How can architects make contractors deliver their vision?

The design and construction process is complex and, some would argue, has become increasingly so. As procurement routes with earlier contractor involvement have evolved and specialist input from the supply chain has become the norm, how do architects avoid being side-lined and make sure contractors deliver their vision?

As a project develops beyond the ‘developed design’ stage, there is greater focus on the detail where components become increasingly important and the use of BIM comes to the fore.

Typically, architects focus on five key attributes that define design intent – line, profile, colour, material and specification. They increasingly rely on the specialist contractor supply chain to develop the detail.

Good architectural practice supports a coherent overall project philosophy and has a significant visual impact on the final project. Unfortunately, there are many examples of projects which began with a great conceptual idea (think of the many exciting atrium spaces conceived) but which turned out to be disappointing due to poor detailing. And yet the architect’s ability to detail appears to be at a crossroads – partly because of the fragmented and specialist nature of the industry.

Architects who can detail add huge value but there appears to be a growing shortage of building technologists who can confidently execute the detailed design intent without their work being challenged and reworked later in the process. A good example is the myriad of external façade systems that requires early specialist involvement but any attempt by the architect to detail later is often futile.

The emerging use of BIM provides a well-built and co-ordinated model, which has been integrated with other disciplines and provides the perfect platform from which to develop detailed design. In this way, the architect is able to add further layers of detail and minimise potential for data loss as the model transfers to another party.

Attention to detail can be best evidenced by completed projects and Norman Foster’s design for the McClaren Technology Centre in 2004 – often referred to as ‘a perfectionist’s palace’ – remains a good example of the pursuit for excellence.

Ron Dennis, executive chairman of the McClaren Group, was exacting in his role as client and demanded exceptional standards of detailing to the point where he had calculated that the length and width of the building should be reduced by precisely one metre to eliminate the need to trim a single one of the building’s 218,000 ceramic floor tiles.

Some would argue that contractors simply offer input on buildability and sequencing which has value but doesn’t really contribute to the design. But contractors need to have experienced staff that have an architectural background, if they want to make a difference to this complex process and ensure the vision for the build is translated throughout the process. This is where good design managers make a real difference and are able to add real value to architectural practices.

Contractors can believe adding value is all about reducing cost, often to the detriment of the design – and therefore unfavourably received by clients. Of course, this assumes the project isn’t under cost pressures and can be delivered within budget. To achieve this, design teams require robust cost plans early in the process so that they can deliver on budget – which is where collaboration and the use of BIM is effective in managing the design and build process.

The focus should be on achieving more for the same or lower cost. There is no need to rehearse the cost versus value debate but our predisposition towards measuring cost and our relative inability to fully consider value is an industry-wide problem. Value manifests itself in many ways from transactional – for example, how much is someone prepared to pay for it? – through to less tangible measures such as brand, social, corporate and environmental value.

Some diminution in the architect’s ability to complete the detailed design is not altogether surprising. To begin with, it is difficult to do well and requires substantial resourcing. As a consequence, it is during this stage of the process that many struggle to deliver efficiently and make a profit at the same time.

But if the architect is to deliver their vision, it suggests collaboration between the architect and contractor where there is a joint philosophy so it is well understood (ideally developed together) and which can maximise the expertise within the supply chain to deliver the project.