Background

In the traditional model, prevalent in significant projects for most of the C20, the architect took on the lead role in the construction team; understanding, integrating and co-ordinating the technical sub-disciplines below him into a coherent whole.

At this stage of the 21st century the individual disciplines referred to above (structures, m&e systems, controls & building management systems, fire systems, communications, IT & Telephony, public health and the like) have largely expanded into technically advanced industries in themselves, developing their own internal cultures, discourses and vocabularies. Allied to these developments the contractual arrangements joining the various parties involved (both client/design team and between design team members) have become ever more complex (reflecting increasing technical complexity and diversification inherent in the disciplines).

Contract Strategy and BIM

In this environment wpa believe it is critical for the client to fully understand the contract strategy in terms of the project wide design process itself. The implication early decisions have for later stages of the process (and the project lifecycle in terms of time, cost and risk) and the project milestones at which the key design inputs are needed are required to be fully understood at the outset. If they are not, any uncertainties in conditions of contract will create commercial pressures, which in turn will harm the design and construction process.

wpa have the experience to 'unpack' this condition for the client believing that the unique methodological approach they have developed; a “phase structured” programmatically driven project management methodology lending clear shape to the building and systems' design processes; optimises the design process, allowing for the early identification and mitigation of risk during the design phase with positive implications for cost and time through the construction phase into the life of the asset.

wpa to prefer to engage with the client at the inception stage; frequently assisting with the lifecycle analysis for the business case before developing and managing the design brief to ensure all functional, compliance and lifecycle performance requirements are met. Frequently issues occur where clients' appointments for professional services leave gaps or create overlaps in design activities (with no clear indication of ultimate design responsibility), and particularly in the provision of design information. This situation does not add value to the project but instead becomes a serious risk for all concerned, including the client. Ambiguity over design activities can lead to project delays, increased contractual claims, and litigation. wpa address these issues from the outset by building their technical knowledge of latest best practice into briefing and contract documentation at the beginning of the divergent design phase, using tools such as the BSRIA Design Frameworks for all stages of design coordination and integrating them in Primavera P3.e programmes