In an attempt to improve the current practices and reduce the problems in design projects, a system dynamics model was developed for the management of detailed design process of a civil engineering project. The model took an integrative approach, consisting of four interrelated subsystems: human resources, design production, controlling and planning. Two sets of data were used to initialise and test the model. Some policies and scenarios were then explored to gain insight into the model's behaviour and to seek alternatives for better management.

The experimentation showed the following policy hierarchy:

• In terms of meeting scheduled time, the effectiveness of policies is in the order: (1) progress control, (2) manpower allocation, (3) estimation of workload, and (4) realisation of underestimated work.
• In terms of man-days expended or cost reduction, the effectiveness of policies is in the order: (1) manpower allocation, (2) progress control, (3) estimation of workload, and (4) realisation of underestimated work.

As such, good estimation of workload, though essential, is not sufficient to bring the project to finish on schedule. Good project control and early perception of real progress are needed to ensure adequate resource allocation and on-time completion. This requires creation of a project organisation which is able to recognise and process changing information on those issues.

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