What's the best way to work with design and construction pros?

I think the terms design and supervision should be separated. You have two teams. You have to be clear about each of them. They are different

Ensure to communicate clearly with your professional team on the availability of your budget and timeline. Request their input on whether the goals are feasible within the budget and timeline. Work with them to create a comprehensive design plan that includes all your requirements and preferences within budget and timeline. Visit the construction site regularly to monitor progress and address any concerns promptly.Trust the professionals you've hired. They have the knowledge and experience to make informed decisions. Avoid micromanaging every detail. It can slow down the project and potentially create tension. Ensure all agreements are in writing, including contracts and change orders. This helps avoid misunderstandings and disputes later.

Reading through the article and all of the comments there is a lot of good advice. Advice I did not see was to hire an Owners' Representative Project Manager. As an owners rep myself, I am aware that good PM's have the experience, the know how and the contacts to take a project from wishful thinking to a grand completion. We understand how to elicit the project goals from the client, and to dvelop a project plan, budget and schedule and to communicate that to the designers and builders. We know what information is needed from the designers and have that delivered to the builders. And it is not just architects and CM's; it is all the other numerous consultants, vendors, etc that need to be managed for project success.

Hi There is no doubt that artificial intelligence was used in this dialogue, and some terminology may have been combined. I am here to clarify some points based on my understanding of the article and my modest experience *- If you are choosing your team for your own investment project, the two teams can be combined together.” * If your company provides both services for one project, you need high customer confidence * It is better for customers to come with designs from one company and implementation from another company.

The initial step in collaborating with design and construction professionals involves carefully selecting individuals or firms that align with your project's scope, style, and standards. Prioritize hiring professionals with relevant experience, a demonstrated track record of success, and positive references. Additionally, assess their portfolios, credentials, and insurance coverage for added assurance. Ideally, seek out design and construction experts who share your vision, excel in communication, and provide competitive pricing. This thoughtful selection process sets a strong foundation for a successful project.

This is a bit backwards. An owner should develop as much of the project scope, rough budget (construction value and total budget) and required timeframe BEFORE selecting the project team. Otherwise, how do you know what you need? We want to select project team members that will give the project the lowest risk and best chance to succeed? How would an architect know what staff and specialty consultants to propose? How would a contractor know which staff to propose? How would an owner be able to evaluate and select the best construction delivery option? The original information will be reviewed and may be modified by the team after everyone is in place, but that’s not the time to first start putting the information together.

Yes, I agree with you. I think contracts should be signed with them, specifying the tasks and responsibilities for each one and reporting to whom

I agree, but there needs to a clear change management protocol/process included with respect to the client, because we all know how much scope creep happens....

Plus que des attentes en matière de qualité, un vrai cahier des charges clair et le plus exhaustif possible est un pré requis. Une supervision de la conformité de la mise en ?uvre est également à prévoir avec un suivi pointu du budget. L’imiter au plus possible les modifications de projet sauf les adaptations aux références rendues obsolètes (par le délai entre la conception et la réalisation notamment) Et surtout un cahier des prestations sol mur plafond qui va bien plus loin qu’un cahier des limites des prestations. Ce que j’aime appeler un tableau du ??qui fait quoi et où???espace par espace ou pièce par pièce.

A well defined scope is essential to a successful project. Preforming work outside the scope is second only to labor overruns as far as cost volatility on the contractor side. On the owner side, make sure the proposal you receive meets all of your goals for the project, and if you're not sure, ask. There's nothing worse than being two thirds of the way through a project, and having a scope conflict.

Communication should be an EXPECTATION within any construction crew. Working on projects barely reaching $20M in profit or long term capping out at $500M. Communication should be one of the core components to completing daily task for an overall success on the project. The communication should flow from Directors all the way down to every single laborer working hands-on for the project.

yes.and Communication should be effectively. and site controlling.You have to be patient with him. Give him security. Give him confidence. He may tell you something you don't like, an accident for example. Let him tell you everything.

Communication is a important to the success of any project. One part of this process that isn't being communicated correctly is the developer/owners involvement with the 3D coordination process. If the correct people are not involved with this process there could be a number of decisions and changes made to the design during the coordination process that the developer/owner should be aware of and have input on. When a decision is made without there input and they are not on board with the decision and find out later it can cause some major cost and delays to the project.

There are softwares and apps built specifically for this purpose These apps/softwares act as a channel for the entire team who is granted access to it. It has to do list, options to upload and download drawings and pdfs, internal mailing and messaging options, and more.

I agree effective communication is vital, information must not be shared for the sake of sharing. Too much information may be ignored if stakeholders feel that they are bombarded with irrelevant information. This may lead to critical information being missed. There needs to be a clear understanding between the project stakeholders on what and how to communicate during the project timeline. A dedicated communication officer, which can be either project manager or principal agent should be the link with the various stakeholders ensuring that information is shared timeously and accurately. Use of latest building information modelling should used where possible to maintain the integrity of information.

I think there are two types of risks: * Unexpected risks: for example, changing the drawings plan or lack of materials...etc. Unpredictable and we don't have great options. * Anticipated risks: They can be predicted based on experience, and we can take proactive steps, for example, rainy season, weather conditions, or high levels. Groundwater...etc. The action plan can be modified if possible. That is, we do these works in the summer, for example

The biggest decision that you may make on a project is selecting the construction delivery method. It’s at that point that many of the project risks are assigned - or shifted - to the project parties. Each risk assigned or shifted comes with secondary impacts. Typically, risk should be assigned to the party in the best position to manage and control, or at least be responsible for, that particular risk. The risk can be shifted to a less optimum party but that often comes with a cost.

