AIN SHAMS UNIVERSITY

FACULTY OF ENGINEERING

Architecture Engineering

Framework for Management of Interior Design Practices in Egypt

‫إطار عمل إلدارة عملية التصميم الداخلي في مصر‬

Ph.D. Topic Proposal

Yasmeen Abdel Mohsen Ahmed Wasfy

Master of Science in Architectural Engineering

Under Supervision of
Prof. Dr. Laila Khodeir
Dr. Mahmoud Nably
Dr. Nancy Yassa

( Architecture Engineering)

2023
Thesis Content:
Unit 1: Secondary Data
Introduction chapter
 Background and rationale for the study
 Research objectives and questions
 Significance of the study
 Research methods and materials
 Analysis of literature sources
 Results and findings
 Scope and limitations

This introductory chapter lays the foundation for the study by providing the
necessary context, defining the research objectives and questions, and
outlining the significance and scope of the investigation.
Chapter one: Literature Review
 Overview of interior design practices and their management
 Theoretical frameworks for managing professional service firms
 Challenges and best practices in managing interior design practices
 The interior design industry in Egypt: history, trends, and challenges

Concluding Remarks: The literature review presents a comprehensive

understanding of the key concepts and theories relevant to the management
of interior design practices, both globally and within the Egyptian context.
This chapter sets the stage for the empirical analysis to follow.
Chapter two: Research Methodology
 Research design and approach
 Data collection methods (e.g., literature review, document analysis)
 Data analysis techniques

Concluding Remarks: This chapter outlines the research methodology

employed in the study, ensuring a robust and systematic approach to data
collection and analysis. The chosen methods are aligned with the research
objectives and questions, laying the groundwork for the empirical
investigation.
Unit 2: Empirical Analysis
Chapter three: Current Practices and Challenges in Egyptian Interior Design Firms
 Organizational structure and management practices of interior design firms
in Egypt
 Key challenges faced by interior design firms in Egypt (e.g., project
management, client relationships, resource allocation)
 Strategies and approaches currently used to manage interior design practices
in Egypt

Concluding Remarks: The findings from this chapter provide a detailed

understanding of the current state of interior design practices in Egypt,
highlighting the key challenges and existing management strategies
employed by firms. This information is crucial for the development of a
tailored framework for effective management.
Chapter 5: Towards a Framework for Effective Management of Interior Design
Practices in Egypt
 Identification of critical success factors for managing interior design
practices
 Development of a holistic framework for the management of interior design
practices in the Egyptian context
 Validation of the proposed framework through expert interviews and case
studies

Concluding Remarks:
This chapter presents a comprehensive framework for the effective management of
interior design practices in Egypt, based on the insights gathered from the
empirical analysis. The validation of the framework through expert interviews and
case studies ensures its relevance and applicability in the Egyptian context.
Abstract
The interior design industry in Egypt faces various challenges that impact its growth and
development. This paper presents an exploratory study that examines the current state of interior
design practices in Egypt and proposes a framework for their effective management. The study
reviewed over 25 papers published from 2020 to 2025 that addressed issues related to the interior
design sector in the country.
The results indicate that the key challenges facing interior design practices in Egypt include lack
of standardized processes, insufficient design expertise, poor resource management, and
ineffective communication channels. These factors contribute to significant project delays,
budget overruns, and suboptimal design outcomes.
The paper introduces a comprehensive framework to address the identified challenges. The
framework emphasizes the importance of implementing best practices across the interior design
project lifecycle, including programming, schematic design, design development, and
construction administration.
The framework outlines specific strategies and techniques to improve project management,
enhance design quality, optimize resource utilization, and foster effective stakeholder
collaboration. The study also highlights the critical role of continuous learning, performance
monitoring, and industry-wide collaboration in ensuring the successful adoption and
implementation of the proposed framework.
The findings of this study provide valuable insights for interior design practitioners,
policymakers, and industry stakeholders in Egypt. The proposed framework serves as a practical
guide to enhance the overall efficiency, competitiveness, and professionalism of the interior
design industry in the country.
Keywords: Interior Design, Management, Interior design practice, Framework, Egypt.
 ‫الملخص‬
‫تواجه صناعة التصميم الداخلي في مصر العديد من التحديات التي تؤثر على نموها وتطورها‪ .‬تقدم هذه الورقة دراسة‬
‫استكشافية تفحص الحالة الحالية لممارسات التصميم الداخلي في مصر وتقترح إطاًر ا إلدارتها بفعالية‪ .‬استعرضت الدراسة‬
‫‪.‬أكثر من ‪ 25‬ورقة بحثية ُن شرت من ‪ 2020‬إلى ‪ 2025‬تناولت قضايا متعلقة بقطاع التصميم الداخلي في مصر‬
‫تشير النتائج إلى أن التحديات الرئيسية التي تواجه ممارسات التصميم الداخلي في مصر تشمل غياب العمليات القياسية‪،‬‬
‫ونقص الخبرة في التصميم‪ ،‬وسوء إدارة الموارد‪ ،‬وقنوات االتصال غير الفعالة‪ُ .‬ت سهم هذه العوامل في تأخيرات كبيرة في‬
‫‪.‬المشروعات‪ ،‬وتجاوز الميزانيات‪ ،‬ونتائج تصميمية دون المستوى المطلوب‬
‫تقدم الورقة إطاًر ا شامًال لمعالجة التحديات المحددة‪ .‬يؤكد اإلطار على أهمية تنفيذ أفضل الممارسات عبر دورة حياة مشروع‬
‫‪.‬التصميم الداخلي‪ ،‬بما في ذلك البرمجة‪ ،‬والتصميم المفاهيمي‪ ،‬وتطوير التصميم‪ ،‬وإدارة اإلنشاء‬
‫يحدد اإلطار استراتيجيات وتقنيات محددة لتحسين إدارة المشروعات‪ ،‬وتعزيز جودة التصميم‪ ،‬وتحسين استخدام الموارد‪،‬‬
‫وتعزيز التعاون الفعال بين أصحاب المصلحة‪ .‬كما تسلط الدراسة الضوء على الدور الحاسم للتعلم المستمر‪ ،‬ورصد األداء‪،‬‬
‫‪.‬والتعاون على مستوى الصناعة في ضمان اعتماد وتنفيذ اإلطار المقترح بنجاح‬
‫توفر نتائج هذه الدراسة رؤى قيمة لممارسي التصميم الداخلي‪ ،‬وصناع السياسات‪ ،‬وأصحاب المصلحة في الصناعة في‬
‫مصر‪ .‬يخدم اإلطار المقترح كدليل عملي لتعزيز الكفاءة والتنافسية واالحتراف الشامل لصناعة التصميم الداخلي في البالد‬
1.1. BACKGROUND AND RATIONALE
The interior design industry in Egypt has witnessed significant growth and development over the
past decade, driven by rapid urbanization, rising disposable incomes, and an increasing emphasis
on enhancing the aesthetic and functional aspects of built environments. However, the industry
faces several challenges that hinder its overall efficiency, competitiveness, and ability to deliver
high-quality design outcomes consistently.
Previous studies have identified key issues such as the lack of standardized design and project
management processes (Saad, 2021), insufficient design expertise and specialized skill sets
(Darwish, Rasmy, & Ghaly, 2023), poor resource planning and utilization, and ineffective
communication and collaboration among various stakeholders (Abdallah, 2019). These factors
often result in project delays, budget overruns, and suboptimal design solutions that fail to meet
client expectations.
Recognizing the importance of the interior design sector in shaping the built environment and
contributing to the overall development and competitiveness of the Egyptian economy, there is a
growing need to address these challenges systematically. Developing a comprehensive
framework for the effective management of interior design practices can play a crucial role in
enhancing the professionalism, efficiency, and quality of the industry. (Piotrowski, 2013).
This study aims to explore the current state of interior design practices in Egypt, identify the key
challenges faced by practitioners, and propose a robust framework to address these challenges.
The framework will emphasize the adoption of best practices across the interior design project
lifecycle, from programming and schematic design to design development and construction
administration.
By implementing this framework, interior design firms in Egypt can streamline their operational
processes, optimize resource utilization, improve design quality, and foster effective
collaboration with clients, contractors, and other stakeholders. This, in turn, can strengthen the
overall competitiveness of the interior design industry, leading to better project outcomes and
enhanced customer satisfaction.
The findings of this study will provide valuable insights for interior design practitioners,
policymakers, and industry stakeholders in Egypt, serving as a practical guide to enhance the
efficiency and professionalism of the sector.

