SL) som den tidigare delen baseras på. Perso-nerna som intervjuats har alla lång erfarenhet av projektledning, både från privat såväl som offentlig sektor. Slutligen presenteras hur kompetenskraven har utvecklats med tiden, tillsammans med tänk-bara faktorer som förklarar troliga anledningar till dess utveckling. Rapporten presenterar också vilka kompetenskrav som de offentliga beställarna ses som viktigast, hur de sköter granskningen av projektkonsulterna och vad de offentliga beställarna förutspår kommer att hända med sina kompetenskrav inom den närmsta framtiden.

The purpose of this qualitative case study was to define and describe the work of external instructional design consultants. Study participants included seven instructional designers with varied educational backgrounds and work experience who work in a variety of contexts supporting clients in the design and delivery of learning experiences. All seven participants completed an initial survey with demographic and background questions. Five participants then took part in semi-structured interviews. Collected data was coded using both deductive and inductive methods with each case considered individually before combining the data for analysis across cases. Study findings support previous research suggesting that the work of instructional designers is dependent on context. Results further indicated that external instructional design consultants regularly engage in project management, communication and collaboration, and the analysis and evaluation components of the instructional design process, all in keeping with existing literature. External instructional designers differed in that they do more sales-related work, and, in the analysis process, focus more on client needs than learner characteristics. Study participants were invested in creating high quality, engaging learning experiences, while also willing to accommodate the unique challenges facing any given client. The study findings suggested that prospective employees' instructional design knowledge is of limited value during hiring interviews; instead, participants reported being more likely to hire former educators and subject-matter experts who can be trained to do instructional design work. Two broad themes emerged from the study's findings: 1) instructional designers can be organized into instructional designer and manager roles with corresponding responsibilities; and 2) the question of how best to prepare instructional designers is a question of what knowledge and skills are needed and where those skills should be developed. These themes formed the basis of five instructional design personas that resulted from this study, as well as a proposed program for preparing instructional design professionals.