PROJECT MANAGEMENT

To give a simple example, at the start of the process the Architect will discuss the brief with the client and it will be agreed that, for instance, there is a budget or a required completion date. Then, as the design progresses, detailed decisions will be made; decisions that may well have an effect upon either the budget or the completion date, or both. A good architect should tell the client that there will be implications to the decisions that are being made. But it is not the architect’s job to quantify the effects of those decisions. The architect simply designs the building in accordance with the client’s instructions.

A project manager, by contrast, is tasked with ensuring that the client is fully aware in detail all of the implications of decisions as they are made, so that there are no unanticipated consequences that might adversely affect the success of a project.

Without the formal appointment of a project manager, the client de facto assumes the role of project manager. So long as the client’s instructions are properly recorded, the consequences of the decisions that they make are the responsibility of the client alone.

Waterland Architects would ideally recommend the appointment of a separate, third party Project Manager. We believe that the task of making sure a project runs as smoothly and efficiently can sometimes be at odds with the job of making sure the building is as beautiful as possible. Consequently, the two roles could potentially be in conflict with one another.

However, if you wish us to take responsibility for the management of the project as well as the design of the building, Waterland Associates are happy to do so.

There are many factors that influence the success of a building project including, but not restricted to: