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The relationship between the project manager, architect, design consultants and the client is critical to the success of project-managed projects. As with any project, clear communication, understanding of scope, deliverables and program along with adequate fees and expertise will ensure a positive project outcome.
Architects working with project managers should endeavour to ensure that:
- Clear access to the client is available throughout the project. This is often restricted, and a communication organisation diagram outlining communication is via the project manager. Architects should promote a collaborative approach with the client to explain and advocate for design decisions. Experienced project managers recognise the need for and skills that architects bring to facilitate the delivery of successful projects together.
- The ( subconsultant A consultant whose work is subject to the direction and coordination of the primary consultant. The subconsultant is in contract with the primary consultant. View full glossary or 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 ) team is appropriate for the project and access to the specialist consultant team is unimpeded. If the team selected is unsuitable this may result in increased coordination, time delays, and cost implications. In this instance, architects should maintain good records and provide regular and immediate feedback as required.
- The scope of services is clearly defined, particularly in regard to the responsibilities for approvals, coordination of documents and the extent of services during construction.
- Responsibilities and liabilities are clearly defined.
- The project manager understands the architects Code of Professional Conduct, ethical responsibilities and Architects Act that governs the profession.
- The fee for the architectural services is sufficient for the services to be provided.
In the context of project-managed projects, architects need to work collaboratively with the project manager as with any other design team member. This process can be rewarding and successful for all parties.
Project-management services agreements are often purpose-written, through negotiation between the client and the project manager. Architects are often not privy to these details and contract conditions. The project manager is likely contracted to very different outcomes and this should be kept in mind while working together.
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