By Chris Addington, Architect
FARA/AIA/NCARB
The Addington Partnership, Bakersfield, CA

Architects are trained as designers and little effort is given to the practical side of business in education compared to the time given to technical and design skills. This is further exacerbated in the post education internship phase of an architect training in that how many interns get business training in their firms? Very little, if any! This usually applies to small and medium- sized firms, which make up the majority of architects practicing today.

We, as architects, are expected to provide a proposal for professional architectural services with minimal project data and requirements in preparing that proposal. How many clients have you worked for have developed a complete program prior to selection of an architect? If, and when this happens, it mostly occurs with experienced clients who have a department internally that selects design professional services. The majority of clients an architect will work with in your practice life will not have a program developed when you are selected. True, the client may have an idea of what they want or problem they are trying to solve, but most clients do not know what a program entails.

Do you know what a program is? You would be surprised how many design professionals do not know what a program is or how it can help you. Many architects start a project and let the scope evolve beyond the means of the client to implement the design. This is YOUR responsibility as the design professional to identify and prevent this from happening! The following is a basis outline of what should be included in a basic program document:

1. Narrative descriptions of project indicating what is the purpose of the project. (This will also include any special circumstances, design considerations and goals of the project.) You may also add and develop a space listing as the project develops through the process.

2. Project construction budget using current estimate-to-date. This budget will include the main categories of plans, construction, known fees, known equipment/furnishings and overall project contingency as a percentage of the aforementioned items. Our firm uses a contingency factor of 20% at Schematic and Design Development, 10% at end of construction document and 5% for construction. Percentages should be analyzed for remodels and modernizations as these types of projects may have more unknown conditions that dictate a higher contingency factor.

3. Project schedule indicating the times for design development, construction documents, jurisdictional approvals, bidding and construction. Time frames should be increased based on the complexity of your project, as well as possible extended times for client approvals. Remember... do not be overly optimistic and aggressive or be forced into an unreasonable time schedule!

4. Place for client approval and acceptance. This system only works if the client understands and buys into the concept that all scope changes have to be approved and acknowledged by the client.

The first task our firm does after being selected is input the project program into our program format. You must make sure, without a doubt, that your understanding of the project is consistent with the client's expectations. The design process should not proceed until the client has approved and accepted the program. This is in the best interest of the client and architect.

Now you have an understanding of the client's expectations and things start to change by project evolution. As you know, projects always get more complex and programs need to be adjusted for this change. If you have implemented a program document, you now have the tool to communicate this with your client. Whenever there is a scope change, we update the program document along with project budget so the client is on the same page as the design professional. If the project evolves materially to the point that you need an adjustment to your fee, this is a document that can help you make your case with your client. If your fee basis is a percentage of construction cost, this will move with the budget. If you are on an hourly basis, be sure to document this program change, as it will increase the effort to implement the project. If you are on a fixed fee, you need to have a discussion with your client to make sure you are compensated for your efforts to implement the project if scope increases, or bring the project back to scope of your proposal.

I suggest the program be updated at the following milestones and/or triggered by the following:

1. Prior to starting Schematic Design Phase. This is your base line for professional services. The scope should be the driver of your fee proposal. Make sure your client understands clearly your fee is based on the program as submitted. It is better for a client to get upset at this stage before you expend a considerable amount of effort and resources.

2. Submission of Schematic Design Phase to client. Reality has set in. The architect has prepared his solution to the project program. This is your second major crossroad in your project. If you are in scope with the program, great, go to step three. If not, then communicate with your client and either bring project in scope or adjust program.

3. Submission of Preliminary Design Phase to client. Hopefully in this phase no major changes have been made. If so, go back to phase two.

4. 50% completion of Construction Document Phase. Its "nuts and bolts" time. Many times, final due diligence will uncover hidden project costs. These should drive you to update the program with these costs. Remember that wishful thinking that these costs will be absorbed, is not a grasp of construction reality.

5. 100% completion of Construction Document Phase. This should be your final program update assuming that nothing monumental is discovered in bidding or construction. Usually your contingency at this time should be used for items discovered during construction.

6. Any occurrence or change that impacts, cost, design, schedule or change in program. Occurrences that impact cost should be communicated to your client such that they can make decisions based on the most current facts. The sooner your client has this information, the more able they will be able to deal with the facts.

The above should be considered a minimum. The more your client understands the impacts of changes and scope changes the more it will help you keep projects in scope. If the scope is changed materially, you have a much better chance to be paid for your efforts.