Abstract:
A rchitecture is a noble profession, but can be a diffi cult vocation. Despite the pure joy of design and the satisfaction of seeing
those ideas come to fruition, the work is demanding. Owners often
expect to receive fl awless construction documents quickly, and the
contractors and their subs scrutinize the drawings and specifi cations
to fi nd gaps and change order opportunities. If the project takes
the path where RFIs, change orders, and accusations are fl ying, the
experience is a strain on all parties. When the project climate deteriorates even further into arbitrations, depositions, and lawsuits, it
can be draining and discouraging as well. It is no wonder that some
architects view their creations with a mix of pride and regret.
For most of the project, the architect and owner work closely to
design and document the building. Whether a major corporate
headquarters or an undistinguished warehouse, the building represents an important step forward for the owner, and he is relying
on the architect’s skills to deliver the project within his budget and
schedule. During this period, the architect is the leader of the process, and the acknowledged expert on construction matters in the
eyes of the owner.
When a contractor is hired, the relationship fundamentally changes.
The contractor becomes the construction master and the leader and
initiator of everything affecting the project, and the architect moves
into a supporting and secondary role.
Most of the diffi cult times of architectural practice come during
construction administration, when the architect is responding to the
needs of the contractor and the strength of the documents is tested
daily. It is a time when events are being driven by others and the
architect may see himself largely in a reactive mode, responding to
the winds of issues blowing in from the work site