Managing risk is a major part of the construction project and can be difficult to manage. Again I feel the use of the design - build contract and clearly identifying the risk at the design stage can have a major affect on reducing the risks. In this scenario the entire team is a aware of most risk early on and can start to address them in the design process to avoid them being a construction issue later that again can cause cost and delay issues.

It's all about perspective, some may term it as changes, others as enhancements It is ultimately done for the overall wellbeing of the project and the client. An effective way is to maintain dated documents in chronological order. Real-time updating systems also help. Like Google slides, wherein the file accessible through the link is automatically updated, yet is accessible through the same link that is shared pre update.

Implement a robust change management process that requires formal documentation and approval for any alterations to the project scope, budget, or timeline. Utilize risk assessment tools to proactively identify potential challenges and develop contingency plans. Establish clear protocols for escalating issues to higher management levels for timely resolution. Maintain an audit trail of all changes and risks to ensure transparency and accountability throughout the project lifecycle.

Owners should start by contracting with third-party QC directly and not delegate the QC to the PM or GC. Heard a PM firm ask: who's doing Commissioning on that job?" - GC says we "we hired so and so" - "Oh I am not worried then". Owners need to be involved in the quality process.

Once a completion deadline is mutually agreed to and established, implement a system that hits the wallet. Offer the crew an additional $100 to $500 per day (depending upon the scope of the project) for every day AHEAD of the completion date that the project is finished. That gives them incentive to finish the job ASAP. On the other hand, let them know they will be fined an even larger amount for each day after the agreed to deadline until the project is finished. You'll be amazed at how much this method reduces the need for micro management.

Surveillance régulière et objective : Il est essentiel de surveiller de manière constante et impartiale l'avancement du projet en comparant les jalons, les livrables et les taches par rapport à la portée du projet. évaluation des objectifs : évaluez systématiquement la qualité, le co?t et le calendrier du projet par rapport aux objectifs initiaux. En cas d'écarts, de retards ou de défauts, prenez des mesures correctives appropriées.

These issue can also be minimized by using the correct contacts, deign-build, to set up the processes and procedures for the monitoring the progress and performance of a project from the beginning. To often this is not thought about until construction is under way or about to start which makes the implementation of this process much more difficult to get going and manage. Ideally the schedule would be created during the design process where the addition of the 'milestones, task and scope have been clearly identified in the schedule for tracking through the project.

Quality is the riding force of any project. The approach that is rooted in Quality over quantity is bound to perform well. Moreover, a manageable quantity of documentation is also favorable to keep track of. Progress can be marked though various means like internal surveys and constantly updated IT systems. Sustainable options can be adapted to enhance performances.

Reconnaissance et encouragement : Montrez de la reconnaissance envers leurs réalisations, leurs efforts et leur contribution au projet en fournissant des commentaires positifs et des encouragements pour maintenir leur motivation. Célébration et remerciements : Célébrez l'achèvement du projet en remerciant votre équipe pour sa collaboration et son professionnalisme, renfor?ant ainsi les liens et la fidélité au sein de l'équipe.

Yes, this is one of the most beautiful moments. We must have gone through difficult times, intense competition, work disputes. These things bring things back to the right path.

Construction can be a very stressful and complicated work environment. The amount of time and work that goes into a project needs to be acknowledged. One of the better ways of managing this is to identify the major milestones of the project and create a plan form the beginning on how the teams will celebrate these milestones, a few team building events along the way cannot hurt either. By identifying these milestones and sharing the plan with the team will give the teams something to look forward to for there accomplishments.

Would be good as well if there are additional incentives for: >Work done earlier than schedule >Cost savings without compromise on the quality >Innovative solutions That way everyone will be encourage to think innovatively and be satisfied with the rewards

In any D&B project finalization of dessign is at most important except minor changes during execution. The benifit of D&B is that time and cost can be reduced with inovative construction technique. Since the risk is asociated with contractor in D&B one can gurantee the quality of work with some improvization in execution to reduce cost and time.

In a number of cases the teams have worked together in the past and already have a basis of an relationship, construction can be a bit of a small world. In these cases it would be best to identify the relationships already in place and set goals to try and improve these relationships based off of past experience. If done properly this can result in some very high performing teams.

As we all know Risk is involved in all construction projects, and today even more, with labor issues, material issues, etc. owner know this all to well, and I’m sure this will be discuss by the team involved in the project, but, it always a good idea to remind all parties of all and any matters that may arise well before the projects even brakes ground. Once this is in place then you can start discussing other matters example Safety, Construction phases, planing literally Board, what’s now, what coming up, timing ,penalties,for contractors if dead lines are not met, so so many things to think about so I would say information is the most important, where to find it, who has it, state or Provence, city, all should be are involved,good luck

Keep in mind that your design and construction pros will be your teammates as you navigate the municipal approval and inspection processes. Although a relatively small part of the project, it can be unexpectedly rocky. How familiar are your pros with the juristdiction in which you plan to build? Will they work well with government reveiwers and inspectors? How will they handle addressing design comments or do rework to pass inspections?

There is an interesting project with which I am currently involved, almost a quarter of a century after having been called in to assist in the completion of the project, as the client & main contractor had fallen out to the extent, that at the time, it became the litigation of highest value in Scottish Construction legal history, it may still be, a situation that should never have been allowed to arise, which can only be prevented by keeping an open dialogue. Remember, only one of Q(uality), T(ime) or C(ost) can take precedence & always under promise & over deliver, if you want to keep the customer satisfied & secure some repeat business & it works both ways, if you are the client & wish a successful team to carry on to the next project! ??