PANGASINAN STATE UNIVERSITY

URDANETA CITY CAMPUS, URDANETA CITY, PANGASINAN

COLLEGE OF ENGINEERING AND ARCHITECTURE

ARCHITECTURE DEPARTMENT

RESEARCH WORK NO. RSW – MT – 02

DATE ISSUED: march 13, 2023

TITLE: “

COURSE AND TITLE: STUDENT NAME: DATE DUE: FINAL

PP 423 – PROFESSIONAL GUMALLAOI, JUDELLE V. MARCH 20, RATING
PRACTICE 03 2023 :
INSTRUCTOR: COURSE/YEAR/SECTION: DATE
SUBMITTED:
AR. ALVEN T. BACTAD, uap BS-ARCHITECTURE 4-a MARCH 19
FACULTY INSTRUCTOR 2023
 THE COMPREHENSIVE SERVICES OF THE ARCHITECT
(UAP SPP DOC. 206)

STANDARD OF PROFESSIONAL PRACTICE (SPP)

ON COMPREHENSIVE ARCHITECTURAL SERVICES
(Part of the IRR of R.A. No. 9266)
SPP Document 206
(replacing the 1979 UAP Doc. 206)

1. INTRODUCTION
8.2 The concept of Comprehensive Architectural Services crystallized through the years in
response to the demands of emerging complex building projects. The transition of the
architectural profession from providing “basic” and “additional” services to that of a
comprehensive nature is due to the realization that continuity of services related to design and
construction is necessary for the execution of a completely viable project.
8.3 Comprehensive Architectural Services refers to the range of professional services that
covers Pre-design Services, Regular Design Services, Specialized Architectural Services,
Construction Services and Post- Construction Services.
8.4 In this extended dimension, the Architect is the prime professional. He functions as creator,
author, and coordinator of the building design which becomes the basis for the construction of a
project. In order for him to be able to properly assist and serve his Client, the Architect has to
be knowledgeable in other fields in addition to building design.
8.5 The Architect is not expected to perform all the services. Rather, he is to act as the agent of
the Client in procuring and coordinating the necessary services required by a project.
9. SCOPE OF COMPREHENSIVE ARCHITECTURAL SERVICES

9.1 Pre-Design Services (SPP Document 201)

9.1.1 Consultation
9.1.2 Pre-Feasibility Studies
9.1.3 Feasibility Studies
9.1.4 Site Selection and Analysis
9.1.5 Site Utilization and Land-Use Studies
9.1.6 Architectural Research
9.1.7 Architectural Programming
9.1.8 Space Planning
9.1.9 Space Management Studies
9.1.10 Value Management
9.1.11 Design Brief Preparation
9.1.12 Promotional Services
9.2 Regular Design Services (SPP Document 202)

9.2.1 Project Definition Phase

9.2.2 Schematic Design Phase
9.2.3 Design Development Phase
9.2.4 Contract Documents Phase
9.2.5 Bidding or Negotiation Phase
9.2.6 Construction Phase

9.3 Specialized Architectural Services (SPP Document 203)

9.3.1 Architectural Interiors (AI)

9.3.2 Acoustic Design
9.3.3 Architectural Lighting Layout and Design
9.3.4 Site Development Planning (SDP)
9.3.5 Site and Physical Planning Services (including Master Development Planning,
Subdivision Planning and Urban Design)
9.3.6 Comprehensive Development Planning (CDP)
9.3.7 Historic and Cultural Heritage Conservation and Planning
9.3.8 Security Evaluation and Planning
9.3.9 Building Systems Design
9.3.10 Facilities Maintenance Support
9.3.11 Building Testing and Commissioning
9.3.12 Building Environmental Certification
9.3.13 Forensic Architecture
9.3.14 Building Appraisal
9.3.15 Preliminary Services
9.3.16 Contract Documentation and Review
9.3.17 Post-Design Services (including Construction Management Services)
9.3.18 Dispute Avoidance and Resolution
9.3.19 Architectural Research Methods
9.3.20 Special Building/ Facility Planning and Design
9.3.21 Building Components
9.3.22 Management of Architectural Practices

9.4 Construction Services

9.4.1 Fulltime Supervision Services (SPP Document 204-A)

9.4.2 Construction Management Services (SPP Document 204-B)

9.5 Post-Construction Services (SPP Document 205)

9.5.1 Building and Facilities Administration

9.5.2 Post-Construction Evaluation
10. PROJECT MANAGEMENT (PM)

10.1 By his education and training, the Architect may perform any or all of the services as
stipulated under Section 2 above. However, when the Owner hires an Architect or a firm to
coordinate the whole range of Comprehensive Architectural Services (CAS), this constitutes
Project Management (PM).

10.2 Project Management (PM) involves management activities over and above the normal
architectural and engineering (A&E) services carried out during the pre-design, design and
construction phase. The over-all objective is to have control over time, cost and quality relative
to the construction of a project.

10.3 The presence of a PM does not relieve the designers and contractors of their respective
normal duties and responsibilities in the design and construction of the project. The PM
complements the functions of the Architects, Engineers and Contractors in meeting the broad
and complex requirements of projects.

11. THE PROJECT MANAGER (PM)

11.1 The Project Manager (PM, whether individual or firm) operates as a member of an Owner-
Architect-Engineer-Contractor Team. In the Team Approach, each member of the team will
have precedence in his own field of operations or expertise. In accordance with this principle:

4.1.1 The Architect and the Specialist Consultants (SCs) will have prime responsibility
for the plan/design of the project.

4.1.2 The Engineers will be responsible for their respective engineering plans.

4.1.3 The Contractor shall be responsible for his men and equipment and the delivery of
the project.

4.1.4 The Owner makes decisions on the project and assures that funds are available to
complete the project.

4.1.5 The Project Manager (PM)‟s primary responsibility is the exercise of overall cost
control. He will plan, program and monitor the various activities, and will act as an
adviser on material costs and construction methods.

4.2 Scope of Services

4.2.1 Pre-Construction Phase

As early as during the design development phase, perhaps even concurrently with the Architect‟s
commission, the Project Manager (PM) should conduct regular consultations with the Owner and with
the Architects and Engineers (for A&E services) on all aspects of planning for the project.

4.2.2 Construction Phase

If the Project Manager (PM) also serves as the Construction Manager (CM) to oversee time, cost and
quality control during the construction of the project, he shall provide the services detailed under SPP
Documents 204-A and/or 204-B.
12. MANNER OF PROVIDING SERVICES

12.1 Normally, the Architect enters into a contract with the Owner to perform comprehensive
architectural services. By the very nature of the services, he assumes the dual role of the Project
Manager (PM) and the Construction Manager (CM), or effectively the overall coordinator
whose functions are outlined under this SPP.

12.2 To perform the variety of services indicated under the Comprehensive Architectural
Services, the Architect must make full use of his own capability as well as of services offered
by other professionals. He may expand his staff by hiring the experts needed, or he may form a
team consisting of professionals such as but not limited to:

12.2.1 Architects
12.2.2 Engineers
12.2.3 Market Analysts
12.2.4 Accountants
12.2.5 General Contractors
12.2.6 Real Estate Consultants
12.2.7 Sociologists
12.2.8 Planners
12.2.9 Bankers
12.2.10 Lawyers

12.3 If a Project Manager (PM) is hired by the Owner, it may be the responsibility of the PM to
either hire the Construction Manager (CM) to be paid either by him or directly by the Owner on
salary, or on the basis of percentage of construction cost or to serve as the CM himself. In like
manner, the Fulltime Supervisor can either be a staff member of the PM or hired directly by the
Owner.