1.1.1. GAP:

The existing literature and industry practices in Egypt lack a comprehensive and structured
approach to effectively manage interior design projects and address the key challenges faced by
the industry. While some studies have highlighted the issues within the sector, there is a need for
a holistic framework that can guide interior design firms in improving their operational
efficiency, design quality, and overall competitiveness.
1.1.2. AIM:
The aim of this study is to develop a robust framework for the management of interior design
practices in Egypt, which can help address the identified challenges and enhance the overall
performance and competitiveness of the interior design industry.
1.1.3. PROBLEM STATEMENT:
The interior design industry in Egypt faces several challenges that hinder its growth and ability
to deliver high-quality design outcomes consistently. These challenges include the lack of
standardized design and project management processes, insufficient design expertise, poor
resource planning and utilization, and ineffective communication and collaboration among
stakeholders. Addressing these issues is crucial for the industry to improve its efficiency,
competitiveness, and professionalism.
1.1.4. OBJECTIVES:
The key objectives of this study are:
To investigate the current state of interior design practices in Egypt, including the prevalent
challenges and pain points faced by practitioners.
 To identify and analyze the best practices and strategies for effective management of
interior design projects, based on a comprehensive review of relevant literature and
industry insights.
  To develop a comprehensive framework for the management of interior design practices
in Egypt, which addresses the identified challenges and provides practical guidelines for
implementation.
 To validate the proposed framework through expert feedback and case studies, and to
assess its potential impact on improving the efficiency, design quality, and overall
competitiveness of the interior design industry in Egypt.
 To provide recommendations and insights for interior design practitioners, policymakers,
and other stakeholders to facilitate the adoption and successful implementation of the
proposed framework.

1.2. Significance of the Study

This study holds significant importance for the interior design industry in Egypt, as well as for
various stakeholders associated with the built environment sector.
 Enhancing Industry Efficiency and Competitiveness: The proposed framework for
managing interior design practices will help interior design firms in Egypt to streamline
their operational processes, optimize resource utilization, and improve project delivery.
By addressing the key challenges faced by the industry, such as the lack of standardized
design and project management processes, the framework will enable firms to enhance
their overall efficiency and competitiveness. This, in turn, will contribute to the growth
and development of the interior design sector in Egypt.
 Improving Design Quality and Client Satisfaction: The framework will emphasize the
adoption of best practices across the interior design project lifecycle, from programming
and schematic design to design development and construction administration. By
providing a structured approach to project management, the framework will help interior
design firms to consistently deliver high-quality design solutions that meet and exceed
client expectations. This will lead to increased client satisfaction and a stronger
reputation for the industry.
 Fostering Effective Collaboration and Communication: The framework will address the
issue of ineffective communication and collaboration among various stakeholders, such
as clients, contractors, and consultants. By establishing clear communication protocols
and collaborative mechanisms, the framework will facilitate seamless coordination and
 information sharing throughout the design and construction process. This, in turn, will
contribute to the timely completion of projects, reduced rework, and better project
outcomes.
 Enhancing Professional Development and Skill-building: The framework will highlight
the importance of continuous professional development and the acquisition of specialized
design and project management skills. By providing guidance on skill assessment,
training, and knowledge-sharing, the framework will help interior design practitioners in
Egypt to enhance their expertise and stay abreast of industry trends and best practices.
This will contribute to the overall professionalization of the industry.
 Informing Policymakers and Industry Stakeholders: The findings and recommendations
of this study will provide valuable insights for policymakers, regulatory bodies, and other
industry stakeholders in Egypt. These insights can inform the development of policies,
regulations, and support programs that foster the growth and sustainability of the interior
design sector. Additionally, the framework can serve as a reference for educational
institutions in designing curricula that better align with the evolving needs of the
industry.
 Expanding the Body of Knowledge: This study will contribute to the existing body of
knowledge on interior design management practices, particularly in the context of
developing economies like Egypt. The framework developed through this research can be
adapted and applied to other similar contexts, providing a foundation for further research
and the advancement of knowledge in this field.
Overall, the significance of this study lies in its potential to drive transformative changes within
the interior design industry in Egypt, leading to improved efficiency, design quality, and overall
competitiveness, ultimately benefiting the built environment and the broader economy.

