You and Your Architect

You and your architect

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. . . . .

Contents

Getting Started 2

Selecting Your Architect 4

The Important Choices 6

Services Available from Architects 8

Negotiating the Agreement 10

Compensating Your Architect 12

Keeping the Project on Track 14

This booklet—originally written for The American Institute of Architects by AIA Honor Award recipient David Haviland, professor of architecture at Rensselaer Polytechnic Institute—is updated periodically to reflect current industry practices.

For more information about working with an architect, please contact your local chapter of The American Institute of Architects or the national headquarters of the AIA at 800-242-3837/www.aia.org. 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 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 in your interest within the building industry and can help you greatly to trans- form the design into a wonderful building.

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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 provide the

resources to realize your expectations......

Naturally, every owner starts from a different outlook. 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 serve 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. ask yourself these questions

• What activities do you expect to house in the project? Do you have specific ideas on how to translate these activities into specific spaces and square footage areas? In any event, an architect with experience in your particular building type can help you immensely to refine your design program (the collection of parameters from which design is derived).

• Has a site been established, or will this decision also be a subject of discussion with the architect and others?

• Have you and those with whom you are talking fixed a construction schedule and budget?

• What are your design aspirations? What thought have you given to the design message and amenities you are seeking in this project?

• What are your overall expectations for the project? What are your motivations, both basic and high-minded, and what role does this project play in achieving your overall goals?

• How do you make decisions? Will a single person sign off on decisions? Do you have a building committee?

• How much information do you need to make decisions?

• Where will the resources come from to create and operate this project? (Your architect can help you considerably here, for instance, to tap into reliable capital assistance or leverage modest first-cost upgrades into enormous life-cycle savings.)

• How much experience do you have in design and construction? Have you done this before? If so, where have you been most successful, and where were you disappointed?

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Selecting Whether you are building your own home or designing a commercial your architect complex, choosing the right architect is vital to a successful project.

Architecture firms come in a variety of sizes have many questions about architect selection. Institute of Architects maintain referral lists and types. The statistically average firm is Some of the more frequently asked questions and are available to assist you in identifying made up of 9 or 10 people; many firms are are addressed here. architects who can help you. (Look in the smaller. There are also very large firms with Yellow Pages for the AIA listing, or go to When, in the life cycle of a project, should staffs of 100 or more. Some firms specialize www.aia.org.) I bring the architect into the picture? in one or more project or facility types. As early as possible. Architects can help What information should I request from Others have very specific specialties. Some you define the project in terms that firms? firms include in-house engineering provide meaningful guidance for design. At a minimum, ask to see projects the firm (structural, mechanical, electrical, etc.) or They may also do site studies, help apply has designed that are similar in type and size other design disciplines (planning, urban for planning and zoning approvals, help to yours or that have addressed similar issues design, landscape architecture, interior locate sources of financing, and a variety of (for example, siting, functional complexity, design, etc.). Many architects introduce other predesign services. or design aspirations). Ask them to indicate specialty disciplines into their projects how they will approach your project and through appropriate consultants. Each archi- Should I look at more than one firm? who will be working on it (including tecture firm brings its own combination of Usually, yes. One obvious exception is when consultants). Ask for the names of other skills, expertise, interests, and values to its you already have a good relationship with an owners you may contact. projects. All good architects will listen to architect and it makes little sense to change. you and translate your ideas into a viable Why are formal interviews desirable? How do I find suitable firms to contact? construction project. Look for a good An interview addresses one issue that can’t be Contact other owners who have developed listener and you’ll find a good architect. covered in brochures: the chemistry between similar facilities and ask who they inter- you and the architecture firm. Interviews also viewed and ultimately selected. Ask who The Right Architect allow your to learn how each firm plans to designed buildings and projects that you’ve If you are a first-time client, or an experienced approach the project. admired or that seem especially appropriate. client facing a new situation, you probably Many local chapters of The American . . . . .

