technology . The company must be in a financial position to invest in the relevant building information modelling ( BIM ) software with all the necessary plugins and ad-ons and the continuous training of its operators . This must include collaboration software to simplify coordination of the other consultants ’ work preferably in a cloud-based environment . Technology must also play a major role when snagging and must enable the professionals to upload completion lists in real-time . That eliminates the backlog of work waiting at the office .
Knowledge No matter how well designed a building is , but if there is no technical knowledge of the built environment the project is sure to crash and burn . In fact , there is value in appointing a smaller group of specialists than appointing a large group of mediocre professionals . Building detailing is an art on its own and requires intimate technical knowledge . After all , a building is a compilation of details .
Core Team The team working on a large project can vary in size as the project progresses through its various stages , but the secret lies in maintaining its core team throughout the project until the very end . Especially the Project Architect and BIM Lead . Not only does this enhance the client ’ s experience , but it also ensures continuity of the intimate knowledge of the project . Setting up an efficient working environment will ensure that the design and BIM teams function as one .
Skin in the Game One will probably find with smaller firms that the decision-making process lies much closer to the owner ( s ) of the firm and that the owners / directors are much more directly approachable than with large firms . In other words , there is real skin in the game .
Pitfalls For a small firm to be appointed for a large project is obviously fantastic , but it can be devastating if not managed properly . The firm should never stop marketing for the duration of the large project . It is common knowledge that a large project can occupy all the resources of a smaller company which leaves no time for marketing or doing other smaller projects that come along during the execution of the big project . Once the large project is completed the smaller firms can sit with an abundance of resources but without a follow up project to keep them busy .
Another pitfall smaller firms must look out for when landing a large project , is the required investment necessary to gear up its infrastructure to execute the project . This can easily lead to cash flow issues as smaller companies might have to use their working capital for longer term investments ( computers , IT , software and space ). Rather approach a financier to handle the longer-term investments .
Principal Agent In some cases , it makes sense to appoint a project manager or quantity surveyor as principal agent of the project so that the ( smaller ) architectural firm can focus on design and leading the team of consultants . When a project manager is appointed as principal agent it is important that this project manager understands the complexity of the project and that there is good synergy between the project manager and the design team .
Conclusion I am not saying that you can appoint your favourite carport architect for a Billion Rand project , but if your favourite architecture firm has a proven track record of doing medium sized buildings within time and on budget and if they have been in existence for a decent number of years , you should consider appointing them for your large projects .
With smaller firms one will probably find that the processes are less cumbersome and much more personal . The lower overheads of small firms could also translate to a more competitive fee .
A smaller firm with the right people and the right tools can surprise you with their abilities . Could this be the way forward in an ever more challenging building sector ?
13