1.3. Materials and methods

1.3.1. Research methodology
The literature study behind this paper aimed to explore the opportunities to enhance interior
design management by implementing framework for interior design practices. To do so, the
relevant studies were located on the Web of Science, Science Direct, Google Scholar, and
Scopus databases, the papers published between 2018 and 2024 are investigated by using titles,
keywords, and abstracts in the manual search process. The used keywords on the database are
interior design, interior design management, and Egypt among articles and review papers in both
Scopus and Web of Science databases. The initial search returns 25 papers. The literature review
consists of three stages to define the most relevant papers in the field of interior design practice
in firms in Egypt. These stages are database selection, sample searching, and sample selection.
Similar study used the same methodology to examine the key elements for interior design.
Literature review methodology is shown in Figure 1. This study adopted a mixed-methods
approach, combining a systematic literature review and semi-structured interviews with interior
design practitioners in Egypt.
1.3.2. Database Selection and Search Strategy
The systematic literature review was conducted using the following academic databases: Scopus,
Web of Science, and Google Scholar. These databases were selected due to their comprehensive
coverage of peer-reviewed journal articles and conference papers related to interior design and
construction management.
The search terms used included: "interior design", "interior design management", and "Egypt",
with various combinations and Boolean operators (e.g., AND, OR). The search was limited to
publications between 2018 and 2023 to ensure the relevance and timeliness of the findings.
 Database selection
identify the most suitable database search engine, scopus
database and website were selected with

Sample searching
25 papers were selected using keywords interior design and
interior design management and egypt within time frame
(2018-2024)

Sample selection
 Select most relevant papers (15 papers) were selected
result lead to identify matrix for interior management
practices in Egypt firms
Figure 1.1: literature review methodology

1.3.3. Sample Searching and Selection

The literature search yielded a total of 26 potentially relevant articles. After applying the
inclusion and exclusion criteria, 15 articles were selected for the final review. The inclusion
criteria were:
1. Peer-reviewed journal articles or conference papers
2. Published between 2018 and 2023
3. Focused on the management of interior design practices in the Egyptian context or presented
frameworks/strategies applicable to the Egyptian market
 year of publication
6

0
2018 2019 2020 2021 2022 2023 2024

year of publication

Figure 1.2:Publication period of analyzed studies

1.4. Analysis of literature Sources

Title Author Year Method Main Findings Gap Source

1)INTERIOR Ismail 2016 A further 1)This paper has Jasmani, Is
DESIGN Jasmani review of highlighted the Interior PROJECT M
the Design (ID)
AND IN MALAYS
performanc
CONSTRUCT construction University M
e measured
ION in the management process PLANNING
PROJECT interior between consultants and 1, 2016
design contractor process, and
MANAGEM
construction also the confusion that
ENT:
industry can arise from the
PERFORMA also common use of these
NCE AND indicates
terms.
PRODUCTIV that
ITY IN productivity 2)It has also attempted
is an to highlight how the
MALAYSIAN inadequate
BUILDING objectives of a project
measure for
INDUSTRY identifying and the construction
improveme management are
 nt targets different and how the
and control emphasis of achieving
activities. specific and short-term
The use of a
targets compared to the
more
holistic set wider aims of a project.
of measures 3)the interior design
is
construction
recommend
ed in order management team
to ensure totally responsible for
more success would appear to
relevant and be unappropriated and
timely that the client should
information take an increased
interest in the
development and use of
the project
4)The approved ID
drawings shall be
considered and
finalized, with the
drawing for other
consultants being
coordinated and
produce construction
drawing to combine as a
single construction
drawing and
construction
management for
reference by all
consultants and the
contractor.

2) Design in Qassim 2021 This The paper discusses the The paper The paper i
Egypt. A Saad appears to post-colonial context in notes that
Historic and be a the Eastern studies on
Theoretical conceptual/t the
Mediterranean region,
Context heoretical contemporar
paper that including Egypt, and
how modernization and y discourse
examines
 the development led to a of design in
historical transformation towards Egypt and
and Westernization. the region
theoretical are rare, with
It explains how Egypt's
context of limited
design in model of "applied arts"
education spread to information
Egypt. on its
other countries in the
context and
Middle East and North
practices.
Africa region.
The paper argues that
design in Egypt is
closely tied to
traditional
craftsmanship and
artisanal skills, and
there is a need to
consider the role of
design in the broader
social context.

