Time, Cost, Quality and Basic Staging

Preparing for the Design/ Documentation/
Procurement Process:
Time, Cost, Quality and Basic Staging of a Project
Time, Cost, Quality
Clients are concerned with three things:- what are they getting, when will they get it, and how
much will it cost.
These concerns are really dependent on the following:
• the brief for the project
• the scope of services required
• the organisation and execution of tasks by the project team
time is dependent on the project schedule and the control of those time schedules
cost is dependent on the effectiveness of budget and cost controls
quality is dependent on the effectiveness of checking and management systems (as well as your
skills)
Note: In your role in the equation as Built Environment Professionals, you can only be responsible
for those areas of project planning which come under your control and indeed be aware of the
restriction on your professional indemnity insurance cover.
Planning the Various Stages of the Project
The staging of a project will depend on its size and complexity.
Most architect/landscape architect projects can be broken down into the following stages and
series of activities to which you can allocate time and resources:
Pre-design Stage
Schematic or Sketch Design Stage
Developed Design Stage
Contract Documentation Stage
• Tendering and Negotiations
• Contract Administration/Construction Services
• Post Construction Services. Post occupancy evaluations
By listing each stage you may then
• breakdown a project into a series of activities
• each task may be scheduled and a certain time allocated to it
• set key dates for the issuing or obtaining information from other members of the team.
This breaking down of the project into tasks will also assist in
• making arrangements for payments from the client or to other consultants
• in the provision of adequate cash flow.
• providing information for the programming of future projects.
Allocation of Resources
By breaking down the project into a series of tasks and key dates:
• you will be able to allocate both material and human resources more effectively to
each task
• Decide at an early stage how drawings or tasks will be done (e.g. On computer or by
hand)
• decide the total staff time allocated will be a proportion of the fees for the project
• Allocate people to tasks for which they are properly trained or have experience in.
• Decide which subconsultant services are required.
Project planning should include all the tasks to be carried out by all members of the
project team and critical information flagged and programmed.
The subconsultants should obtain copies of the programs and any updates or changes to
the program.
Time Management, Timely Action and the Meeting of Deadlines
Effective time management is vital for the delivery of building design and construction. (Time
management is also dependant, of course, on people management.)
• In the effective planning of projects you have to decide what the important issues are
and schedule them to be done on time.
• Understand in time management, the difference between effectiveness – the ability
to achieve results, and efficiency – getting more work per unit of time.
• Understand that you can be very efficient but not very effective.
• Allocate time in project planning to areas which will ensure the building process is
achieved on time.
• Make decisions early in the project to avoid time delays.
• Take effective action if the monitoring of the program shows the program is falling
behind time.
For instance: Architects are required by Building Contracts to periodically give
instructions to Building Contractors and answer Requests For Information within a certain
period of time.
Any delays in the issuing of Architects’ Instructions or information can result in an
extension of time to the building works and the date for practical completion being
extended and result in loss or damage to the client or proprietor.
• If a building is not completed on time all parties may be adversely affected and the
effects can usually be measured in monetary terms.
• For example if a school building is not completed by the beginning of the school term:
The Client/Proprietor will or may lose out on school enrolments, may have to rent
alternative accommodation for teaching facilities, may be criticised by parent groups
for having inadequate or overcrowded facilities if alternative arrangements are made,
may be sued for falsely advertising school facilities.
• A contractor may be liable for liquidated and ascertained damages if the delays are
due to the builder’s poor performance, however some of the costs may be
reimbursable under the contract.
• The contractor incurs additional costs due to the extended contract period.
• The Consultants also suffer because of loss of profit because the project takes longer
than initially planned and work loads may be increased because of loss of team
morale and conflict amongst the project team if profits appear to be eroding away.
Responsibilities of the Architect/Landscape Architect to the Client and
Project Team
The Architect/Landscape Architect should submit to the Client for approval:
• The design
• The Program for execution of that design
• Any subsequent updates to this program
Changes to Cost or Time
• The architect/landscape architect shall inform the client in writing within a reasonable
time if they have any reason to believe that the authorised expenditure or the
approved program (if any) for the project is likely to be changed significantly (for
architects this is stipulated in the Architect’s Act.)