13. METHOD OF COMPENSATION

13.1 The Project Manager is compensated on a percentage basis, as shall be described in the
Architect‟s Guidelines.

13.2 If the Architect as Project Manager (PM) performs regular design services for the same
project, he shall be compensated separately for these services as stipulated in SPP Document
202.
 OFFICE PROJECT MANAGEMENT IN ARCHITECTURE
PROFESSION
C. Office Project Management
C.1. Project Management
1.a. The Small Project
1.b. The Project Teams
1.c. Project Operations
1.d. Project Controls

C.2. Risk Management

2.a. Managing Project Risks and Opportunities
2.b. Project Disputes
2.c. Firm Insurance

C.3 Inter-Professional Relationships

3.a. Inter-Firm Alliances
3.b. Design Team Arrangements
I. Project Teams
- Even the smallest project requires a team of two: an architect and client
- Relationships expand as teams become larger and it includes office colleagues, consultants,
contractor, etc.
1. PROJECT MANAGER
- Central figure on a project team.
- The person in the architectural firm who is responsible of managing design, schedule and
budget concerns to meet the client‟s expectations.
- Effective project managers assume project leadership responsibility, accept certain
challenges and bring certain traits and abilities to their work
Traits and Abilities
a. Is organized, directs and controls all key aspects of the project.
b. Is enthusiastic about achieving high standards.
c. Communicates well (both within the team and to those outside).
d. Motivates the project team to meet the project goals.
e. Delegates when appropriate.
f. Listens well and can interpret clearly team members‟ issues and opinions.
g. Attacks aggressively every problem important to the projects‟ success.
h. Is persuasive in a pleasing manner.
 i. Has a conscious sense of time, knows how to accomplish a task, and is aware of how
much time is left to finish a task.
j. Knows where to find the answers for technical and managerial problems.
k. Knows that it takes a team to accomplish outstanding results and gives a credit to the
team.
l. Is results – oriented always keeping the final outcome of the project in mind.
2. MANAGING STAFF & CONSULTANTS
- The team may include a part – time draftsperson, a consultant, the contractor and the
client.
The Project Teams, Operations, and Controls
Projects to design and construct buildings can involve large numbers of people, and on
major projects many thousands of people. The structure and composition of the project team tends to
change through the duration of the project; some team members might only have a very brief
involvement, bringing specialist knowledge or supplying specialist components during a particular
phase, whilst others, such as the client, project managers or lead consultants may be involved for many
years.
It is crucial that project teams are structured properly from the outset, and that team
members are selected carefully to give the project the best prospect of success. However, as there is
often some doubt about whether a project will actually proceed during the very early stages proper
attention is not always given to defining the project team.
The composition of the project team may change through the duration of a project and may
include many members, but an indicative, outline structure for a traditional project is shown
below:
 It is important that roles, responsibilities and reporting mechanisms are clearly defined in
appointment documents and communicated to other project team members. In addition, where project
team members are accepting risk for delivering part of the project, this must be properly understood
and defined (for example, planning risk on design and build projects).
A roles and responsibilities matrix can help identify the roles required, what actions
individuals and groups will need to take, whether there are any gaps, and what additional resources
may be needed to complete the project. An assessment can then be made as to whether any required
resources exist within the current organisation or whether new appointments will be required. As the
project develops, a responsibility assignment matrix can be created to set out in more detail which
specific tasks are assigned to which individuals.
Integrated project team

On publicly-funded projects, the government favours the creation of an „integrated project

team‟ where a system of collaborative working is adopted between all of those involved in
the delivery of the project.

