Construction Administration for Architects

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