Low productivity in high-rise building projects represents a recurring challenge in Chile, often linked to deficiencies in management during the design phase. This process, crucial for project coordination and success, is affected by fragmented roles, lack of integrated methodologies, and limited adoption of internationally recommended practices. Despite its relevance, little research has addressed how this stage is currently managed in the Chilean context. This study evaluates the design management of high-rise building projects by identifying design processes, characterizing the temporary organization formed by professionals, and analyzing their role participation. The methodology included a literature review, expert validation, surveys, and interviews with industry professionals. A total of 22 specific processes were identified across Preliminary, Basic, and Detailed design phases, and 12 roles were mapped to these processes. The study compares current practices with good practices from the literature, including project management standards and Lean, BIM, and Agile methodologies. The results reveal discrepancies between ideal and actual role involvement, operational fragmentation, and limited application of management tools. These findings highlight key areas for improvement in the Chilean construction sector and provide a foundation for future research.