3) Basma 2023 The paper The "WELL Building The paper The paper i
APPLYING Hassan reviewed a Standards" system focuses on Engineering
Darwish, model of provides a thorough applying the December 2
“WELL
Prof. Dr. applying the approach to addressing "WELL
BUILDING "WELL the diverse physical and Building
Walid
STANDARDS Building psychological Standards" in
Rasmy, Dr.
” IN Mohamed Standards" requirements of the the interior
INTERIOR system and occupants in the design of the
Hamdi
described American Society of American
DESIGN OF Ghaly
and Interior Designers Society of
ADMINISTR analyzed headquarters office. Interior
ATIVE the It establishes a universal Designers
Interior design practices

BUILDINGS standards framework for headquarters

(AN and features evaluating health within office, but
of this the indoor built does not
ANALYTICAL program environment. explicitly
STUDY OF that were Enhancing the physical discuss how
THE applied and psychological to apply
AMERICAN through this health of the human these
model. standards in
SOCIETY OF being is done by
the interior
INTERIOR improving the quality of design of
DESIGNERS’ the indoor environment administrativ
HEADQUAR of the building, and it's e buildings in
 TERS necessary to resort to Egypt.
OFFICE AS the "WELL Building
AN APPLIED Standards" program and
MODEL) use its standards in
interior design.
4) The Karam 2019 The study 1)The findings are Königk, Ra
Importance Abdallah uses a presented as a negative Submitted i
of Interior qualitative depiction of the status degree Mas
Architectur approach to
quo. This can be Engineering
e to Meet identify the
tangible and summarised as a UNIVERSITY
Residents’ situation where the
intangible
Interior design practices

Needs in
needs of existence of a dialectic
Gated
residents in opposite pair („interior
Communitie
gated design‟ : „architecture‟)
s in Cairo ‟ communitie is the main obstacle in
s in Cairo,
the establishment of a
Egypt from
the discrete identity for
occupants' interior design.
and interior 2)The dialectic pair is
designer's deconstructed to allow
perspectives interior design to form
. The its own identity without
methodolog
reference to
y involves:
architecture.
Literature 3)The study concludes
review on that interior design and
the architecture are not
importance separate professions,
of interior since they are unable to
architecture
and the role establish discrete,
of interior autonomous fields of
designers. knowledge; they are,
Resident however, distinct
questionnair disciplines or „branches
e to of learning‟.
understand
4)The study defines
their
preferences interior design as a
and mode of cultural
satisfaction production which
with their engages in the design of
 residential enclosed spaces in
units. existing structures, with
emphasis on the design
of volume. In addition,
the study proposes the
creation of a single
architectural profession
to contain the
architectural disciplines

5)Project Nur 2021 Quantitative The research found a The paper The paper is
Maizura approach in lack of studies that identifies a Pacific Intern
Manageme (AicE-Bs201
Ahmad gap in
nt Roles this study show the opinions of
Project management and interior design

Noorhani1, research
and Task for focused on high-income Egyptian
Arniatul regarding
Interior Aiza the views residents on their
and residential units and understandin
Designer Mustapha1*
g the
, Hamimah opinions determine their tangible
During preferences
Adnan2 from and intangible needs.
Design and
interior The search hypothesis satisfaction
Phase
design was that interior of high-
practitioners designers have a limited income
with regards role focused only on Egyptian
to the decoration and residents
important furnishing, rather than living in
level in participating in the gated
managing overall design process communities
interior to meet residents' needs. in Cairo, as
project The study aimed to well as the
identify the tangible and limited role
focusing on
intangible needs from of interior
design
both the occupants' and designers in
process. A the design
interior designer's
set of perspectives to help process.
questionnair construction companies
e surveys design better high-
were income residential units.
developed
in order to
determine
the
important
level of
project
managemen
t knowledge
in managing
a project.
The
questionnair
e surveys
were
distributed
to various
experienced
positions in
the interior
design
industry.
They were
sent by
hand and by
email with a
personalize
d cover
letter and a
questionnair
e survey as
attached.
Then, a
follow up
call was
made to the
respondents
in order to
make an
appointment
to collect
the
questionnair
e surveys.
While the
 questionnair
e surveys
sent via
email were
collected
via email.
This
procedure
took about 4
months to
complete.

6) Zulkiflee 2022 Qualitative 1)study the implementation 1)The INTERIOR

design
Project management and interior

INTERIOR Abdul- approach. of project management frequency of PROCESSE

processes in interior design
DESIGN Samad1, First phase: projects and its relationship
implementati SUCCESS
PROJECT Kashini literature on of most of Vol.6, No.1, 20
to project success.
MANAGE Mahenthir review the project
MENT an1, Hafez Second 2)a pre-determined project management
PROCESSE Salleh1*, Phase: management framework was processes
S AND ITS tested on its relationship with were ranked
Mahanim primary project success in interior
RELATION Hanid1, as
data design firms in Malaysia
SHIP Aimi Sara through a questionnaire Occasionally
WITH collection / Sometimes.
Ismail2, survey
PROJECT through
Sharifah
SUCCESS interviews 3) determining how 2) The
Mazlina
Syed and surveys comprehensively project Research
management processes are
Khuzzan3, population
practiced in Malaysia and
Siti how its proper was in
Suhana implementation influences Malaysia
Judi4, the success of interior design only.
projects.
Norazian
Mohd
4) it is deduced that
Yusuwan4 most of the project
management processes
correlate to project
success measures,
therefore proving the
importance of project
management processes
in contributing to the
quality of the end-
product, satisfaction of
clients and end-users as
well as completion
 within time and cost
thus, contributing to
project success as a
whole.

5) results proved that

project management
processes in interior
design projects is not
comprehensively
practiced in Malaysia.

6)this research has

been able to establish
the level of
implementation of
project management
processes as practiced
in Malaysia.
7) Interior Rasha 2018 The study The results of the study The author The paper w
Design of Mahmoud was showed that the interior notes that Behaviour S
Framework for interior design

Workplace Ali El- conducted design of the workplace the topic of

and Zeiny on private has a substantial impact interior
Performanc sector on the employees' design and
e corporations performance. Factors its impact on
Relationshi in Egypt. such as furniture, noise, employee
The author flexibility, comfort,
p: Private performance
used a communication,
sector is a relatively
quantitative lighting, temperature,
corporation research and air quality were new area of
s in Egypt approach, found to be important in research in
collecting influencing employee the context
data productivity and of Egypt. The
through a performance. study aimed
survey to analyze
questionnair the influence
e. The of workplace
questionnair interior
e focused design
on factors on
exploring employees'
the performance
relationship in the private
between the
 interior sector
design of corporations
the in Egypt, as
workplace there were
and no previous
employee studies in
performanc this field.
e
8)A Arniatul 2021 The The research provides Mustapha, A
Framework for interior design

Framework Aiza qualitative useful information to

Mustapha1,
Framework
of an approach to the client, interior
Mohamad INTERNATIO
Interior Fadhil
the research designers themselves
involves the and those involved in ENGINEERI
Design Mohamad2,
Work Nur use of the project. The
Delivery Maizura systematic IDWDP framework
Ahmad literature may eliminate job
Process Noorhani3 review, interruptions, task
content management, clashing
analysis on of works, and
interior coordination of work.
design,
project
process
practice
from
approved
documentati
on and
related
documents,
and a series
of
interviews
with
members of
the interior
project team
and
stakeholders
,
triangulatio
n and
confirmatio
n
 9) Interior Nur 2021 qualitative 1)Project managers One of the Nur Maizur
Design Maizura approach. responsibilities problems is
Practice: Ahmad first phase: the lack of 2021, Interi
and literature 2)APM 's Competence awareness by Framework ,
Project interior
Arniatul review Framework of Architec
Manageme designers of
Aiza Second MARA, Sela
nt Mustapha project
Phase: 3) Level of Competency
Competenc 1 Skills for Interior Design management
primary
Framework for interior design

y Project Manager skills while

data serving as
Framework
collection project
4) all projects follow the
through same project management manager (A.
interviews life cycle. Efficient Noorhani et
and surveys project managers have al., 2010).
demonstrated and
analyzed which project
management processes or
best practices are applied
over the life cycle of a
project. The types of
processes and their scope
are determined by the
project's design.

10)INTERIO Zulkarnain 2017 1)Analysis 1)Three different types 1) it was Zulkarnain

R DESIGN Hazim of the data of interior design important to Practice: A
MANAGEM involving practices in two include Technology
ENT IN interviews, culturally diverse cities several types
PRACTICE: A artefacts, (Brisbane and Kuala of interior
conversatio Lumpur) were chosen practice.
THEORETIC
ns and and studied in terms of
AL their actions,
observation 2)similar
FRAMEWO s of the interactions and practices in
RK selected processes. both the
practice Australian
cases 2) six domains emerged and
that characterised the Malaysian
2)a review nature of interior design study
of literature management in practice
relevant to
the research 3) framework
topic constitutes the theory
generation expected of a
3) a grounded theory
triangulated
Framework for
terior design
methodolog approach.
ical
approach 4) A detailed review of
involving a organizational culture
grounded and management
theory literature including
ethnographi project management
c informed literature reinforced
case study further the need for
to reveal the discipline- specific
nature of studies that
interior acknowledge the
design creative nature of
managemen design service and
t as it is knowledge and the
currently inherent tension
practiced in between this, aesthetic
Australia ideals and the need for
and design practices to
Malaysia. operate as a business.

5) complexity of the
design process and the
limitations in applying
general organizational
and management
theory, particularly if
they are not culturally
based.
 REASSESSIN Sarah 2021 The The research assumes Lack of Internationa
G CURRENT Nabih research an outdated interior constant Issue 1, 202
INTERIOR Nasif uses the design program in evaluation to
DESIGN analytical – Egypt, unable to interior
EDUCATION comparative contribute to the global design
method, by vision toward programs
IN EGYPT AS
analyzing sustainability by lacking regionally
A TOOL TO exposing important and its
the current
ACHIEVING Design approaches that corresponden
data
GLOBAL can contribute to that ce to global
available
COMPETEN regarding (e.g. Sustainable design, future vision
CE interior Inclusive design) and and an
design artificial intelligence as unknown
education in the new tomorrow level of
Egypt and resulting in globally education
compare it incompetent students as received by
with what is well. students,
being ignoring
implemente The research aims to re- Education
d in evaluate the current importance
different interior design program in achieving
educational applied and its extent of globally
correspondence to competent
systems
global vision. students.
around the
world.
The results confirmed
the research hypothesis
where some
recommendations are
provided.

1.5. Results and Discussion

1.5.1. The Career of interior design management
The discussion on interior design that is now being developed frequently alludes to its battle to
get professional recognition from other architectural professions and society at large.
(NOORHANI, 2021)

It has been found there are challenges interior design faces in establishing itself as a recognized
profession, distinct from architecture. Interior design has struggled to define its own specific
body of disciplinary knowledge that distinguishes it from architecture. The evolution of interior
design theory has been compelled by the dominance of architectural theory, leading some to
argue interior design must distinguish itself from the "peripheral nature" of being an internal sub-
field of architecture. (Piotrowski C. M., 2020). Despite the challenges faces interior design. It has
been concluded that interior design is a multidisciplinary field that involves the physical design
of interior spaces to serve human needs and create meaningful experiences. It requires a diverse
range of specialized knowledge and skills, including technical construction knowledge as well as
creative and behavioral science expertise. Despite interior design's growing recognition as a
career path, it is still a relatively new profession compared to architecture. The multifaceted
origins of interior design, drawing from architecture, fine/decorative arts, graphic design, and
home economics, have contributed to the field's infancy and struggles for professional
legitimacy. (Piotrowski C. M., 2020).
four general models of interior design practice - in-house, independent, design/build, and
facilities management. However, it suggests this categorization is somewhat outdated and
constrained, as the field continues to diversify with new academic programs and employment
contexts beyond traditional building-related design work.

Overall, the key challenges facing the interior design management career seem to be:

 Establishing a distinct disciplinary identity and body of knowledge vis-à-vis architecture

 Gaining widespread professional recognition and legitimacy as a specialized field
 Adapting to the evolving, multidisciplinary nature of the profession and expanding
employment contexts
Addressing these challenges will be important for elevating the status and advancing the career
opportunities in interior design management.

1.5.2. Issues in the Practice of Interior Design

According to Barnes 2015, there are two key issues facing the interior design profession.
  The conflict between professional organizations' efforts to define and establish
boundaries around a specific body of knowledge and practice, versus the demands of an
evolving external environment, which some theorists argue calls for greater fluidity and
mixing of practices (Thompson & Blossom, 2015).
The professional organizations want to give their members more autonomy and legitimacy by
asserting authority over the interior design profession as a whole. They argue for a more definite
knowledge base, despite the variety of interior design practice. However, this conflicts with the
need to respond to the demands of the changing external environment, which some theorists
believe requires a more flexible and fluid approach.
 The author notes that numerous problems affecting interior design practice also impact
other creative sciences and disciplines in general, as previously mentioned. These
problems are listed by Barnes (2015, pp. 173-174), though the specific details are not
provided in this excerpt.

1. New public– 2. Integrated 3. Laws that

Problem 1

Problem 2

Problem 3

Problem 4

Problem 5
private project increase the 4. Population 5. Increasing
partnership delivery, which accountability shifts that commerce
models that alters client of designers. affect
and
alter how participation in demand and
worldwide
design terms of expectations.
awareness.
initiatives are openness.
funded.

Figure 3:Problems affecting interior design practice

Moreover it was highlighted the impact of the global economic revolution on the interior
design profession, as well as the need for interior designers to adapt their practices accordingly.
 According to Wheeler (2010), for interior design to succeed in the current global
economy, it needs a solid foundation in ethical business practices.
 Stephenson and Frank (2002, p. 131) state that the global economic revolution "affects
the way creative work is performed; which is more fluid and no longer reflects the
traditional conventional cycle of the design process." They further explain that "quality
was the criterion for the firms that competed in the old economy, but in the modern
 economy, quality has become the norm and speed has taken the place of quality as a
foundation of competitive advantage" (p. 131).
 Friedrichs (2002, p. 16) argues that in recognition of this paradigm shift, "design experts
should rethink linear and segmented processes or start imagining how everyone engaged
in creating and building buildings should approach their profession in order to achieve
the speed, responsiveness, as well as innovation that clients require."
In summary, the authors highlight that the global economic revolution has led to a shift in the
design industry, where speed, responsiveness, and innovation have become more important than
just quality. To succeed in this new economy, interior designers need to rethink their traditional,
linear design processes and adopt more fluid, adaptable, and client-centered approaches
(Stephenson & Frank, 2002; Friedrichs, 2002). The document also emphasizes the importance of
developing a solid foundation in ethical business practices for interior designers (Wheeler, 2010).
Table 1:The concepts of the "Old Economy" and the "New Economy" (Stephenson and Frankel, 2002, p. 131).

Old Culture New Culture

Long Life Half-Life
Centralization Network
Local Knowledge Availability of access
Command and control Influence and trust
Propinquity Synchronicity
Opacity Transparency
Rigid Flexible

Also the research discusses the new competencies and skills required of interior designers in the
current economic and industry landscape. According to Lance and Frankel (2002, p. 131), the
new competencies of designers "rely on greater literacy about every topic concerning the user."
In contrast to the past, "how work gets done become the framework for design decisions."
The document states that certain design firms must enter into conceptual design, planning, and
highly specialized sectors of the design practice to address the current scenario. Ikeda (2008, p.
373) explains that "strategic design is aiming to promote the effectiveness and efficacy of a
company from the eyes of its developers, consumers, and competitors alike."
Best (2006, p. 12) argues that it is essential to "understand how and where [design] sits within an
overall framework, and the way the true potential of design can be mistreated, professionally
managed, and used as a tool for invention and change."
Friedrichs (2002) suggests that attentive interior designers can foresee future demands and
respond to them properly. The document also presents arguments in favor of making research "a
vital component of the practice of home design" (Heerwagen, 2002, p. 329).
In summary, this section highlights the need for interior designers to develop new competencies,
such as greater user-related literacy, the ability to engage in conceptual design and planning, and
the capacity to work in highly specialized sectors. It also emphasizes the importance of
understanding design within a broader framework, professionally managing design as a tool for
innovation and change, and incorporating research as a vital component of the interior design
practice to anticipate and respond to future demands.
Table 2:The Relational Matrix of The Past

Role Goals Competencies Responsibilities Public Work

perception Relationship
Designer Function Visualize Concept Implementa Client/owner
Image Technical Drawing tion Contractor
Budget Problem solve Overview
Technical Competitiveness Specialized Support Expertise Designer
Consultants Future
Enabler
Client Image Sponsor Direct Ownership Designer
Function Facilitate Disburse funds User
Budget authority Manage Finance
Vision Real Estate
Contractor Budget Manage Conformance Realization Architect
implementation Construct Direct, finance Owner
Time/schedule Drawing, intent, Vendor
Quality of time
products
Performance
Vendor Quality Produce Support Support Contractor
Budget
conformance
User Internal Value Supplier of Compliant Client
information Receive information
Finance Containment Enable Review Invisible Client
Control

Key points from the table:

  Roles: The table outlines six key roles - Designer, Technical Consultants, Client,
Contractor, Vendor, User, and Finance.
 Goals: Each role has specific goals, such as function, image, and budget for the Designer;
competitiveness and future enablement for Technical Consultants; and image, function,
and budget authority for the Client.
 Competencies: The required competencies for each role are highlighted, ranging from
visualization and technical skills for the Designer to specialized expertise for Technical
Consultants.
 Responsibilities: The table delineates the responsibilities associated with each role, such
as concept development, drawing, and overview for the Designer, and support,
conformance, and direction for the Contractor.
 Public Perception: The table indicates how each role is perceived publicly, from
implementation for the Designer to real estate and finance for the Client.
 Work Relationships: The table outlines the work relationships between the different roles,
such as the Designer's relationship with the Client/owner, Contractor, and User, and the
Contractor's relationship with the Architect, Owner, and Vendor.
In conclusion, this relational matrix provides a comprehensive overview of the complex network
of roles, responsibilities, and relationships involved in the practice of interior design in the past.
It highlights the interdependencies and interactions between the various stakeholders,
underscoring the need for effective communication, coordination, and alignment of goals and
responsibilities to ensure successful project outcomes.

Table 3:The New economy relationship matrix (Stephenson & Frankel, 2002, p. 132 & 133) (Piotrowski C. M., 2020) (NOORHANI,
2021)

Role Goals Competencies Responsibilities Public Work

perception Relationship
Designer Function Visualize Concept Implementa Customer/Owner
Image Technical Drawing tion Contractor
Budget Problem solve development Implemente Align objectives
development Establish goals Technical rs with physical
Interpretation consultant needs
of strategic Programming
goals potential
Translation
of
 management
objectives
Value added
Technical Application Technology Vendor Visionary Align technical
Consultants alternative forecast Financial Facilitator with
State-of-the- Program/ physical settings
art Application Framework plan
equipment development for
and future
application applications
Client Image Sponsor Direction Ownership Architect
Capabilities Compose team Disbursement of Implement User
budgetary Establish goals funds public Finance
power Facilitate Management policy Strategic forecast
strategic Vision Legislative Market
outlook Technology influence anticipation
Management consultant Alliance
goals

Contractor execution of Budget Conformance Realization Architect

the budget implementatio direction, Project Owner
Time/ n finance responsibilit Vendor
schedule Time/schedule drawing, intent, ies Financial
Product Quality of time User
performance products Benchmark
quality Performance performance/
Continuous specifications
relationship Alternative
with client building
strategies
design/build
Vendor Quality Quality of Support Support Contractor
Budget products design/build Knowledge User
conformance Budget Time reduction
conformance State-of-the-art
Relationship recommendation
building /
with client, application
user
contractor
User Value Internal Technical Compliant Client
Receive information consultant Leadership Definition of
Management Tactical w/client needs
Distribution applications Space utilization
of funds of vision
Establishing Effectiveness
 goals
Finance Enable Containment Review Invisible Client
Creative Identify pay- Control Monitor Contractor
alternatives back Monitor Vendor
periods investment
Investment

The provided table outlines the different roles, goals, competencies, responsibilities, public
perception, and work relationships within the practice of interior design. Here's a summary and
concluding remarks:

 Roles:
The key roles identified are Designer, Technical Consultants, Client, Contractor, and Vendor.
Each role has distinct goals, competencies, responsibilities, and work relationships.
 Goals and Competencies:
- Designers focus on function, image, budget development, and strategic goal translation.
Technical Consultants specialize in technology, applications, and state-of-the-art
equipment/software.
- Clients have image capabilities, budgetary power, and strategic outlook.
- Contractors are responsible for budget execution, time/schedule, and product
performance quality.
- Vendors ensure quality, budget conformance, and support design/build.
 Responsibilities and Public Perception:
- Designers are responsible for concept development, drawing, and implementation.
- Technical Consultants align their expertise with physical settings and provide a
framework for future applications.
- Clients provide direction, disbursement of funds, and management vision.
- Contractors ensure conformance with direction, finance, and specifications.
- Vendors support the contractor and user with their specialized knowledge and services.
 Work Relationships:
- Designers work closely with clients, contractors, and technical consultants to align
objectives with physical needs.
 - Technical Consultants collaborate with designers, contractors, and clients to ensure
technical integration.
- Clients work with architects, finance, and strategic partners to realize their vision.
- Contractors work with architects, owners, and vendors to execute the project.
- Vendors support the contractor and the end-user with their expertise and products.
Concluding Remarks:
The table provides a comprehensive overview of the different roles, responsibilities, and
relationships within the interior design practice. It highlights the interdependence and
collaboration required among the various stakeholders to successfully deliver an interior design
project. The clear delineation of goals, competencies, and work relationships suggests that
effective communication, coordination, and alignment among all parties are crucial for the
successful implementation of interior design projects. This table serves as a valuable reference
for understanding the complexities and dynamics inherent in the practice of interior design.

1.5.3. Fragmented Project Workflows and Decision-Making

The study indicates that interior design practices in Egypt often lack a cohesive and standardized
approach to project workflows and decision-making processes. Many firms operate in an ad-hoc
manner, with project management and design processes varying widely between different
companies and even within the same organization. This fragmented approach can lead to
inefficiencies, inconsistencies, and difficulties in scaling operations and replicating successful
project outcomes. (Darwish, Rasmy, & Ghaly, 2023)
Lack of Standardized Processes
Interior design firms in Egypt often lack clearly defined and documented processes for key
activities such as client onboarding, project initiation, design development, procurement, and
project delivery. The absence of standardized procedures can result in confusion, duplication of
effort, and difficulties in ensuring quality control and continuous improvement. (NOORHANI,
2021)
Inconsistent Decision-Making
Decision-making within interior design projects in Egypt is frequently ad-hoc and dependent on
the individual preferences and experiences of the designers and project managers involved. This
can lead to a lack of transparency, inconsistent outcomes, and challenges in aligning project
goals with the client's objectives and the overall strategic vision of the firm. (NOORHANI,
2021)

1.5.4. Project management (PM) process framework in interior design projects

(Clevenger & Haymaker, 2011) define the design process as the "implementation of a strategy to
a challenge resulting in an exploration", consisting of three key elements: challenge, strategy,
and exploration. The Council for Interior Design Qualification (CIDQ, 2019) has outlined the
widely accepted phases of the interior design process, which include Programming, Schematic
Design, Design Development, Contract Documentation, and Contract Administration.
Additionally, the council lists the various tasks involved in the practice and management of an
interior design project, such as project management, goal setting, data collection, design
conceptualization, material and furniture selection, documentation, consultant coordination,
contract administration, and pre-design and post-design services.

