Dennis Holloway, An Architect in Northern New Mexico
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You and Your Architect
(How to Work With an Architect)
NOTE: This was originally written for The American Institute of Architects
by David Haviland, Hon. AIA, professor of architecture at Rensselaer Polytechnic
Institute-is updated periodically to reflect current industry practices.
Design and construction are inherently exciting. There are few things more
satisfying than a successful project. The secret to success lies in the
professional, business, and personal relationships between owner and architect.
You and Your Architect provides guidance on how to establish and benefit
from those relationships.
Table of Contents
* Getting Started
* Selecting the Architect
* Identifying the Services You Need
* Negotiating the Agreement
* Compensating Your Architect
* Keeping the Project on Track
Experience tells us that successful projects; those that achieve the desired
results for owners, users, and architects; result from informed clients
working with skilled architects to form sound professional, business, and
often personal relationships. These relationships are formed early on and
are nourished by clear communication, mutually understood expectations,
and a willingness of both client and architect to understand and accept
their responsibilities for realizing a successful project. Building in today's
marketplace is a complex undertaking requiring many different products and
skills. Your architect understands the complexities and works with you to
design an appropriate response to your requirements. In turn, your architect
works within the building industry and watches out for your best interest
in transforming the design into a building.
Getting Started
The best way to begin a new project is for you; the owner; to reflect on
what you bring to it: knowledge, experience, needs, desires, aspirations,
and personal opinions. You also bring the resources to realize your expectations.
Naturally, every owner starts from a different place. Some have had vast
experience with design and construction and know what they want and how
to go about getting it. Many owners have much less experience.
Whatever your situation, it makes sense to begin with some self-examination
to assess what you already know about your project and what you will establish
with your architect's help. The questions outlined below can be used as
a guide. You don't need firm or complete answers to these questions at this
point. Indeed, your architect will help you think them through.
A general understanding of where you are, however, will help you select
the best architect for the project. What activities do you expect to house
in the project? Are you ready to translate these activities into specific
spaces and square footage areas, or will the design program (the collection
of parameters from which design is derived) emerge in working with the architect?
Has a site been established, or will this decision also be a subject of
discussion with the architect? Have you, or perhaps others, fixed a construction
schedule or budget? What are your design aspirations? What thought have
you given to the design quality or amenity you are seeking in this project?
What are your overall expectations for the project? What are your basic
motivations as a client, and what role does this project play in achieving
your overall goals? How do you make decisions? Will a single person sign
off on recommendations? Are committees necessary? How much information do
you need to make decisions? Do you require a lot of detail? Do you have
the resources to do this project? Where will they come from, and what strings
may be attached? How much experience do you have in design and construction?
Have you done this before? If so, where have you been most successful, and
when were you disappointed?
Selecting the Architect
Whether you are building your own home or designing a commercial complex,
choosing the right architect is vital to a successful project. Architecture
firms come in a variety of sizes and types. The statistically average firm
is made up of nine or ten people; many firms are smaller (with as few as
one or two architects), and there are some very large firms with staffs
of 100 or more. Some firms specialize in one or more project or facility
types; others do not. Some firms include in-house engineering (structural,
mechanical, electrical, etc.) or other design disciplines (planning, urban
design, landscape architecture, interior design, etc.), many other architects
introduce these disciplines into their projects through appropriate consultants.
Each architecture firm brings a different combination of skills, expertise,
interests, and values to its projects. An architect is trained to listen
to you-the client-and to translate your ideas into a viable construction
project. Look for a good listener and you'll find a good architect. The
Right Architect First-time clients, and even experienced clients facing
new situations, have many questions about architect selection. Some of the
more common ones are addressed here.
When, in the life cycle of a project, should I bring the architect into
the picture? As early as possible. Architects can help you define the project
in terms that provide meaningful guidance for design. They can also do site
studies, help secure planning and zoning approvals, and perform a variety
of other pre-design tasks.
Should I look at more than one firm? Usually, yes. One exception is when
you already have a good relationship with an architect and it makes little
sense to change.
How do I find suitable firms to contact? Contact other owners who have developed
similar facilities and ask who they interviewed and ultimately selected.
Ask who designed buildings and projects that you've admired or that seem
especially appropriate. Many local chapters of The American Institute of
Architects maintain referral lists and are available to assist you in identifying
architects in your area who specialize in certain types of projects (residential,
institutional, corporate, etc.).