The integrated project team is a particularly important concept for public projects as the
recommended procurement routes (set out in the Government Construction Strategy) are
private finance initiative (PFI), prime contracting and design and build. Under these routes, a
single, integrated supply team (including designers, contractors, specialist suppliers and
facilities managers) is appointed, responsible for delivering (and sometimes, financing and
operating) the entire project. The Government recommend that this appointment is made
after the preparation of the brief (or output-based specification), before any design work has
been undertaken.
THE COMPONENT PROJECT MANAGER FROM THE CLIENTS’ PERSPECTIVE
 Responds to requests from clients quickly, don‟t wait for a convenient time.
 Be prepared to discuss the projects‟ status (technical, budget, or schedule) at any time.
 Keep files so information is readily available when client asks for it.
 Arrive at meetings on time and prepared.
 Keeps client informed by routinely sending copies of correspondence, telephone logs and other
project documentation.
 Review all invoices before they mailed and prepared to answer any questions about them from the
client.
EFFECTIVE PROJECT TEAM CHARACTERISTICS
 Small enough to convene and communicates easily
 Foster discussions that are interactive and open to all members
 Team members have a mutual understanding of each other‟s roles and skills
 Team members offer an appropriate combination of functional/ technical problem – solving and
interpersonal skills
 Has a truly meaningful purpose – clearly articulated, understood, and advocated for by all members
 A specific set of team goals exists in addition to an individual and organizational goals
 The team has a realistic, ambitious goals that are clean and important to all team members
 The group plans for a specific set of teamwork products
 Team members have a sense of mutual accountability with the members feeling individually and
jointly responsible for the teams purpose, goals, approach and work products
 The team is able to measure progress against specific goals
 All team members have a sense that only the team can fail
PROJECT TEAM WORKING APPROACH
1. Is understood and agreed to by everybody
2. Capitalizes on (and enhances ) the skills of those on the team
3. Provides for open interaction fact – based problem – solving and results – based evaluation
4. Can be modified and improved overtime

3. PROJECT OPERATIONS
- Project planning and team – building put the resources needed to execute a project in
place. The next part, and the hardest part, is making it all work – orchestrating and
integrating these plans and resources to produce a successful project
- Project management also involves collecting, processing and communicating changes
and closing out the project
A. START – UP
- Includes project definition, acquisition, planning and contract negotiation
 o Team Briefing and Kickoff
 Reviewing:
 Project requirements
 The project work plan
 Schedules and milestone dates
 Project policies which include project responsibilities and authorities, client
structure and relationships, teem meetings and communications, approaches to
identifying and solving problems, project change and reports and other key
management issues
B. PROJECT AUTHORIZATION
o Includes
 Establishing the necessary projects accounts
 Providing information on what can be charged to the project and what cannot
especially reimbursable and non – reimbursable expense
 Identifying the internal project reports that will be prepared and distributed
 Providing the accounting department/ bookkeeper/ principal with information about
the project milestones, deliverables and billing details
C. PROJECTS’ FILES
- The most effective project filing system is one that can be easily understood and used
by everyone
D. KEY PROJECT INFORMATION
o Includes
 Project directory (list of names, addresses, phone and fax no.‟s of key participants)
 Project program and construction budget requirements
 Site information including climatic, environmental surveys, and geotechnical data
 Applicable codes and regulations
 Project schedule, milestones and list of deliverables
 List of project files, locations and access guidelines
II. Communications
- Professional services involve a continuing exchange of information including data, advice and
opinions, proposals and decisions
o TALKING and LISTENING
 Direct personal interaction
 Meetings provides opportunities for groups to exchange information and
make, modify, and affirm project decisions
  Consider “stand – up ” meetings
o These are short sessions usually directed to a single subject or decision
to be made or reviewed. Also called conference call.
 Other ways: memos, telephone calls, faxes emails, letters
o ROUTINE COMMUNICATIONS
 Information is often conveyed to a formal transactions between individuals
and within groups – i.e. telephone conversations, fax and email message
correspondence, transmittals of documents, reports and memos.
 These transactions serve two purposes: to convey important information and
become part of the project record
III. Management Technology
- Used technology to speed up contract completion like voicemail, fax machine and internet
IV. Decisions
- The management of decision making is a key project management task
o Understand the decisions made
 What are the most important project decisions?
 When they must be made?
 Who will make them?
 Who needs to contribute data, opinions / advice?
 Who needs to approve the design?
 Who needs to be informed?
o Submittals and of approvals
 Most projects include the milestones points at which project decisions are
synthesized, presented, discussed and affirmed. The project agreement provides
the first of milestone dates of deliverables

