Architect 2016-01

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AIA SECTION KNOWLEDGE TITLE JUNE JANUARY 20152016 AIA Architect AIA Knowledge Managing Uncertainty New research identifies opportunities to create greater clarity in the architect– client relationship. A recent industry study supported by the AIA shows how architects can provide greater leadership in their client relationships and projects. This research about uncertainty, expectations, and project performance defines significant opportunities for practicing architects. Architects can take the lead in applying the study’s findings, demonstrating innovation in the delivery process as well as in design. Although it’s generally agreed that the design and construction process isn’t an exact science, this can still be a source of frustration for even the best owners and project teams. Traditionally, we have often talked about this uncertainty after a project is completed, rather than upstream. Until now there has been little data to share about actual expectations and experiences with uncertainty in design and construction. The AIA and the AIA Large Firm Roundtable cosponsored a study, “Managing Uncertainty and Expectations in Building Design and Construction,” to provide guidance for owners, architects, and other project-team members. The study is based on interviews with 150 owners, 50 architects, and 50 contractors— plus personal insights from leaders at the General Services Administration and the University of Chicago, as well as at companies like Crate & Barrel, Disney, Hines, Sutter Health, Whirlpool, and others. In addition, an online background survey yielded more than 2,500 responses from members of the AIA and other industry organizations. Improving Project Performance According to the research, owners, architects, and construction contractors believe the most valuable strategies to reduce project uncertainty include earlier integration and better communication among team members; stronger project leadership and engagement by owners; use of alternatives to traditional design/bid/build delivery; appropriate project contingencies; and shared use of BIM technologies across the team. These conclusions are reinforced in another new study, “Examining the Role of Integration in the Success of Building Construction Projects,” sponsored by the Charles Pankow Foundation and the Construction Industry Institute. This group created an owner’s guide titled “Maximizing Success in Integrated Projects,” available at bim.psu.edu/delivery. It identifies three critical factors in project performance: early involvement of all key team members; qualifications-based rather than lowbid selection of key team members; and cost transparency to support trust and collaboration within the project team. Leadership Opportunities for Architects Architects can use both studies to help establish reasonable expectations, budgets, and delivery approaches for projects—all at the right points in the process—by employing progressive project-delivery strategies, early engagement of construction team members, more thorough definition of project requirements, realistic budget contingencies, open-book cost management, and shared technology applications. Research Findings “Managing Uncertainty” revealed that project owners are generally less satisfied with project outcomes than their architects and contractors believe. While 86 percent of owners report a high level of satisfaction with the quality of their built projects, fewer are highly satisfied with the cost (63 percent) and schedule (64 percent). Owners, architects, and contractors were also found to have different perceptions about the primary causes of uncertainty in building projects. When the frequency and cost impact of common problems are factored together, according to the study, seven leading causes of uncertainty surfaced; in order of concern, they are owner-driven program or design changes, accelerated schedules, design errors, design omissions, construction coordination issues, contractor-caused delays, and unforeseen site 57 ILLUSTRATION: MICHAEL GLENWOOD
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