What information should I request? At minimum, ask prospective firms to
show you projects that are similar to yours (that is, of similar size and
type) or that have addressed similar issues (that is, similar siting, functional
complexity or design aspirations). Ask them to indicate how they will approach
your project and who will be working on it (including consultants). Ask
for the names of other owners you may contact.
Why are formal interviews desirable? An interview addresses one issue that
can't be covered in brochures: the chemistry between the owner and the project
team. It also allows the owner to investigate how each architect will approach
the project.
How many firms should I interview, and how should they be selected? Most
people advise that you interview between three and five firms-enough to
see the range of possibilities but not so many that an already tough decision
will be further complicated. Select for interview architecture firms you
feel can do your project because of their expertise, their experience, or
their ability to bring a fresh look to your situation. Treat each firm fairly,
offering, for example, equal time and equal access to your site and existing
facilities. Insist on meeting the key people who will work on your project.
What can I realistically expect to learn from an interview? How can I structure
the interview to make it as informative as possible? You can learn how the
team the architect has put together will approach your project. Ask how
the architect will gather information, establish priorities, and make decisions.
Ask what the architect sees as the important issues of consideration in
the project. Evaluate the firm's interest in your project: Will your needs
be a major or minor concern? Evaluate the firm's style, personality, and
approach: Are they compatible with yours? How should I follow up? Tell each
firm what you intend to do next and when you plan to make your decision.
If you haven't talked with past clients, do so now. Assess both the performance
of the firm and the performance of the resulting architecture. You may want
to visit existing buildings to see them in use. Notify the selected firm
as soon as possible. Remember, conditions change. The firm may not be able
to offer the same project team if you must take several weeks or months
to decide. On what should I base my decision? Personal confidence in the
architect is paramount. Then seek an appropriate balance among these factors:
design ability, technical competence, professional service, and cost.
Once you've selected the best firm, enter into detailed negotiations of
services and compensation. The AIA standard form documents offer an excellent
starting point for contract negotiation. If you cannot agree, conclude negotiations
with your first choice firm and initiate negotiations with your second choice
firm. Some say that I should select a builder or contractor before selecting
an architect. When is that good advice? It works best to select your architect
first. That way you will have help in understanding how to make the builder
or contractor an effective member of the building team.
What about competitive bidding? You can ask for a fee proposal from an architect
any time during the selection process that you think is appropriate. Recognize
that factors in addition to cost-such as experience, technical competence,
and available staff resources-will be important to your decision. In addition,
if you are considering soliciting proposals from more than one firm, you
will want to make sure that you can provide all the information required
for definite proposals, ensuring that the proposals you get offer the same
scope of services, so that they can be evaluated on a consistent basis.
Some additional guidance: You are engaging the services of a professional.
You will work closely with the architect throughout the life of the project,
and your relationship may extend to future projects. Invest at least the
care it takes to select a financial or legal adviser. Yours will also be
a business relationship. Find out how prospective architects do business,
how they work with their clients, how responsive they are to your management
and decision styles, and how well their work stacks up against their clients'
expectations.
The best way to find out is to talk with other owners for whom the firm
has provided professional services. Ask questions. Respect the architect
as a professional who will bring experience and specialized knowledge to
your project. At the same time, don't be afraid to ask the same questions
you've asked yourself: What does the architect expect from the project?
How much information does the architect need? How does the architect set
priorities and make decisions? Who in the firm will work directly with the
client? How will engineering or other design services be provided? How does
the firm provide quality control during design? What is the firm's construction-cost
experience? Be frank. Tell the architect what you know and what you expect.
Ask for an explanation of anything you don't understand. The more on the
table at the outset, the better the chances are for a successful project.
Remember, a good architect is a good listener. Only when you have outlined
your issues can the architect translate those issues to the project's schedule
and budget. Selection Is a Mutual Process The most thoughtful architects
are as careful in selecting their clients as owners are in selecting architects.
They are as interested in a successful project as you are, and they know
that good architecture results from fruitful collaboration between architects
and clients.
Design as a Condition of Selection
What happens when you ask an architect to design a project as a condition
of selection? Even the simplest of projects are very complex. Each situation
is different, including people, needs, site, financing, and regulatory requirements.