V. Documentation
- Even the smallest project generates a great deal of paper such as notes, meeting agendas and
minutes of meetings, technical materials, and other documentation
- The project manager correspondence and for documenting significant developments on all
projects
- Good business practice suggests it is nicer to document transactions that take place between
the parties in the design team and the client. Doing so keeps the project on track, and when a
claim is filed, there is a record
VI. Close Out
- With the project winding down, and with other projects waiting in the wings, it is common
and economically necessary to disband the project team and reassign the project manager
- It will be necessary to close out the project internally as well, collecting information,
providing any required documentation, finalizing billing and collections.
PROJECT CONTROLS
Knowledge Area Definition
Project Controls is a process that encompasses the resources, procedures, and tools for the
planning, monitoring, and controlling of all phases of the capital project lifecycle. This includes
estimating, cost and schedule management, risk management, change management, earned value
progressing, and forecasting.
Value Proposition
Successful performance of a project depends on appropriate planning. The execution of a
project is based on a robust project plan and can only be achieved through an effective cost and
schedule control methodology. The development of a suitable project control system is an important
part of the overall project management effort and supports the achievement of project objectives. It has
been proven time and again that project performance can be improved if dedicated project controls
systems are in place. Good project control practices can result in more predictable cost and schedule
outcomes.
 Project Controls and Management Systems (PCMS) are central to effective project execution.
PCMS can improve the delivery schedule for faster time-to- market, help reduce capital cost,
provide the basis for informed decision-making, and help manage risks.
 Reliable estimating is critical for successful projects and the competency of cost estimators is
paramount in this process. This knowledge area includes research on evaluating, improving and
training estimating competencies to enhance the reliability of the estimating process.
 Predictability of cost and schedule performance is crucial to attain financial performance
goals. Research on both leading and predictive indicators is a response to the industry‟s need to
have early and accurate predictability of project outcomes.
Managing Project Risks and Opportunities, Project Disputes, and Architectural Firm Insurance

Even though you‟ve drafted detailed architectural blueprints and specified the exact building
materials to use, there‟s no guarantee that construction project managers will follow your instructions
to the letter.

For example, a contractor may skip a crucial building reinforcement step or use cheaper
insulation than you recommended. If there are flaws in the finished structure due to construction
mistakes, the owner could sue the architect for negligence and hold them liable for damages. To protect
against expensive lawsuits, most architecture and design businesses carry professional liability
insurance, also known as errors and omissions insurance. These policies cover you if a client accuses
you of negligence, you make a mistake that costs a client money, or you miss deadlines or fail to
complete projects.

In the systematic project risk and opportunity management approach both project risks
(potential negative outcomes) and project opportunities (potential positive outcomes) are
identified, estimated and put together in an integrated report forming a basis for action
planning.

Discover the benefits of effective risk management practices

Risk management may not be a standard course in architecture school, but it is an essential
concern for architects and related professionals working today. Managing Project Risk is a key
resource for integrating good risk management into professional practice.
Based on a popular series of articles in AIArchitect, this accessible volume offers an on-the-
ground perspective of what can happen on the job and what architects can do to prevent or mitigate
threatening conditions and events. With an engaging, non-legalistic style, authors Atkins and Simpson
draw upon their considerable experience and upon AIA Contract Documents to show how sound risk
management strategies work in a variety of real-world settings, covering such practical areas as:

* Risk management fundamentals

* Contracts
* Relationships with clients
* Understanding the architect's role in the project
* Risk issues with digital drawings
* The modern architectural workplace
Rendering potentially dry topics lively with wit and anecdote, Managing Project Risk resonates
with the experience of contemporary architects, while offering helpful suggestions applicable not only
to risk management but also to project management and professional development.
The Architect Responsibilities and Disputes

In the world of construction, the role of the architect has assumed a remarkably powerful
position yet that role often results in the architect being the focus of disputes and resentment as he or
she tries to balance the conflicting needs of the builders, the engineers and the “client,” that is, the
owner of the building. The architect is quite often the ultimate decision maker on a project, the person
who is supposed to coordinate the aesthetic and practical needs of the owner with the practicalities and
design criteria of the engineer, the builders and the local authorities. All within budget and all delivered
on time.