How many firms should I interview and What about selecting an architect by Only when you have outlined your issues how should they be selected? competitive bid? can the architect address them. Most people advise that you interview three You can ask for a fee proposal from an Because you will be in a business to five firms—enough to see the range of architect at any time during the selection relationship to acquire the professional skills possibilities, but not so many that an already process that you think is appropriate. The and judgment of the prospective architect, tough decision will be further complicated. U.S. government, by law, depends on qualifi- you might also want to inquire about the Interview architecture firms that you feel can cations-based selection, whereby qualification ability of the architect to stand financially do your project because of their expertise, for a project is the first consideration, and fee behind the services to be provided. For experience, and ability to bring a fresh look is secondary. You are engaging the services of a example, you might ask if the architect to your situation. Treat each firm fairly, professional with whom you will work closely carries professional liability insurance— offering, for example, equal time and equal throughout the life of the project. much like that carried by doctors, lawyers, access to your site and existing facilities. Choose your architect at least as carefully and accountants. While not all architects What can I realistically expect to learn from as you would your dentist or doctor. Factors carry such insurance, it can, in many an interview? How can I structure the inter- such as experience, technical competence, circumstances, be an indicator of sound view to make it as informative as possible? and available staff resources will be important business acumen. You can learn how the architect’s team will to your decision. So, if you are soliciting Be prepared to answer questions about approach your project by talking to key proposals from more than one firm, make your project’s purpose, budget, time frame, members. Ask how the architect will gather sure that you can provide all the information site, and the team of players you anticipate information, establish priorities, and make required for definite proposals to ensure that being involved with the project. Once decisions. Ask what the architect sees as the the proposals you get offer the same scope of again, be frank, and inform the architect important issues for consideration in the services, and you can evaluate them on a of any information you want to be kept in project. Evaluate the firm’s style, personality, consistent basis. confidence. Protecting your confidential priorities, and approach: are they compatible Yours will be a business relationship. information is an ethical requirement for with yours? Find out how prospective architects do members of the AIA. business, how they work with their clients, How should I follow up? how responsive they are to your management Selection Is a Mutual Process Tell each firm what you intend to do next and and decision styles, and how well their work The most thoughtful architects are as careful when you plan to make your decision. If you stacks up against their clients’ expectations. in selecting their clients as owners are in haven’t talked with past clients, do so now. Ask questions. Approach the architect as selecting architects. They are as interested in Ask them to assess both the performance of a professional who will bring experience and a successful project as you are and they know the firm and the performance of the resulting specialized knowledge to your project. Don’t that good architecture results from fruitful architecture. You may want to visit existing be afraid to ask the same questions you’ve collaboration between architects and clients. buildings to see them in use. Notify the asked yourself: What does the architect Even the simplest of projects are very selected firm, or shortlisted firms, as soon expect to contribute to the project? How complex. Each situation is different, including as possible. Remember, conditions change, much information does the architect need? people, needs, site, financing, and regulatory sometimes very rapidly: regulatory parameters, How does the architect set priorities and requirements. Many of the owner’s needs market conditions, and team availability. make decisions? Who in the firm will work and expectations come into focus only in the On what should I base my decision? directly with you? How will engineering or process of design. As the owner and architect Personal confidence in the architect is other design services be provided? How does mutually evaluate alternative approaches to paramount. Seek also an appropriate balance the firm provide quality control during the project’s design, priorities are clarified among design ability, technical competence, design? What is the firm’s construction-cost and new possibilities emerge. There is no professional service, and cost. Once you’ve experience? substitute for the complex, time-consuming, selected the best firm, enter into detailed Be frank. Tell the architect what you and intensive dialogue and inquiry that negotiations regarding services and compen- know and what you expect. Ask for an expla- characterize the design process. sation. The AIA Documents offer an excellent nation of anything you don’t understand. starting point for contract negotiation. 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.

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The important Your architect can help you analyze your project’s choices requirements and select the appropriate services......