Many of the owner's needs and expectations become specific only in the process
of design. As the project proceeds, priorities are clarified and new possibilities
emerge. The architect's knowledge, experience, and skill become part of
the project and contribute still more possibilities.
These facts suggest that back-of-the-envelope designs done as part of the
architect-selection process are no substitute for the complex, time-consuming,
and intensive dialogue and inquiry that characterize architectural design.
In some cases, owners know just what they need. If you feel you are one
of those owners, seriously consider engaging an architect on, for example,
an hourly consulting basis to review and test your decision. Detailed professional
evaluations of existing buildings can be valuable in uncovering problems
and possibilities that may affect your decision.
The process of adapting an existing building design to a new site may be
more complex than it appears, considering, for example, topography, drainage,
other soil conditions, solar orientation, views, traffic patterns, and community
issues. In the right circumstances, a formal design competition may be an
appropriate method of selection. A competition generates a broad search
for the best solution to a particular building opportunity. It can also
be time consuming and burdensome to administer. The AIA publishes the "Handbook
of Design Competitions" as a guide to the conduct of effective competitions.
Identifying the Services
You Need You may already know the scope of professional services required
for your project, but most owners want to work with their architect to identify
what is needed. Different projects require different combinations of architectural
services. An early task is to identify those services essential to the success
of the project. The Important Choices Most projects require a set of basic
services typically provided by architects: preliminary (usually called schematic)
design, design development, preparation of construction documents (drawings
and specifications), assistance in the bidding or negotiation process, and
administration of the agreements between you and your builder or contractor.
Some projects will require other services. For example, predesign work may
be essential: facilities programming, surveys of existing facilities, marketing
and economic feasibility studies, budgeting and financing packages, site-use
and utilities studies, environmental analyses, planning and zoning applications,
and preparation of materials for public referenda. Projects may also require
special cost or energy analyses, tenant-related design, or special drawings,
models, and presentations. Not all services must be provided by the architect.
Some owners have considerable project planning, design, and construction
expertise and may be fully capable of undertaking some project tasks themselves.
Other owners find it desirable or necessary to add other consultants to
the project team to undertake specific tasks. Here discussion will be necessary
to establish who will coordinate owner-supplied work or other services provided
beyond the scope of the architect's agreement. There are two effective approaches
to establishing services. The first is to establish a set of basic services-a
standard grouping of services common to many projects. When you use this
approach, a second category of additional services is used to cover pre-design
services as well as a wide variety of special studies or services that some
projects require (like those mentioned above). The second is to use the
designated services approach, which asks owners and architects to select
an appropriate complement of services from an array developed by the AIA
and presented herein.
The AIA publishes standard-form owner-architect agreements for both of these
approaches. AIA Document B141, Standard Form of Agreement Between Owner
and Architect, and its condensed version AIA Document B151, Abbreviated
Form of Agreement Between Owner and Architect for Construction Projects
of Limited Scope, each embodies the basic services approach. AIA Document
B163, Standard Form of Agreement Between Owner and Architect for Designated
Services, is used to employ the designated services approach. In fact, B163
provides a range of 83 separate architectural, interiors, and construction
management services from which to choose. The owner pays only for the services
necessary for the project's success, and the architect can effectively measure
the firm's time and resources. Deciding on Services The best strategy is
to sit down with your architect and identify the services needed. Some advice:
Use the AIA's list of designated services, a representation of which appears
on pages eight and nine as an initial discussion guide. Doing so provides
a chance to talk about all possible service options. Recognize that even
when a number of services are designated at the outset, other services may
be required once you are under way. For example, you may require zoning
approvals or you may wish to do economic analyses of a new energy-saving
system. Other services may be added to an existing agreement at any time.
You may opt to set aside a design contingency budget under the joint control
of you and your architect to fund design changes and refinements once construction
begins. Construction contract administration services are a case of spending
a penny to save a dollar. When you've taken care to see that a building
has been designed as you want, you certainly want it built as it was designed.
Your architect can observe the construction work for its compliance with
drawings and specifications, approve materials and product samples, review
the results of construction tests and inspections, evaluate contractor requests
for payment, handle requests for design changes during construction, and
administer the completion, start-up and close-out process of your project.
Getting the building that was designed; and on budget; is important. Attaining
that goal requires considerable experience, time, and effort. Ask your architect.
Most disputes arise during construction, which, for you, is an important
consideration. In such a situation, according to AIA standard forms, your
architect serves as an impartial mediator/arbiter between you and your contractor.
The AIA standard forms also call for arbitration and, sometimes, independent
mediation, both of which are provisions to find solutions outside of a courtroom.
An agreement for post-construction, building evaluation; perhaps a joint
inspection by you and your architect six months after the building is occupied-will
help to serve as a checkup that the building is being used and maintained
properly. The specifics of your project will guide your choice of agreement
form. The designated-services approach requires a little more effort up
front, as it involves the decision of which of the 83 possible services
to include. However, designating services brings discipline and clarity
to the process of deciding who will do what. What If There Are Too Many
Unknowns? Sometimes, too little is known about the project to determine
the full extent of professional services in advance and proceed to a contractual
agreement based on designated services. If this is the case, consider engaging
the architect to provide project definition and other predesign services
first, with remaining phases and services to be determined later. List of
Design Services Provided By Architects As the owner, you will find it helpful
to review this chart with your architect to acquaint yourself with the various
phases of design and construction and the services available for each. With
that knowledge, you will be able to work with your architect to select services
that are appropriate to your needs. This chart lists types of services offered
by architects.
The chart groups services under seven broad classifications that track the
possible phases of a project as delineated in AIA Document B163, Standard
Form of Agreement Between Owner and Architect for Designated Services. This
agreement contains an expansive listing of available services and allows
the parties to identify in detail the specific services required for a given
project. Basic Services contained in AIA's standard owner-architect agreement
(B141) Additional Services contained in expanded list of services (B163)
Project Administration Management Services | Predesign Services | Site Development
Services | Design Services | Bidding or Negotiation Services | Contract
Administration Services | Project Administration | Programming | Site Analysis
and Selection | Architectural Design/Documentation | Bidding Materials |
Submittal Services | Disciplines Coordination/Document Checking | Space
Schematics/Flow Diagrams | Site Development Planning | Structural Design/Documentation
| Addenda | Observation Services | Agency Consulting/Review/Approval | Existing
Facilities Surveys | Detailed Site Utilization Studies | Mechanical Design/Documentation
| Bidding/Negotiation | Project Representation | Owner-Supplied Data Coordination
| Marketing Studies | On-Site Utility Studies | Electrical Design/Documentation
| Analysis of Alternates/Substitutions | Testing & Inspection Administration
| Schedule Development/Monitoring of the Work | Economic Feasibility Studies
| Off-Site Utility Studies | Civil Design/Documentation | Special Bidding
| Supplemental Documentation | Preliminary Estimate of Cost of the Work
| Project Financing | Environmental Studies and Reports | Landscape Design/Documentation
| Bid Evaluation | Quotation Requests/Change Orders | Presentation | Zoning
Processing Assistance | Interior Design/Documentation | Contract Award |
Contract Cost Accounting | Geotechnical Engineering | Special Design/Documentation
| Furniture and Equipment Installation Administration | Site Surveying |
Materials Research/Specifications | Interpretations and Decisions | Project
Closeout | Postcontract Services | Maintenance and Operational Programming
| Startup Assistance | Record Drawing | Warranty Review | Postcontract Evaluation
As the owner, you will find it helpful to review this chart with your architect
to acquaint yourself with the various phases of design and construction
and the services available for each. With that knowledge, you will be able
to work with your architect to select services that are appropriate to your
needs.
Negotiating The Agreement
Owner-Architect agreements spell out what you and your architect bring to
the professional relationship and what you can expect from it. The formal
agreement between you and your architect is an opportunity to assure that
you both envision the same project, requirements, and expectations. Before
committing these requirements and expectations to paper, use the five steps
presented below to identify any items that may have been missed.
Establish project requirements
Write down your project requirements as either a short statement or a very
detailed compilation. Address these points: Project scope: What is to be
designed and built? Project site: Where will (might) it be built? Levels
of design quality and amenity Role of the project (in the owner's life,
business, community, etc.) Schedule requirements or constraints Target date
for completion Budget estimate and sources of financing Codes, regulations,
and required design reviews. Describe project tasks and assign responsibility
for each one Owner and architect should identify the predesign, design,
construction, and post-construction tasks that must be undertaken to achieve
project objectives. The chart on pages eight and nine, taken from AIA Document
B163, represents the potential scope of designated services and provides
a useful starting point for this discussion. Both parties should then identify
the services required for the project and who will be responsible for each.
Advice: To help produce a complete schedule, include all necessary tasks,
even if they will be done by others (say, a regulatory agency's review).
Develop a First-Cut Schedule Place the tasks and responsibilities on a time
line, estimating duration for each task. Identify the tasks that if delayed
for any reason will delay completion of the project. Compare the time line
with the target completion date and adjust one or both as appropriate. Advice:
The owner, architect, and other key team members who must live with the
project schedule should be involved in its development.
Take a Critical Look at the Results
Is the schedule reasonable, particularly given the project's requirements
and budget? Have you allowed yourself enough time to review the architect's
submissions, receive regulatory agency approvals, seek your own recommendations
and approvals, and make your decisions? Many project schedules don't provide
enough time for decision making. Use This Planning Work as a Basis for Establishing
the Architect's Compensation Ask the architect to provide you with a compensation
proposal that is based on the tasks and schedule outlined above. The Owner-Architect
Agreement If you've done your homework, the written agreement should follow
without difficulty. Although a certain amount of negotiation is inevitable,
you and the architect should be of common mind on the key issues of project
scope, services, responsibilities, schedule, construction budget, and architect
compensation. Some advice on this subject: Use a written contract. No handshake
or letter agreement is firm enough to cover thoroughly all the roles, responsibilities,
and obligations the owner and architect must carry out. Use AIA documents.
These standard forms of agreement, first developed in the 1880s, have been
carefully reviewed, court-tested, and modified over many years. Widely used
by and accepted in the construction industry, they present a current consensus
among organizations representing owners, lawyers, contractors, engineers,
and architects. They are coordinated with one another to work as a complete
set. For example, the architect-consultant agreement serves as the subcontract
for the owner-architect agreement, and the owner-contractor agreement, usually
negotiated later, extends the architect's services into the construction
phase. These documents are readily available from most local AIA chapters
or by calling 800-365-ARCH(2724). If you want to modify the AIA forms, do
so with great care. Since these documents form a cohesive whole, even simple
revisions in one agreement may cause complications in another. Do not expect
your architect to warrant or guarantee results. As a provider of a professional
service, an architect can only be required to perform to a professional
standard. Perfection would be nice, but it is unrealistic and uninsurable.
Courts recognize this, and so too must responsible clients. Consult both
your legal and insurance counsel before signing these agreements.
Compensating Your Architect
Appropriate professional compensation is important to meeting your goals;
cost and value go hand in hand. Experienced clients recognize that adequate
compensation for the architect is in their best interest as it assures the
type and level of services needed to fulfill their expectations. You may
have questions about how to arrive at the appropriate compensation for your
project. Some of the more frequent questions are answered here. How much
should I expect to pay an architect? That will depend on the types and levels
of professional services provided. More extensive services or a more complex
or experimental project will require more effort by the architect and add
more value to the project. You should budget accordingly for architectural
services.
And what methods of compensation are available? These are the most common:
A stipulated sum based on the architect's compensation proposal A stipulated
sum per unit, based on what is to be built (for example, the number of square
feet, apartments, or rooms) A percentage of the construction cost Hourly
rates A combination of the above. It is worthwhile to note that AIA Document
B163 provides six separate methods of compensation that can be tailored
to the types of services being provided. My project is one characterized
by repetitive units (bedrooms, apartments). Does it make sense to use these
units as a basis for compensation? Sometimes-for example, when the probable
number of units (or, alternatively, the highest and lowest probable numbers)
is known. Percentage of construction cost has been a simple and popular
method of compensation. Is it recommended? Again, it depends. While the
percentage method is simple in concept, it requires a rigorous determination
of what the construction cost includes. The result may be too high or too
low, given the complexity of the project and the professional services required.
Finally, this method may penalize the architect for investing extra effort
to reduce construction cost on behalf of the owner.
What does a stipulated sum include? This is a matter of negotiation with
your architect, but generally it includes the architect's direct personnel
expenses (salary and benefits), other direct expenses chargeable to the
project (such as consultant services), indirect expense or overhead (costs
of doing business not directly chargeable to specific projects), and profit.
The stipulated sum does not include reimbursable expenses.
When does it make sense to consider hourly billing methods? Again, this
is a matter of negotiation, but it makes good sense when there are many
unknowns. Many projects begin with hourly billing and continue until the
scope of services is defined and establishing a stipulated sum is possible.