As any mediator will tell you, being in the middle is seldom a position in which one may relax.
One finds oneself the lightening rod for frustration and discontent and added to this role is the “artistic”
role that most every architect, either consciously or not, wishes to assume. Within the world of
construction, the people who wish to use construction to create useful AND beautiful structures
normally become architects and most architects, especially when young, hope to create in brick and
mortar some aesthetic concept that will last generations.

Yet, legally, the role of the architect is not only more mundane, but is actually restricted to
being the agent of the owner, acting to initiate and facilitate the project from initial planning to
completion. As the owner's agent, the architect is typically responsible for the technical design, as
defined in the contract with the owner. The specifics of the architect's responsibilities should be clearly
expressed in the contract and, as discussed ad nauseum in our web site, the key to a successful business
or construction relationship is a well drafted written contract created with the professional input of both
attorneys and accountants. Indeed, in some jurisdictions it is legally required to have a written contract
between the architect and the owners.

The ideal contract is carefully constructed with the particular project and personalities in mind.
Realistically, the usual project uses the standard form AIA (American Institute of Architects contract
A201) or equivalent form with “fill in” blanks despite the fact that it is usually heavily weighted in
favor of the architect. (Most truly experienced developers, after one or two experiences with that form
contract, create either addendums to the contract or create their own version.) Either with that form or
not, the responsibilities discussed here often apply in standard form contracts.

The problem with architect relationships, however, often stems not from the central role they
perform, but by a misunderstanding of their contractual duties, and usurpation of various roles and
responsibilities by others on the project, either intentionally or unintentionally. In an effort to get the
project done (and the money paid) it is not uncommon for subs or builders...or even owners...to assume
tasks that should be in the architect‟s purview both causing confusion and, ironically, removing that
responsibility and liability from the architect‟s shoulders.

To avoid that danger, a full understanding of the actual tasks normally assumed by the architect
and what they mean is essential.
STANDARD FORM CONTRACT PROVISIONS
Owner’s Contractual Role: Caveat:

By engaging an independent design professional, by which is normally meant the architect, the
owner intends to secure a reasonable design within known parameters. At the same time, the owner will
shift responsibility for the design onto the architect, and should clearly and completely convey all
project objectives and necessities. The owner should avoid participation in the actual design work if the
owner wishes to ensure that the design liability remains with the design professionals. As far as the
contractor is concerned, these are contractual matters strictly between the owner and designers. The
typical response of a contractor to a flaw in the construction is that the Plans and Drawings indicated
that the construction should have been completed in that manner and so long as the contractor follows
the plans and specifications, the contractor is normally free from liability. (Quite a few contracts with
contractors impose upon contractors the duty to report errors in plans and specifications that they
encounter but even assuming the contractor executes such a clause, enforcement is difficult and the
negligence would still be parceled out among the various parties...including the owner if the owner was
responsible for the errors.)

The following are the typical project obligations of the architect:

1. Production and coordination of all plans and specifications including all change orders.
2. Technical accuracy of all documents and often reviews of contracts with subs.
3. Specific design (not design criteria).
4. Workability of the design.
5. Code compliance.
6. Interpretation of the documents.
7. Submittal review and approval.
8. Prompt and timely response.
9. Evaluation of the work, often as part of release of payment provisions.
10. Diligence, skill and good judgment usually with a criteria of “equal to the professional
level of competence in the area.”
PROJECT DISPUTES
Client miscommunications and shifting project scopes
When a project doesn't go according to plan, clients can file lawsuits against the architect, and
miscommunication is often a factor. Many architects point to shifting project scopes as sources of
disputes with clients, which can lead to lost wages, hard feelings, and eventually lawsuits.
Make sure that the contract you sign with the client details all the terms of your work including
deliverables, deadlines, and pay rate – so both parties have everything in writing. If a project‟s scope
changes or you take on more responsibilities, it‟s a good idea to modify and resign the contract.
Regularly check in with the client throughout the project so that you can manage expectations and stay
aware of new or shifting priorities. Again, professional liability insurance will cover you from lawsuits
caused by poor communication, changing project requirements, and budget overruns.
Do Architects Need Insurance?
You bring dreams to life, taking building ideas from visions to drawings. And while it may be
rewarding work, it can also lead to risks. That‟s why architects need business insurance to help protect
your:
 Employees
 Property
 Equipment
 Assets
Who Needs Architect Insurance?
 Architects
 Architectural designers
 Architectural firms