• It is also essential that the architect/landscape architect informs other members of the
project team of program changes quickly so that no time is wasted or ill spent by
other consultants or people involved in the project.
• Also refer to the client contract (e.g. Client/Architect Agreement) for responsibilities
as laid out in the scope of services as in most stages the architect/landscape
architect is required to give information to the client regarding the program and
changes in contract time etc.
Programming
You may decide to create your own programming system for project planning or use
standard programming software. For more complex projects you may engage a
programmer, or recommend to your Client that a programmer be engaged as part of the
project team.
Careful programming of the design and construction phases and monitoring of that
program can:
• Allow timely and effective decision making to take place by all parties including the
Client.
• Relate the implications of decisions made during these phases to time and cost
• Encourage all parties concerned to contribute to meeting the program.
Time Programs should
• allocate realistic time to tasks, make allowance for the unexpected, holidays etc i.e. a
float.
• They should be able to be monitored and updated on a regular basis against
performance and allow for timely and effective action to be taken to cover shortfalls.
An Example of a Simple Program
Task Staff Time
(Approx)
Completion
Date
Engagement
Schematic Design
Approval
Developed Design
Approval
Planning Approval
Contract Documentation
Approval/Checking
Tender & Negotiation
Contract Administration/
Practical Completion
Defects Liability & Final
Completion
The above does not take into account extensive alterations or appeals in relation to Planning
Approvals or amendments required prior to issuing of a Building Permit.
(of course, if planning approval is not required, considerable time will be saved)
It does give you a basis on which to calculate your fee percentage and it also allows for some
float (the above provisos should be mentioned).
Note you can apply for a Building Permit in the tendering stage (small projects in particular,)
however any additions or changes required by the surveyor would have to be issued as addenda
during the tender period.
This program may be presented to the Client for approval and can be updated regularly and
reissued.
An Example of a Simple Bar Chart
Task
Staff Time/Calendar Weeks
1 2 3 4 5 6
Engagement
Schematic Design Stage
Approval
Developed Design Stage
A bar chart may be easier to grasp quickly particularly for architects/landscape architects
who are visually orientated.
A Critical Path Program
Critical tasks, that is, interdependent tasks, are linked vertically on the bar chart.
These task are inter-related and if one slips back in time it will affect all of those tasks
that are dependant upon it and the overall project time.
Key Dates
Key dates are usually critical for the completion of certain tasks in order to ensure that
the project keeps running on time. For example:
• it may be the date on which the planning application must be in for the planning
department to issue a ruling prior to the Christmas break.
• it may be the construction start date to ensure the project is complete by the
beginning of the new school term.
• there may be a number of key dates in each project program which must be met for
the project to keep running on time.
Working Day Calendar
Remember when calculating the construction time, some Builders work on the MBAV
calendar called a Working Day Calendar which allows for rostered days off, holidays, etc.
Considerations when Project Planning and Programming
• It is important and correct to allow enough researched additional time (Contingency
or Float) in the program which allocates time for the unexpected or unavoidable
delays from outside sources
• incorrect programs which do not allow sufficient time for each task and which do not
allow any float are likely to be unrealistic and are not likely to be easily adjusted or
manipulated
• incorrect programs can be destructive because they raise expectations in the Client
which cannot be met and may result in your Client deciding you cannot plan or
organise your time properly
• it is possible that various forces including the Client or Project Manager to rework
programs in an attempt to shorten the time taken for design and documentation as
most people understand there is a finite time for construction but do not understand
that about design and documentation
• any delays such as protracted planning applications usually are taken up in the
design and documentation stage rather than the building stage or in altering the
construction start date.
• ensure that if the workload of the architect/landscape architect is increased to meet
the revised program, a higher fee is negotiated for such expenses as hiring additional
staff or that a higher fee for such items is included in the client contract (e.g.
Client/Architect Agreement).
• point out to the Client that rush the project (long hours and little time off at weekends)
can result in mistakes and omissions in documentation which may lead to more
delays and additional expense in the construction stage.

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