Identifying the Services You Need approach gives you the flexibility to work for compliance with the drawings The experiences of others may be instructive customize the scope of services that meet and specifications; approving shop drawings, up to a point, but every project is unique. your particular needs. materials, and product samples; reviewing Your architect is prepared to advise and assist Customization, however, may create the results of material tests and inspec- you in tailoring the array of professional more complexities than you want. Other tions; approving the contractor’s requests services available to meet your needs and prepackaged AIA documents, such as AIA for payment; handling requests for design expectations. Document B151, Abbreviated Standard changes during construction; and adminis- Most building projects require design Form of Agreement Between Owner and tering the completion, start-up, and close- and construction documents, assistance in Architect, offer only one option in the scope out process of your project. Getting the securing a contractor, and evaluation of the of services. In the B151 document, the building that was designed—and on progress and quality of construction. The services are divided into two categories— budget—is important. Attaining that goal services an architect can provide for you—in basic and additional services. The services requires considerable experience, time, and house or through consultants—may include within these categories may also be modified effort. Ask your architect. facilities programming; marketing and to meet your needs. • Disputes that arise during construction economic feasibility studies; budgeting and need to be decided quickly and effectively. financing packages; site-use and utilities Services Required Under the AIA standard form contracts, studies; environmental analysis; planning The best strategy is to sit down with your your architect serves as the initial arbiter and zoning applications; preparation of architect and identify the services needed. of disputes between you and your materials for public referenda; special cost or Recognize that even when a number of contractor. If the architect’s decision is energy analysis; tenant-related design; special services are designated at the outset, other unacceptable to either party, the AIA drawings, models, and presentations; and services may be required once you are under standard forms call for formal mediation, facility operation services after project way. For example, you may require zoning with arbitration to follow if mediation completion. approvals or you may wish to do economic does not succeed. Both are ways of Not all services must be provided by the analyses of a new energy-saving system. resolving disputes without the delay and architect. Some owners have considerable Other services may be added to an existing expense of courtroom proceedings. agreement at any time. You should set aside project-planning, design, and construction • An agreement for evaluation of facility a contingency budget to fund changes in the expertise and may be fully capable of under- operation—perhaps a joint inspection by services required from your architect. Tips taking some project tasks themselves. Other you and your architect within one year for recognizing required services include: owners find it desirable or necessary to add after the building is occupied—will help other consultants to the project team to • The specifics of your project will guide to serve as a checkup that the building is undertake specific tasks. Discussion with your choice of agreement form. The B141 being used and maintained properly. your architect will be necessary to establish scope of services approach requires up- who will coordinate owner-supplied work or front discussion to set the project’s What If There Are Too Many Unknowns? other services provided beyond the scope of parameters, which, in the long run, will Sometimes, the owner and the architect may the architect’s agreement. prevent misunderstandings. B163’s discover that too little is known about the The AIA publishes a wide variety of designated-services approach requires a project to determine the full extent of standard form agreements with different little more effort up front, as it involves professional services in advance and proceed approaches to defining a scope of services. the decision of which of the 83 possible to a contractual agreement based on a From the most commonly used document, services to include. However, designating known set of services. If this is the case, AIA Document B141, Standard Form of services brings discipline and clarity to the engage the architect to provide project Agreement Between Owner and Architect, process of deciding who will do what. definition and other predesign services first, to documents used for special purposes, the • Use the list of services that appears on with remaining phases and services to be scopes of services offered in the AIA pages 8–9 as an initial discussion guide. determined later. documents range from the typical to highly Doing so provides a chance to talk about customized applications. You may choose many possible service options. from a variety of formats that come • Contract administration services are a case prepackaged or a la carte, which are called of spending a penny to save a dollar. Once designated services. The B141 document you have approved the design, you want it offers a choice of multiple scope packages built as it was designed. Your architect can that may be substituted for one another and administer the contract between you and that deal with a range of situations, from the the contractor. This means evaluating typical to the highly specialized. This

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Services available from architects

Project Administration & Evaluation & Planning Services Design Services Management Services

Project administration Programming Architectural design documentation Disciplines coordination/ Functional relationships/ documents checking flow diagrams Structural design/ documentation Agency consulting/ Existing facilities surveys review approval Mechanical design/ documentation Marketing studies Value analysis balanced with budget & program Electrical design/ Economic documentation feasibility studies Schedule development/ monitoring of the work Civil design/ Project financing documentation Evaluation of budget & preliminary estimate of Site analysis, selection Landscape design/ cost of the work & development planning documentation

Presentation Detailed site Interior design/ utility studies documentation Construction management On-site & off-site Special design/ utiltity studies documentation

Environmental studies Material research & & reports specifications

Zoning process assistance Tenant-related services

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As the owner, you will find it helpful to review this chart with your architect to acquaint yourself with the professional services your project may require.

Bidding or Negotiation Services Contract Administration Services Facility Administration Services

Bidding materials Submittal services and Maintenance & operational rejection of defective work programming Addenda/responding to bidder inquiries On-site visits Startup assistance

Bidder inquiries Full-time on-site project Record drawing representative Bidding/negotiation Warranty review Testing & inspection administration Analysis of alternates/ Postcontract evaluation substitutions Supplemental documentation Special bidding

Quotation requests/ Bid evaluation change orders

Contract award Contract cost accounting

Furniture & equipment installation administration

Interpretations & decisions

Project close-out

The chart lists some of the services offered by architects. The chart groups services under broad classifications that track the services in AIA Document B141, Standard Form of Agreement Between Owner and Architect with Standard Form of Architect’s Services. -9- . . . .

Negotiating Owner-architect agreements spell out what you and your architect bring to the agreement the professional relationship and what you can expect from it......

The formal agreement between you and project—for example, obtaining financing or lawyers, contractors, engineers, and your architect is an opportunity to assure securing zoning approvals. Compare the architects. AIA documents are coordinated that you both envision the same project, time line with your target completion date with one another. For example, the requirements, and expectations. Before and adjust one or both as appropriate. architect-consultant agreement serves as committing these requirements and expecta- Advice: The architect and other key team the subcontract for the owner-architect tions to paper, use the five steps presented members who must live with the final agreement, and the owner-contractor below to identify any items that may have project schedule should be included in the agreement, usually negotiated later, been missed. creation and revision of these schedule extends the architect’s services into requirements. construction. These documents are readily Establish Project Requirements available from most local AIA chapters or Write down your project requirements as Take a Critical Look at the Results by calling 800-365-ARCH(2724). You either a short statement or a very detailed Good project schedules allow enough time will need to modify the AIA documents to compilation. Address these points: for decision making. Is your schedule adapt them to your particular project. • Project use: What is to be designed and reasonable, particularly given the project’s However, do so with great care. Since built? requirements and budget? Have you allowed these documents form a cohesive system yourself enough time to review the architect’s of contractual relationships, even simple • Project site: Where will (might) it be submissions, receive regulatory agency revisions in one agreement may cause built? approvals, seek your own recommendations complications in another document. • Levels of quality and amenity and approvals, and make your decisions? • Understand that your architect cannot • Role of the project (in the owner’s life, warrant or guarantee results. As a provider business, community, etc.) Use This Planning Work as a Basis for of professional services, like your lawyer or • Schedule requirements or constraints Establishing the Architect’s Compensation doctor, an architect is required to perform Ask the architect to provide you with • Target date for completion to a professional standard. Courts recognize a compensation proposal that is based on this, and so too must responsible clients. • Budget and sources of financing the tasks and schedule requirements • Consult both your legal and insurance • Anticipated key team members. outlined above. counsels before signing any agreement.

Describe Project Tasks and Assign The Owner-Architect Agreement Responsibility for Each One If you’ve done your homework, the written Owner and architect should identify the agreement should follow without difficulty. administrative, design, construction, and You and your architect should now be of facility operation tasks that must be common mind on the key issues of project undertaken to achieve project objectives. scope, services, responsibilities, schedule, The chart on pages 8–9 represents some of construction budget, and architect compen- the services an architect may provide and is sation. Some advice on this subject: a useful starting point for this discussion. • Use a written contract. A handshake or Both parties should then identify the letter agreement is rarely sufficient to services required for the project and who describe thoroughly all the roles, responsi- will be responsible for each. bilities, and obligations of the owner and Advice: To help produce an initial architect. schedule, include all necessary tasks, even if • Use AIA documents. These standard they will be done by others (say, a regulatory forms of agreement, first developed in agency’s review). the 1880s, have been carefully reviewed, Identify Your Schedule Requirements court-tested, and modified over many years of practice. Widely used by and Place your tasks and responsibilities on a accepted in the construction industry, time line, estimating duration for each task. they present a current consensus among Identify the tasks that if delayed for any organizations representing owners, reason will delay completion of the

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Compensating Cost and value go hand in hand: appropriate professional your architect compensation is important to meeting your goals......

Experienced clients recognize that adequate Unit Cost Compensation is based on the What about payment schedules? compensation for the architect is in their number of certain units such as rooms, Once the method and amount of compen- best interest as it assures the type and level apartment units, etc. sation have been established, ask the of services needed to fulfill their expectations. Royalty Compensation is a share in the architect to provide a proposed schedule of You may have questions about how to arrive owner’s income or profit derived from the payments. Such a schedule will help you at the appropriate compensation for your project. plan for the financial requirements of the project. Some of the more frequently asked project. questions are addressed here. Suppose my project has many repetitive units, such as bedrooms or apartments. What other expenses can the owner expect? How much should I expect to pay an Does it make sense to use these units as a The owner-architect agreement outlines a architect? basis for compensation? number of owner responsibilities, some of The amount of payment depends on the It may. Will the number of units bear a which will require financial outlay. These types and levels of professional services reasonable relationship to the responsibilities include site surveys and legal descriptions; provided. More extensive services or a more of the architect? If the answer is yes, unit geotechnical services (for example, test complex or experimental project will require cost may be an appropriate method of borings or pits); required technical tests more effort by the architect and add more compensation. during construction (for example, concrete value to the project. You should budget strength tests); an on-site project represen- accordingly for architectural services. When does it make sense to consider tative; and the necessary legal, auditing, and hourly compensation? insurance counseling services needed to What methods of compensation are It makes good sense when there are many fulfill the owner’s responsibilities. available? unknowns. Many projects begin with hourly This is a matter for negotiation, but the billing and continue until the scope of the What happens if the owner and architect following methods are in common use. project is better defined and establishing can’t agree on compensation? Compensation may be based on one or another basis of compensation is possible. It Discuss it. Try to understand the other’s more of them. may also make sense to use this approach for basis for negotiation. Often, differences Time-Based Methods These include: contract administration and special services, result from incomplete or inaccurate under- standings of project scope or services. • Multiple of Direct Personnel Expense, in such as energy and economic analyses. Perhaps some services can be performed by which salaries plus benefits are multiplied What does a stipulated sum include? the architect on a separate basis. Perhaps by a factor representing overhead and This is a matter of negotiation with your coordination of owner forces, special profit architect, but generally it includes the consultants, or other team members • Professional Fee Plus Expenses, in which architect’s direct personnel expenses (salary mandated by the owner are adding to the salaries, benefits, and overhead and benefits), other direct expenses architect’s costs. When everything is are the expense and the fee (representing chargeable to the project (such as consultant mutually understood and there is still no profit) may be a multiplier, percentage, services), indirect expense or overhead (costs closure on the details or method of compen- or lump sum of doing business not directly chargeable to sation, both the owner and architect • Hourly Billing Rates, in which salaries, specific projects), and profit. The stipulated ordinarily have no choice but to discontinue benefits, overhead, and profit are included sum does not include reimbursable expenses. negotiation. in rates for designated personnel. What are reimbursable expenses? Stipulated Sum Compensation is stated as These are out-of-pocket expenses incurred a dollar amount. by the architect on behalf of the owner, such Percentage of Cost of the Work as long-distance travel and communications, Compensation is calculated by applying an reproduction of contract documents, and agreed-upon percentage to the estimated or authorized overtime premiums. Detailed in actual cost of the work, whichever cost is most the owner-architect agreement, they are certain at the time the calculation is made. usually in addition to compensation for professional services and are normally billed Square Footage Compensation equals the as they occur. square footage of the structure multiplied by a pricing factor.

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Keeping the Both you and the architect can take specific steps to help project on track meet your quality, time, and budget goals......

Design and construction are team activities. • Prompt notification of any observed faults Schedule for Architect’s Services Many individuals and firms come together or defects in the project or nonconfor- Carefully review the architect’s schedule for to do a project. Often they will not have mance with the contract documents services. Ask that the schedule be updated worked together before, and they may not governing the project on a regular basis and after any major change

work together again. They collaborate to • Legal, accounting, auditing, and insurance in scope, services, or time requirements. produce a complex and often unique result counseling services needed for the project Team Member Take part in the appro- on a specific site. As the project unfolds, to meet the interests of the owner. priate portions of the project-planning hundreds of individual design decisions and process. Be sure that your own deadlines, commitments are made. Needs and Recognizing Some of the Fundamental as well as your own decision processes, are conditions change, and work is modified. Realities of Building reflected in the schedule. A strong and healthy relationship between We spend more than $300 billion annually Client Representative Identify a single owner and architect is essential to keep the for new construction and renovation person to represent you and to speak for you project on track. projects in the U.S. Architects and their at planning sessions and project meetings. The clients have had the opportunity to gain scope of the client representative’s authority Recognizing the Owner’s Responsibilities some collective wisdom from these should be understood by all involved. The owner-architect agreement and general projects—wisdom that may be of value to Internal Coordination If yours is an conditions of the contract for construction you in project planning and follow-through. provide clear guidance on what is expected organization where several people or depart- Project scope, quality, and cost are inextri- of the owner. AIA Documents B141 and ments must be involved in the project work, cably related. Any two of these variables can A201 (General Conditions) outline several make it clear that the client representative is be fixed and controlled in design; the market- responsibilities. Your architect will assist you authorized to speak for you. Multiple place takes cares of the third. You will need to in clarifying them. sources of advice or requirements will establish priorities among them and set inevitably cause problems later. The owner typically provides the acceptable ranges for each one. following supporting services, although if Meetings Plan on regular meetings of A good architect challenges the client’s need be the architect’s supporting services the project team and participate in them. program, schedule, and budget. Even may be expanded to include some of the Meetings should have clear agendas. Persons when these have been developed through services instead: with assigned tasks should have them done painstaking effort, it is in the client’s best in time for the meetings. Be sure that • Design objectives, constraints, and interest to encourage this challenge. In this minutes are prepared that clearly identify criteria, including space requirements and way, the architect comes to understand the what was discussed, and what items require relationships, flexibility, expandability, project requirements in detail. The analysis further action and by whom. Minutes special equipment, and site requirements may also reveal latent problems or oppor- should be circulated to all team members. • Budget (including contingencies for tunities. Documentation Require that contacts bidding, changes in the work during As design proceeds, important issues between architect and client (for example, construction, and other costs that are the will surface. The architect’s services bring phone conversations and data-gathering owner’s responsibility) and a statement of increased client understanding of the sessions) be documented, and the results available funds for the project project, and the project evolves as a result. shared with appropriate members of the Each milestone, usually marked by the • A legal description and survey of the site project team. This system keeps everyone submission of documents to the owner from (including available services and utilities) informed of what’s being discussed and the architect, should be used to assure as well as geotechnical engineering services decided outside of formal project meetings continuing consensus on project scope, and professional recommendations and presentations. (including test borings or pits, soil-bearing levels of quality, time constraints, estimated Milestones The AIA standard forms of values, percolation tests, air- and water- cost, and the owner’s budget. It may also be agreement designate three documentation pollution tests, hazardous materials necessary to adjust the services required submissions by the architect: schematic testing, and ground-water levels) from the architect at these points. design, design development, and The secret to successful projects is • Necessary services during construction, construction documents. You may wish to effective project management by both owner including testing services and (on some require additional submissions, recognizing and architect. Following is a summary of projects) an on-site project representative that each can add time and cost to the what the owner can do to keep the project • Timely information, services, decisions, project. Use these milestones to review what running smoothly through design and and approvals construction.