It may also make sense to use this approach for construction contract administration
and special services, such as energy and economic analyses.
What are reimbursable expenses? These are out-of-pocket expenses incurred
by the architect on behalf of the project that usually cannot be predicted
at the outset, such as long-distance travel and communications, reproduction
of contract documents, and authorized overtime premiums. Detailed in the
owner-architect agreement, they are usually outside the stipulated sum or
hourly billing rate and normally billed as they occur.
What about payment schedules? Once the method and amount of compensation
have been established, ask the architect to provide a proposed schedule
of payments. Such a schedule will help you plan for the financial requirements
of the project.
What other expenses can the owner expect? The owner-architect agreement
outlines a number of owner responsibilities, some of which will require
financial outlay. These include site surveys and legal descriptions, soil-engineering
services (for example, test borings or pits), required technical tests during
construction (for example, concrete strength tests), an on-site project
representative, and the necessary legal, auditing, and insurance counseling
services needed to fulfill the owner's responsibilities.
What happens if the owner and architect can't agree on compensation? Keep
the lines of communication open so that each will understand the other's
basis for negotiation. Often, differences result from incomplete or inaccurate
understandings of project scope or services. Perhaps some services can be
performed by the architect on an hourly basis or by the owner. Perhaps coordination
of owner forces, special consultants, or other team members mandated by
the owner are adding to the architect's costs. When everything is mutually
understood and there is still no closure on the details or method of compensation,
both the owner and architect ordinarily have no choice but to discontinue
negotiation.
Keeping the Project on Track
Both you and the architect can take specific steps to help meet your quality,
time, and budget goals. Design and construction are team activities. Many
individuals and firms come together to do a project. They usually will not
have worked together before and may not work together again. They collaborate
to produce a complex and often unique result on a specific site. As the
project unfolds, hundreds of individual design decisions and commitments
are made. Needs and conditions change, and work is modified. A strong and
healthy relationship between owner and architect is essential to keep the
project on track.
Recognizing the Owner's Responsibilities
The owner-architect agreement and general conditions of the contract for
construction provide clear guidance on what is expected of the owner. AIA
Documents B141 and A201 (General Conditions) outline several responsibilities.
Your architect will assist you in clarifying them. The owner must provide:
Design objectives, constraints, and criteria, including space requirements
and relationships, flexibility, expandability, special equipment, and site
requirements.
Budget (including contingencies for bidding, changes in the work during
construction, and other costs that are the owner's responsibility) and a
statement of available funds for the project. A legal description and survey
of the site (including available services and utilities) as well as soils-engineering
services and professional recommendations (including test borings or pits,
soil-bearing values, percolation tests, air- and water-pollution tests,
and ground-water levels). Necessary services during construction, including
testing services and (on some projects) an on-site project representative.
Timely information, services, decisions, and approvals. Prompt notification
of any observed faults or defects in the project or nonconformance with
the contract documents governing the project. Legal, accounting, auditing,
and insurance counseling services needed for the project.
Recognizing Some of the Fundamental Realities of Building
We spend more than $300 billion annually for new construction and renovation
in the U.S. Architects and their clients have had the opportunity to gain
some collective wisdom from these projects-wisdom that may be of value to
you in project planning and follow-through. Project scope, quality, and
cost are inextricably related. Any two of these variables can be fixed and
controlled in design; the marketplace takes cares of the third. You will
need to establish priorities among them and set acceptable ranges for each
one. A good architect challenges the program, schedule, and budget.
Even when these have been developed through painstaking effort, it is in
the client's best interest to encourage this challenge. In this way, the
architect comes to understand project requirements. The analysis may also
reveal existing or potential problem areas. As design proceeds, important
issues will surface. The architect's services bring increased client understanding
of the project and the project changes as a result. Each milestone, usually
marked by the end-of-phase submissions written into the owner-architect
agreement, should be used to assure continuing consensus on project scope,
levels of quality, construction cost, and budget. It may also be necessary
to adjust the services required from the architect at these points. The
secret to successful projects is effective project management by both owner
and architect. A summary of what the owner can do to keep the project running
smoothly through design and construction is presented below.
Project Plan
Insist on a project work plan, preferably as part of the process of negotiating
the project agreements. Ask that the plan be updated on a regular basis
and after any major change in scope, services, or schedule.
