A client's guide to engaging an architect: project management

A Client's Guide to Engaging an Architect by the RIBA is straightforward and completely up-to-date, setting out everything that your client – whether for domestic, commercial, small or large
projects – needs to be aware of. As well as explaining the considerable added value that the right architect can bring to the success of the project, the guide talks your client through the forms of appointment. General background information outlining the importance of the brief and project management is supported by an explanation of the RIBA's industry-standard Outline Plan of Work. The various options for calculating fees are described with reference to a recent survey of actual fees. Finally, the guide briefly introduces your client to other major legislation affecting the project.

Aimed at all construction clients – especially those who have never carried out this role before –
the guide offers a quick and easy overview of everything your client needs to understand the value, mechanisms and context of appointing an architect.

In this exclusive extract from A Client's Guide to Engaging an Architect (Clients Guide 2009
edition), we introduce factors for success in project management.

Factors for success

Creating excellent buildings: a guide for clients published by the Commission for Architecture and the Built Environment (which can be downloaded free of charge from www.cabe.org.uk/publications) identifies the key skills and attributes shared by clients on successful projects. The useful advice it contains will help to keep your project on track.

The brief has established the key features of your project, but for successful delivery it will continue to need your leadership and adequate resources of time and money.

For complex projects you may find it helpful to establish a small project team of stakeholders to share decision-making and review responsibilities. The group should be led by one person with authority to act as your representative and be the point of contact with the architect and the construction team.

The project team could contribute to such matters as:

• the management structure for effective performance of the team including the architect
• change control procedures for programme and cost matters
• risk management
• budgeting and fundraising
• cost control
• selection of the professional appointees including legal, insurance and financial services
• signing off of all key stages.

 
Teamworking

The next step is to make the essential appointments for the design phase, whether the team will eventually be just you with the architect and a builder, or a multidisciplinary team with architects, engineers, surveyors, contractors and sub-contractors.

To achieve a successful and safe outcome the team should:

• be encouraged to work together in each successive stage
• adopt integrated processes
• work from the same information base, which must be kept up to date
• have sufficient resources, particularly money and time
• discuss and agree the appropriate method for procuring construction and the programme, to enable the design work to be co-ordinated from an early stage
• co-ordinate services with contractual obligations.

RIBA Agreements for an architect or other consultants may be used to appoint all construction professionals in your team.

Except for work to your home or a fairly small project, you and your appointees will be duty holders under the CDM Regulations 2007, which are concerned with health and safety. Under the Regulations, potential appointees do not accept an appointment unless competent to perform their duties.

Architect’s services

In addition to the role as the designer of your project, the architect could be invited to your project team and could also provide complementary management services such as:

• project manager, who facilitates the appointment of the design team and manages the project to meet programme, cost and quality requirements
• lead consultant, who leads and co-ordinates the preparation of programmes and reports regularly on progress
• lead designer, who co-ordinates the design by consultants, specialists and suppliers, and communicates with you on significant design issues
• contract administrator or employer’s agent, who invites and appraises tenders, administers the building contract and reports on progress and certifies payments due.

Extract from A Client's Guide to Engaging an Architect (Clients Guide 2009 edition) by the RIBA.

To order a copy of this book, please visit RIBA Bookshops.

Copyright RIBA Publishing January 2009.

Additional practice management publications

Available to buy now from RIBA Bookshops:

NBS Domestic Specification (2nd Edition)

Approved Document B: Fire Safety (Volume 2) - Buildings Other Than Dwellinghouses. Incorporating Insurers' Requirements for Property Protection

Architect's Pocket Book

Related NBS information:

Articles:

• NBS software improves use of project documentation
• Cost tracking within NBS Scheduler

Selected links:

• Architectural procedure and practice

Written January 2009

ViewAllArticles

BackToTop