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has been done and approve it as the basis for the team at the outset of design. The moving forward. contractor may be paid a fee for consul- Decision Process Be sure that both you tation during design. A method of and your architect understand the process compensation for the construction work is by which you will make decisions: Who negotiated when the design has progressed requires what information, whose approval in sufficient detail to serve as a basis for a is required, how much time—with contin- cost proposal. gencies—should be allocated for review of However and whenever the contractor submissions? is selected, it is likely that the architect will Decisions Make decisions promptly. assist with the bidding documents and the Keeping the project on hold increases the owner-contractor agreement forms as part possibility of changes in conditions that may of the architect’s responsibility for preparing upset the delicate balance between project the construction contract documents. It is time, cost, and quality. sound practice to engage the architect’s assistance in the bidding or negotiation Agreement Modifications Keep the owner- process and selection of the contractor. architect agreement up-to-date. Modify it when project scope or services are changed. Maintaining the Professional Relationship Questions When you have questions, ask The architect’s services should continue them. Pay particular attention to design following the award of the construction submissions, since the work reflected in each contract. During construction, the submission will be further developed in the architect can: next. All questions should be resolved before • Administer the construction contract. construction begins, as changes beyond this This includes evaluating the work for point will most likely result in increased compliance with the contract documents, time and cost. checking shop drawings and other Problems Address problems when they submittals to confirm the contractor’s arise and before small ones become large understanding of the design, and checking ones. Regular project meetings provide a the contractor’s payment requisitions natural opportunity. against the progress of the work.

• Make design changes during construction. The Project Team: Owner, Architect, These may be required due to unexpected Contractor conditions in the field, the need for At some point, the project team must be further refinements in the design, or expanded to include the firm or firms that changes in your own requirements as will build the project. There are two basic construction proceeds. approaches: • Inspect the facility to determine that it is • The owner and the architect may select complete and ready for use, and that the the contractor or contractors based on the contractor is entitled to final payment. construction contract documents prepared Your architect’s involvement with the by the architect. Public entities generally project does not end there. As a design must engage in an open competitive professional, the architect has a continuing bidding process. Other owners may interest in knowing that your building works. choose open competitive bidding, You may wish to retain the same firm to assist competitive bidding by a few invited with start-up, to review operations at a later firms, or negotiation with a single selected date, for tenant-related services, or for later contractor or builder. alterations and modifications. You now have a • The owner and the architect may choose working relationship with your architect, and to include the contractor as a member of no one knows your building better.

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The Value of an AIA Architect

The American Institute of Architects, founded in 1857, is the professional organization for more than 65,000 licensed architects and associated professionals. With headquarters in Washington, D.C., and nearly 300 state and local chapters worldwide, the AIA helps to build public awareness of architecture and supports the practice of architecture.

In addition to meeting professional standards for licensure to practice architecture, AIA members adhere to the AIA Code of Ethics and Professional Conduct, assuring clients, the public, and colleagues of their dedication to high standards of professional practice. AIA members must also fulfill annual continuing education requirements to maintain their professional standing and to stay current in the profession.

Copyright 2001 The American Institute of Architects All rights reserved . . . .

The publication of You and Your Architect was sponsored by Victor O. Schinnerer & Company Inc., the program manager for The American Institute of Architects’ commended program of professional liability insurance. This program, underwritten by CNA Insurance Companies, is the world’s largest and most experienced source of coverage for design professionals.

The American Institute of Architects 1735 New York Avenue, NW Washington, DC 20006-5292 AIA Information Central: 800-242-3837 AIA Web site: www.aia.org