Architecture / June 26, 2018 /
This is where the contractor works alongside or within the design team providing a construction management service. The management contractor does not undertake either the design or the direct construction work. The physical construction is carried out by specialist subcontractors, package contractors. There are two main forms of this approach: Management Contracting where the contractor employs the subcontractors and Construction Management where the subcontractors are employed directly by the client and the project is managed by the construction manager - there is no actual main contractor. Management procurement routes are associated with fast moving, complex construction projects. The early appointment of manager within the design team allows the design and construction operations to be fast-tracked while also ensuring that the required quality standards are delivered. These projects, however, tend to be expensive. Figure 1 sets out a summary of the advantages and disadvantage of various procurement approaches which may be of use in meeting project objectives.
The choice of the architect as lead designer is a key decision on any project and will reflect the clients priorities, particularly those related to cost and quality. Clients who plan to develop high quality or landmark developments often employ high profile design practices. Indeed internationally acclaimed architects including Daniel Liebskind, Santiago Calatrava and Dublin-born Pritzker prize-winning Kevin Roche have completed projects in Dublin in the recent past. The leading Irish architectural practices are likewise normally in high demand and clients are keen to buy into their signature. High expectations are usually linked to high prices and such clients will expect to pay a premium on prestigious projects. Nevertheless, they may not be prepared to provide total carte blanche to the architect. Architects, quite naturally, may be reluctant to drop quality standards and compromise their brand to reduce costs and it may difficult for the quantity surveyor to control costs in these circumstances. In this regard Ashworth refers to a cynic who described architecture as the design of beautiful buildings that satisfy only the architect and not the client. At the other end of the cost spectrum a client may require a practical, nononsense design to accommodate a production process. Such designs are often developed by architects operating within a design and build arrangement where providing an economic design is essential to winning the contract.