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The writers present the results from a research project that explored the factors which design organizations and individual designers take into consideration when they address the management of change to the design function over the long-term future. First a brief description of the telegenesis project which formed a background to the research project is provided to help place in context the solutions that emerged from the investigation and development. The principal development from the research project was a transitional framework of how design will evolve into the future based on a pop-i configuration. The concept of pop-i is outlined. The transitional framework projects the future state of design, defined by the time horizon projected to 2020, and based on information from the sectors of aerospace, construction, and product design. The rationale and use of the transitional map is explained. The transitional map is recommended as an audit system for managing the long-term future of design organization. CE Database subject headings: Space construction; Construction industry; Aerospace engineering; Information management; Organizations.

Present trends toward multiparticipant megaprojects have heightened the need for effective and efficient evaluations by stakeholders, both of themselves and of fellow participants. Feedback from such evaluations help improve the management of ongoing and oncoming projects. It also assists in a more objective selection of suitable organizational and/or individual participants for future projects, based on their past performance. However, a recent investigation indicated an apparent lack of systematic project evaluations in construction projects in particular. The need was noted to identify comprehensive sets of evaluation criteria, as well as to formulate sets of indicators corresponding to such criteria, by which performance may be evaluated. Data banks of typical values of such indicators in specific types of projects also needed to be developed for benchmarking. Although the development of such a framework may appear to be a formidable task, its feasibility and usefulness were demonstrated in a pilot exercise in Sri Lanka and the UK, as reported in this paper. One of the useful devices developed in this exercise was a 'knowledge-based' or 'expert system' front-end to select appropriate modules of the proposed evaluation system for a particular evaluation. Expert assessments of typical or average values of relevant indicators were also useful in the absence of adequate information to develop comprehensive data banks in certain project categories. Subjectivity in multicriteria assessments was reduced by pairwise comparisons as incorporated in the system proposed in this paper.

Construction management research and practice is dominated by a single project paradigm. This does not reflect the true nature of many construction clients who have large multi-project portfolios. Traditional single project management strategies are usually adopted for managing such portfolios--with limited success. The literature suggests that programmes, within portfolios, require different forms of management in order to optimize project delivery. In order to better understand these portfolios and thereby allow the exploration of new forms of management, a typology has been developed mapping out the various features of client's construction portfolios. The resultant typology provides a simple method for identifying the programme composition of a portfolio, highlighting the expected features of each programme type, and thereby directing management attention to the main aspects of each programme that can be optimized for efficiency. Six cases of client's construction project portfolios were studied using a highly structured, replication logic, case study methodology. A typology of clients' multi-project environments was developed and validated through literal and theoretical replication between cases. Three main types emerged as descriptive of programmes within client's construction portfolios: bounded programmes, target programmes and rolling programmes. The distinctive features of each type suggest that programme-specific approaches may be necessary for the successful delivery of projects within client's construction portfolios. [ABSTRACT FROM AUTHOR]