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(This note replaces Time allowances - delays in design and documentation)
Project time management is a core aspect of an architectural service. However formal time commitments for the design and documentation stages should be approached cautiously. Time taken in the preparation of design and/or documentation, beyond that initially indicated by the architect, can be a source of dispute between the client and architect or a cause of client dissatisfaction. Good client communications and relationship management throughout the course of the project are essential (See also Acumen note Client and architect relationship). This note outlines issues for consideration to manage this process including risk factors and how these can be minimised.
Standard Institute Client and Architect Agreements do not provide for the architect's pre-contract administration services to be performed to a set or stated program, but the client usually wants these services to be performed within a known time frame as their own program for the project is dependent to a large extent on the duration of the architect's work, particularly with regard to establishing a tendering date.
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Estimating time frames
The estimation of time allowances is a necessary and often complex part of an architect’s role in managing projects on behalf of clients or when working in a team environment.
Three key components for estimating time frames for architectural work are:
1. An understanding of the full scope of work or services required for a given commission and the careful definition of this scope in the client and architect agreement.
The full scope of architect’s services is not always fully defined in briefing material issued by the client. The architect needs to articulate this in a return brief and communicate it to the client in early correspondence. It should be clearly outlined in the conditions of engagement. This includes outlining any cost implications for the client (and penalties for the architect), should delays occur. It is also imperative the client understands the time frames in which their responses, approvals, feedback or sign offs should be received. Delays at the client end can add additional pressure to the program and inadvertently cause penalties for the architect. So, ensuring this is noted and adhered to is critical.
2. The ability to estimate and commit to the resources required (or available) to complete the identified scope of services.
The time frame relates directly to the number of staff available to dedicate to the project. Delays can be the result of being over-optimistic regarding practice resourcing and what can be achieved. Potential for new work to come into the office and an over-commitment to multiple projects is a risk in project time estimation. Projects vary in complexity, time frame and staff comprehension. Resources need to be adjusted to match complexity. This extends to other consultants on the project team. You should request confirmation from consultants to commit to time frames and ensure you have enough time to coordinate the works before issuing to the client (and adhering to your program).
3. The ability to identify and manage risk items.
Risk items that can change the estimated time frame as a project progresses are:
- scope of work changes that require additional time and resources from the architect and the consultant team
- resource changes due to unanticipated new work, staff absence or illness, or unexpected disruptive events such as a pandemic
- consultants not delivering as promised, resulting in delays
- clients causing delays through complex and lengthy approval processes
- authorities and utilities causing delays through complex and lengthy approval processes. These processes are outside the architect’s control and should be made clear to the client at the outset.
It is important to communicate these items to your client and build flexibility into the program around these items.
Measures you can take to minimise risk factors
1. Actions prior to sending the client and architect agreement to the client (include in your conditions of engagement)
1.1 Make a thorough return brief to the client to confirm objectives for the project outcomes, so that the client is aware of the full scope of services to be undertaken. Misunderstanding in this component can be the cause for disputes over time frames, as a full appreciation of the work that the architect is to undertake is not communicated adequately and explained in relation to the time frames required. Some examples of headings in a return brief could be: detailed project description, deliverables, project location, indicative project budget, project timeline, approvals, site features, environmental issues, risk factors, key client requirements and communication diagrams.
1.2 Make a preliminary document list and resourcing schedule that clarifies likely workload, deliverables and resourcing for each stage of a project. This can also serve as a useful quality assurance document to help track changes as the project progresses and can become a means to communicate these changes with the client.
1.3 Communicate with the consultant team prior to committing to any time frames (ensuring time for you to coordinate their work) to confirm they are aware of the client’s objectives and any cost implications if delays occur. Make it a part of their agreement that they share in meeting these objectives and in any cost penalties.
1.4 Make provisional time allowances if need be to cover unknown factors that may vary the time frame as the project progresses, which should be communicated to the client and regularly updated. This is discussed further below.
2. Actions to include in the client and architect agreement
2.1 Outline the client’s obligations to provide prompt review of documents and approvals to proceed as part of maintaining their time objectives. Provide a clear time frame ie 5 working days.
2.2 If time frames or indicative program are given (either in the client and architect agreement or as a separate program of services), use an approximate timeline that is clearly contingent upon other factors being met, as listed above. These include items such as prompt client approvals and work delivery. This needs to be explained to the client with updates and any changes to delivery dates also communicated.
3. Actions during design and documentation phases
3.1 Update the client with any changes to delivery dates to enable them to take early action to adjust their program and mitigate any cost implications.
Provisional time allowances for design services
Through experience you will become proficient at managing the risk factors and estimating the time needed to perform services up to the building contract stage. Often you have little or no control over the risk factors. One strategy to manage unknown items can be to make allowances for probable delays as follows:
Add a time allowance to your own program for the following:
- obtaining essential information
- development of a thorough return brief with the client
- variabilities in receiving the consultants' input
- time required for the client's own review and approval process
- time required to integrate client feedback into the design
- obtaining statutory authority and/or local government information and/or approvals (provide clear disclaimer that you have no control over authority or utility approval times).
It is important to make the client aware of the potential risk to their program of items that are not under the architect’s control and build flexibility into the program around these items.
Secondary consultants
It is the architect’s responsibility to clearly articulate roles and responsibilities both to the secondary consultant A consultant whose work is subject to the direction and coordination of the primary consultant. The secondary consultant is in contract with the client. View full glossary and to the client when it comes to engagement, coordination and payment for their services.
Generally, the architect is responsible for coordination of the consultant’s work with the architectural documents and coordination of the consultant and their work with key submission milestones for the project.
It is important to agree delivery dates with the consultants as part of their terms of commission. Secondary consultants are independent businesses with their own resourcing and programming pressures and therefore remain a risk item to the program delivery and ability to precisely estimate time frames.
Conclusion
Programming and time management is a skill that needs to be learnt in the same manner as other administrative functions that enable an architect to profitably run their business, work in a team and service clients with commercial and time objectives.
It often requires balancing practicality and creativity, putting limits on time spent designing. It takes time and experience to develop these skills. However, there are simple measures as outlined above, that can assist you to minimise risks and manage your client’s expectations around time frames.
Management of time expectations and clear communication is a key part of maintaining successful client relationships. You may not be able to control delays caused by local authorities, utilities, clients or external factors beyond your control such as force majeure events or pandemics. But you can control the advice you give your clients around these issues and how you can assist the client to identify and minimise these risks not only to the project’s time estimation but to the client’s overall project objectives.
Disclaimer
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