We typically move through projects with Bruce as lead in the Schematic Design phase. In Design Development, Bruce and Tom work together with our consultants. At this phase, Bruce is still the Owner contact, but Tom is coordinating the consultants. At the Construction Documentation phase, Tom takes the lead role until Construction Administration is complete and to the end of Post Occupancy Evaluation. (See Design Phases)

We do not have in-house engineering, but have established a dependable team of consultants that we have worked repeatedly with on numerous projects. Our consultants are our design partners, and we do not treat them as commodities to be switched and traded for the lowest fee. We respect, support, challenge, and trust each other. Accordingly, our consultants are more inclined to view design innovation as a positive opportunity, rather than a high-risk activity in which they get "hung out to dry" if something goes wrong. In construction, things do go wrong, and a stable team is needed to correct such situations as needed. We also understand the limitations and preferences of each of our consultants, and from time to time, we go beyond our normal team in the interest of particular solutions that our clients may require.

We prefer to utilize the American Institute of Architects Agreements for all parties, and these ultimately determine the roles and responsibilities. In this structure, there are several organizational relationships that can be established between the Owner and Contractor, and these fundamentally determine how and when the construction entity is engaged. The most common way to determine a General Contractor is to bid a project to the lowest, eligible, responsible bidder once the design and documentation is completed. Another method of determining who will be the contractor is to hire a Construction Manager very early in the design process. This is done much the same as how the Architect is selected, by interview rather than bidding. We prefer to work with CM's because their involvement and review influences the design from the beginning, and the estimates that are provided at each phase is more of a visceral than cerebral exercise, and more likely to reflect the final cost.

Achieving the goals and objectives as laid out in the Schematic Design phase (see Design Phases) is the clearest way to describe success. Having systems in place to monitor resource use and compare them against measurable objectives is fundamental. However, neither energy use, ratings, nor awards fulfill the terms of success. The relationships that we form as individuals and as a firm to a client is immensely important to us.

In ten years time, we want to be called when there is a problem or change with the building. There will be problems, and strong relationships of trust and confidence allow us to address and solve those problems. Most importantly, we want to look back, along with the client, consultants, and contractors, and remembering having fun on a good job.

We think about this often when pursuing work. A good client is one that fulfills the obligations of the contract, pays their bills promptly, and arrives at meetings prepared and on time. We consider this to be fundamental, and have been fortunate that nearly all of our clients well exceed this minimum. A great client is one that fully engages with the process, and to use a tennis analogy doesn't leave the ball in their court. A great client returns serve. They meet as a committee without the design team, and scrutinize the documents being provided and ask questions. A great client is one that is fun to be with, enjoys the process, and has a good sense of humor. They also are not bashful about speaking frankly and clearly if their expectations are not being met.

We manage costs through careful administration and regular back checking. Change orders do occur, and there will be some errors and omissions in the documentation despite the best efforts of every member of the team. However, over the past several projects, our change order rates (excluding Added Scope at the Owner's discretion) have been at or below 3%.

Tom manages consultants tightly and provides a schedule of progress and deliverables very early in the process. We receive all the drawings a week or two ahead of the actual deadline to enable the process of back checking. The light table is a magnificent tool for coordinating ceiling plans with mechanical and electrical drawings. How many times is there an exhaust louver, smoke detector, sprinkler head or light in the center of a small space? It will likely happen once, and needs to be corrected. Better on the light table than in the field.

While we have worked with cost estimators retained as consultants, we prefer that the Owner engage a Construction Manager (CM) to provide preconstruction services. These services typically include the preparation of estimates, schedules and feedback on the design and constructability. Having the CM involved from early in the process can have a profoundly positive effect by establishing them as part of the design team, and connecting them with the design intentions and evolving design concepts. We also achieve greater accountability and better results when the CM prepares the estimates instead of leaving the job to a cost estimating consultant who has limited responsibility for the figures.

On commercial projects, we establish a fixed fee that includes the costs of consultants. The percentage depends upon the complexity of the project and client organization, and typically ranges from 10-13% of the cost of the work. This work can, and often does, include the sitework improvements as well as the building costs. A fee percentage is assigned to each phase of development, for example, schematic design is typically 30% of the total fee.

The fee is established at the beginning of schematic design based upon the Owner's budget, and then revised at the completion of schematic design with the preparation of the Construction Manager's (CM) first estimate. The typical construction contract agreement between an Owner and CM is a Guaranteed Maximum Price (GMP). The final fee adjustment is made based upon the GMP at the commencement of construction.