Other insurance policies for architects and designers

While professional liability insurance is a must for architecture and design businesses, it only protects
you from lawsuits caused by work mistakes or negligence. Depending on other aspects of your
business, you might consider purchasing some or all of the following policies:
 General liability insurance. A general liability insurance policy will protect you if a client suffers an
injury at your office or you damage their property.
 Commercial property insurance. If your architecture business has invested a substantial amount of
money in high-end computers for designing building plans or other equipment that is necessary for
work, commercial property insurance will reimburse you if gear is stolen or damaged.
 Business owner‟s insurance: Depending on your business‟s situation, you may be able to save money
by purchasing a business owner‟s insurance policy, which bundles general liability and commercial
property insurance.
 Workers‟ compensation insurance. Most states require businesses with even one employee to carry
workers‟ comp insurance, which covers workers who are injured or become ill on the job.
 Cyber liability insurance. If you store confidential building plans or sensitive client data on your
computers, you could be sued in the case of a data breach, which would be covered by your cyber
liability insurance policy.
Architectural Design Team Arrangements and Alliances
What is the Design Team?
The design team for construction projects consists of an architect and engineers. Often, the team itself
may consist of an architectural firm and an engineering firm which themselves employ several
architects or engineers. On smaller projects, you may simply have one architect or engineer who is
tasked with your project. Each of these groups can have individuals that specialize in specific areas of
design or engineering.
ARCHITECTS
The architect or architectural team is responsible for the design stage of the project.
The architect will take an idea the owner has and if that idea is feasible, create a design around it.
Different types of architects may specialize in different types of projects. Some architects specialize in
specific types of buildings, while others specialize in a subset of the project itself. For example, on a
single project, you may have an architect who is designing the physical structure for the project and a
second landscape architect that is responsible for designing the exterior portion of the project.
Architecture is both an art and a science. Modern professional architects seek to produce buildings that
are both aesthetically pleasing and functional. Increasingly, architects are focusing on incorporating
sustainability into their designs, and charting out new ways to add value to the client through design
processes.
ENGINEERS

Your design team will almost certainly consist of one or more engineers in addition to the architect(s).
Broadly speaking, engineers are responsible for ensuring that the finished product of the construction
project is safely and appropriately constructed. But this isn‟t all engineers do on construction projects.
Engineers make sure that the project is as efficient as possible, reducing costs while maintaining
necessary safety features. Engineers will also conduct an initial survey of the building site to assess
feasibility for the project and get a sense of any special accommodations that may need to be made.

An important aspect of what civil engineers are responsible for is ensuring that all local and state legal
requirements are met for your project. Early on, this means closely tracking changes to the design to
ensure that plans and specifications include any necessary requirements. As the construction project
progresses to the physical construction stage, the engineer will regularly review construction to verify
that everything is being built according to requirements. Effective engineering firms also specialize in
optimizing the building process by finding ways to build more efficiently, reducing both costs and time
associated with the project.

Each design team will approach their own creative process differently. That being said, the
design phase itself generally occurs very soon after the start of the project. During the first phase of a
project, the owner approaches a construction project manager to explain their idea and determine the
feasibility of the project. If the construction project manager determines that the project is feasible, they
will bring a design team on board within a short period of time.

