Architect 2016-01

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
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ILLUSTRATION: MICHAEL GLENWOOD