Duties of a CADD Manager

This is intended to be a fairly comprehensive list of tasks that a full-time CADD Manager might be sought out to do in a mid-size architectural firm. In a smaller firm many items might be taken care of on a consensus basis, while at a larger firm these tasks might be split up between several staff and consultants. Please write me to let me know of items which are unclear or omitted.

Manager

Firms which think of the CADD Manager as 'the computer guy' may be cutting themselves short. A series of articles from CADENCE magazine detail some of the advantages of having a CADD Manager with wide-ranging responsibilities. Part 1 Part 2 Part 3

• Long-term planner

  The CADD Manager should have a vision regarding the potentials of technology, keep informed about technological advances, and combine these with the unique needs of the company to create a path into the future.

• Organizer

  Responsible for organizing the production department and staff in line with company needs and procedures.

• Money manager

  Prepares budgets for technology and staff, and lives within them. Proposes investments in technology and performs cost-benefit analysis.

• Consensus builder

  Receives input from staff at all levels, then uses that input along with personal knowledge and vision to make decisions. Explains reasons for decisions to staff, creates harmony by showing company-wide benefits.

• Motivator

  Uses positive motivational techniques to increase productivity, reserving the 'chew-out' for when it is really needed.

• Liaison

  Communicates needs and concerns of management to staff, and vice-versa.

• Delegator

  Initiates tasks, and hands them off to others as appropriate. Through this process, many staff come to understand the CADD Manager position, providing stability through vacation periods, etc.

Personnel

• Train production staff

  • Give classes

    Regular meetings offer the opportunity to keep everyone updated, operating efficiently, and on the same page.

  • Schedule outside training

    Decides who goes to school and when. After undergoing training, staff should train others so that the knowledge disseminates through the organization.

  • Provide one-on-one instruction and feedback

• Train design staff

  Although design staff generally do not need to be trained to the degree that production staff are, they should be able to use tools at an appropriate level for their benefit as designers.

• Write CADD manual

• Supervise

  • Schedule CADD operator time

  • Make staffing decisions

Software

• Evaluate

  Determine the benefits and costs of implementing upgrades and new products.

• Purchase

• Install

• Configure

  Properly configure software to function best on a company-wide level. Automate configuration processes for speed and consistency.

• Monitor usage

  Insure compliance with licensing agreements, determine need for more seats.

• Give feedback to manufacturers

  Keep manufacturers informed of defects, aggravations, and desired features so that the next generation of tools will work better.

Hardware

• Purchase

• Assemble

• Upgrade

Network Administration

• Plan

  Network topology can be planned in-house, but for larger organizations it is desirable to work with outside consultants.

• Install

• Administer

  • User access

  • Preventative maintenance

File Organization

• Organize project directories

• Maintain detail library

• Maintain block library

• Maintain pattern, texture, etc. libraries

Standardize

• Layers

• Colors

• Styles

• Display Settings

• File names

• Sheet design

• Methods and Procedures

Customize

• Create custom tools

• Customize user interface

• Automate tasks

Input/Output

• Support printing & scanning

• File conversion

• Maintain project collaboration sites

Company-Wide Support

• Office applications

• Web design

• Maintain Portfolio

• Project timetables

• Create regular backups

Troubleshooting

• Preventative maintenance

  By understanding, optimizing, and monitoring system activities it is possible to minimize disruptions. The best-solved problem is one that didn't happen.

• Putting out fires

  Find and fix problems quickly when they do occur, so that productivity and schedules are not compromised.

Drafting, Modeling, Rendering

A manager needs to keep hands-on to be aware of issues, and to avoid losing touch. The CADD Manager should not be part of a time-critical production schedule because he is needed for other forms of support.

Continuing Education

The CADD Manager, being relied upon as an expert, needs to keep well-informed on current and future technology.

• Read newsgroups

• Attend classes & seminars

• Pass along information