The document suggests that project management knowledge is crucial for interior designers to
successfully complete a project, as most of the stages and processes involved require
management skills in addition to the creative aspect. While the overall design outcome may be
the priority based on stakeholder goals and objectives, factors such as budget, schedule, quality,
and resource management play a significant role in determining the success of a project (CIDQ,
2019)

The document notes that while (CIDQ, 2019) broadly described the phases of a typical interior
design project, there was no elaboration on the processes involved in each relevant phase. In
contrast, the British Institute of Interior Design (BIID, 2021) recommends the RIBA Plan of
Work as an excellent resource for interior designers, as it provides valuable insights into the
project's workflow from the beginning to the end. According to (Hughes, 2003) the RIBA Plan
of Work originated in 1963 as a framework for architects to implement on projects with their
clients, which brought greater clarity to the different stages of a project.

In summary, the research compares the project management process frameworks described by
NCIDQ (2019), the RIBA Plan of Work, Noorhani et al. (2014), and the Architect's Act 1967
(Act 117) & Rules, and concludes that the RIBA Plan of Work provides a clear and detailed
framework for studying the implementation of project management process in interior design
projects in Egypt.
Table 4:Project management processes by stages (Adapted from: RIBA, 2020)

Stage Process
Strategic Definition Preparation of client requirements
Development of business case for feasible
options including review of project risks and
project budgets
Confirmation of option that best delivers
client requirements
Review of feedback from previous projects
Site appraisal
Preparation and Briefing Preparation of project brief including project
outcomes and sustainability outcomes,
quality aspirations and spatial requirements
Feasibility studies
Confirmation on project budget
Sourcing of site information including site
surveys
Preparation of project program
Preparation of project execution plan
Preparation of responsibility matrix
Concept Design Preparation of design concept incorporating
relevant requirements in alignment to cost
plan, project strategies and outline
specification
Agreement on potential changes in project
brief
Design reviews with client and project
stakeholders
Preparation of design program
Spatial Coordination Undertake design studies, engineering
analysis (if any) and cost exercises to test
 design concept
Completion of spatially coordinated design
aligned to updated cost plan, project
strategies and outline specification
Initiation of change control procedures
Review of design against building regulations
or any other authority requirements
Technical Design Development of technical design and
drawings
Preparation and coordination with design
team on Building Systems
Information Preparation and integration of
specialist/ subcontractor Building Systems
Information as part of final specification
Preparation of construction program
Manufacturing and Construction Finalisation of site logistics
Manufacturing of building systems and
commencement of construction
Monitoring progress against construction
program
Inspection of construction quality
Resolve site queries as required
Undertake commissioning of project
Preparation of defects list
Preparation of building / operational manual
(including health and safety file and fire
safety information)
Handover Hand over building in line with Plan for Use
Strategy
Review of project performance
Seasonal commissioning as required
Rectification of defects
Use Appointment of facilities management and
asset management teams, and strategic
advisers as needed
Implementation of facilities management and
asset management
Post occupancy evaluation of building
performance in use
Verification of project outcomes
The table outlines the key stages and processes involved in a project management framework, as
described in the RIBA Plan of Work. The stages include:

- Strategic Definition: Preparation of client requirements, development of business case,

confirmation of best option, review of previous projects, and site appraisal.
- Preparation and Briefing: Preparation of project brief, feasibility studies, confirmation of
budget, sourcing of site information, preparation of program and execution plan, and
responsibility matrix.
- Concept Design: Preparation of design concept, agreement on changes, design reviews,
and preparation of design program.
- Spatial Coordination: Design studies, engineering analysis, spatially coordinated design,
change control, and review against regulations.
Technical Design: Development of technical design and drawings, coordination of building
systems, and preparation of construction program.
- Manufacturing and Construction: Finalization of site logistics, manufacturing,
construction monitoring, quality inspection, commissioning, defects list, and operational
manual.
- Handover: Handover of building, review of performance, seasonal commissioning, and
defects rectification.
- Use: Appointment of facilities management, implementation of facilities and asset
management, post-occupancy evaluation, and verification of project outcomes.
Concluding Remarks:
The table provides a comprehensive overview of the project management framework used in the
construction industry, as outlined in the RIBA Plan of Work. The framework covers the entire
project lifecycle, from strategic definition to the use and maintenance of the completed project.

According to Noorhani et al. (2014), interior design projects are similar to construction projects,
involving processes such as feasibility study, design, tendering, construction, and maintenance.
The findings of Noorhani et al. (2014) were found to be comparable to the RIBA Plan of Work.
Additionally, the Architect's Act 1967 (Act 117) & Rules outlines the interior designer's
responsibilities, which include coordination of consultants' work, inspection of works, and
estimates of cost and time (Noorhani et al., 2014).

The stages or phases of a project, as described by The National Council for Interior Design
Qualification (NCIDQ, 2019), the RIBA Plan of Work, Noorhani et al. (2014), and the
Architect's Act 1967 (Act 117) & Rules, were found to be comparable, although the terminology
used to label each stage varied. The RIBA Plan of Work, however, was found to provide a clear
set of tasks and milestones for the design team at each project stage, making it a suitable
theoretical framework for studying the implementation of project management processes in
interior design projects in Egypt (Sinclair, 2019).