Team member
Be part of the project-planning process and all project meetings. Be sure
that your own deadlines, as well as your own decision processes, are reflected
by that plan.
Client Representative
Identify a single person to represent you and to speak for you at planning
sessions and project meetings. The scope of the client representative's
authority should be understood by all involved.
Internal Coordination
If yours is an organization where several people or departments must be
involved in the project work, make it clear that the client representative
speaks as the boss. Conflicting advice or requirements will inevitably cause
problems later.
Meetings
Plan on regular meetings of the project team and participate in them. Meetings
should have clear agendas. Persons with assigned tasks should have them
done in time for the meetings. Be sure that the architect prepares minutes
that clearly identify what was decided, what items now require a decision,
and who is responsible for the next steps. Minutes should be circulated
to all team members.
Documentation
Require that contacts between architect and client (for example, phone conversations
and data-gathering sessions) be documented, and the results shared with
appropriate members of the project team. This system keeps everyone informed
of what's being discussed and decided outside of formal project meetings
and presentations.
Phases
The AIA standard forms of agreement designate three major design phases
and submissions by the architect: schematic design, design development,
and construction documents. You may wish to include additional submissions,
recognizing that each adds time and cost to the project. Use these milestones
to review what has been done and approve it as the basis for moving forward.
Decision Process
Be sure that both you and your architect understand the process by which
you will make decisions: Who requires what information, whose approval is
required, how much time should be allocated for review of submissions? Diagram
the process if you are unsure.
Decisions
Make decisions when they are called for. Keeping the project on hold while
the team awaits your decision increases the possibility of changes in conditions
that may upset the delicate balance between project time, cost, and quality.
Agreement Modifications
Keep the owner-architect agreement up-to-date. Modify it when project scope
or services are changed.
Questions
When you have questions, ask them. Pay particular attention to design submissions,
since the work of each phase is further developed in the next phase. All
questions should be resolved before the construction contract documents
phase begins, as changes beyond this point will most likely result in increased
time and cost.
Problems
Address problems when they arise and before small ones become large ones.
Regular project meetings provide a natural opportunity.
Bringing the Builders on Board
At some point, the project team must be expanded to include the firm or
firms that will build the project. There are two basic approaches: The owner
may select the contractor or contractors based on the construction contract
documents prepared by the architect. Public entities generally must engage
in an open competitive bidding process. Other owners may choose open competitive
bidding, competitive bidding by a few invited firms, or negotiation with
a single selected contractor or builder. The owner may choose to include
the contractor as a member of the design team. The contractor may be paid
a fee for consultation during design. A method of compensation for the construction
work is negotiated when the design has progressed in sufficient detail to
serve as a basis for a cost proposal. However and whenever contractors are
selected, it is likely that the architect will assist in preparing the bidding
documents and the owner-contractor agreement forms as part of the construction
contract documents. It is sound practice to engage the architect's assistance
in the bidding or negotiation process and recommending of construction contractors.
Maintaining the Professional Relationship
The architect's services should not end with the award of construction contracts.
It is highly advisable to retain the architect to: Observe the construction
work, evaluate it for compliance with the contract documents and help to
determine that the project is being built as designed. This service is especially
important. The contractor's failure to construct what has been designed
can have major consequences for the owner. Review shop drawings (detailed
drawings of specific building components) and product and material samples
to confirm the contractor's understanding of the design intent. Make design
changes that result from owner decisions, design refinements, or unexpected
conditions in the field. Provide a variety of other important services for
the owner-checking contractor payment requisitions against the progress
of the work, providing final inspections and certifications for the owner,
and assisting with building start-up and user education. Keep an eye on
your bottom line. As the team member who has been involved with your project
from the outset, your architect is capable of helping you control your construction
budget throughout construction and initial occupancy of the project.
So we arrive at the bottom line-the need to complete projects that respond
to owner needs and aspirations, are accomplished within schedule and budget,
and contribute to the quality of our communities and our lives within them.
Your comments and feedback are welcome. If you are
interested in having me work with you on a project, please contact Dennis
Holloway, Architect, via e-mail:
archvr@newmex.com
Dennis Holloway, Architect, may also be contacted at:
Box 55, 1896 Lorca Drive
Santa Fe, New Mexico, USA 87505
Phones: Main: (505) 473-4275
Fax: (505) 473-3812 (Call Main first)
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