Bringing the design team onto the project early is both necessary and advantageous. It is
necessary because the design must come before the construction phase can begin. You
will also need a design before you are able to secure the necessary permitting and entitlements for the
project. Getting an early start on the design process also allows the client‟s team to quickly gain a sense
of whether the structural design is possible, what constraints there are, and whether any entitlements
will be necessary.

As the client, you will also want to get the design teams in place and started on the project as
soon as possible because the entire process can take a great deal of time. Every construction project is
unique. Some projects may also require multiple revisions, each of which will take extra time.

The first draft and subsequent revisions represent a collaborative effort between architects and
engineers to ensure safety, legal, and regulatory requirements are met.
CHALLENGES DURING THE DESIGN PROCESS
The biggest challenge facing the design process is the breakdown of communication between
the various entities involved. It is difficult to understand how important communication is during this
time period. Both the architectural and engineering teams require information from one another.
Without the information they need, they cannot move forward with their portion of the project.
Often, communication difficulties stem from a basic misunderstanding about what the other
party needs. One team member may not understand that the other requires certain information and may,
in fact, feel like they are waiting for information themselves. This isn‟t just a risk between members of
the design team, but also between the design team and the owner‟s team, and the design team and the
contractor. Each party involved in a construction project can run into challenges getting the information
they need when they need it.
The solution to this problem lies with the project manager. Project managers that are integrated
into the process will work to ensure that team members have the information they need to finish their
part of the task. By facilitating the flow of information, project managers can ensure costly delays
resulting from stagnant communication don‟t occur.
A second factor that can affect the success of the design processis a project manager who isn‟t
familiar with basic design principles. Whereas in the past the product of the design process was a paper
schematic, today‟s design process revolves around Building Information Modeling (BIM). BIM is 3d
modeling and design software that integrates the design, engineering, and project management roles
through the creation of a shareable model depicting design, infrastructure, engineering, and operational
information. If project managers aren‟t familiar with how BIM functions and how to coordinate the
creation of BIM models, the entire design process can become less efficient.
The Role of Construction Project Management in the Design Process
One of the roles of the project manager during the design process is to facilitate the flow of
information between other entities involved in the process. This includes the client, architects, and
engineers. At a certain point, this may also include bringing a general contractor on board and
incorporating them into design discussions. Like other parts of construction projects, in order to be
effective, project management teams must be familiar with the design process as a whole. They must
understand where problems might arise and work to mitigate those problems as efficiently as possible.
The project manager is also responsible for ensuring that each team member has a clear
understanding of the project budget and schedule. This will help ensure that the design will progress
within the project budget and time constraints. Project managers are typically engaged throughout the
design process. The design phase occupies a significant portion of the preconstruction phase. Design
considerations can impact the project timeline and budget and may require the project manager to
revise the project‟s strategic plan.
Navigating the Selection Process
As the client, you‟ll want to work closely with your project manager during the selection
process for your design team. The selection of your design team can have a large impact on the success
of your project. Designers differ in the types of construction projects they specialize in and in their
design philosophy. One designer may specialize in utilitarian industrial design, while another may
specialize in creating commercial structures that are aesthetically pleasing and emphasize
sustainability. If certain features of design like sustainability or accessibility are important to you,
you‟ll want to work with a design team that incorporates those features into their design philosophy.
Your project manager will be able to steer you towards designers that have worked on projects
that are similar to your own. This is usually a good place to start. From there you‟ll want to find the
design team whose design philosophy aligns closely with the project outcome you desire. Even after
construction has been completed, your project manager and architect will perform a final walkthrough
to ensure the physical construction matched the project requirements. In this way, working with the
design team is a long-term commitment. As such, you‟ll want to be as discerning as possible during the
selection process to find a design team that you will be able to work well with.
The design team in the construction industry has an important role. Design team members are
engaged with the project through its entire life cycle. Design teams can add value to projects in a
variety of ways, from an emphasis on value engineering to implementing sustainable building
practices.
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