20
Considerations that help a project run smoothly
In building and renovation, few rules hold true all the time. However, a
number of useful notions lead to predictable outcomes most of the time.
Unfortunately, many of these notions are forgotten when we concentrate on
making ideal decisions throughout the course of the work. We lose sight of how
each decision relates to the bigger project picture.
The following is a list of some commonsense ideas that almost always have
a positive impact on a construction endeavor.
Maintain the
right attitude
·
Building anything is an act of joy and optimism.
It’s also a learning experience. Anxiety is a normal part of that experience,
but anxiety must not control the outcome of the work.
·
The only
adversarial relationship that is productive on a building project is the one
that everyone should have with the artistic, technical and financial challenges
that the work itself presents.
·
Excellent
people make mistakes. Expect that they will continue to do so.
·
Building a house is not an industrial process. It is
hand labor, at a site, involving dozens of components that have to work and fit
together as well as possible. Expectations for the quality of the work should
reflect these characteristics.
Choosing a design
consultant and a builder
·
When selecting a professional with whom to work, the
first criterion should be character; the second, competence; the third,
dedication.
·
Clients are in the difficult business position of
dealing with people who know more about design and construction than they do.
In this vulnerable situation, the best strategy is to choose professionals of
unquestionable integrity.
·
To secure the greatest benefit from the knowledge
that consultants and builders possess, allow them do their work in the manner
that their training and experience have shown will be most effective.
·
Clients who receive the best service are those from
whom trust is ample, enthusiasm is overt, information is complete and payment
is prompt.
About project
costs
·
Accurate cost estimates are based on facts;
inaccurate estimates are usually the result of guessing. Financial risk in
building is reduced by developing as much specific design information as
possible before construction begins.
·
Comparisons between seemingly similar projects often
lead to incorrect expectations rather than provide useful information.
·
“You get what
you pay for” applies to building. Designing and building quality take care;
care takes time; time costs money.
·
When a
project’s cost exceeds its budget, it is usually because (1) the budget was
optimistic and not realistic, (2) the changing cost of the evolving design was
not monitored, and/or (3) the client’s needs and preferences were not fully
articulated before the start of the work.
The design and
building process
·
There are three interconnected variables in every
building project: quality, quantity and cost. If any one of these variables is
held constant while another is changed, the third must change as well.
·
The
complexity of both design and construction work is often underestimated.
·
Many people
believe that they know a good deal about architectural design. What they do not
realize is how much more they need to know to do design well, with distinction,
refinement and grace.
·
Architects have the patience to plan. Builders have
the savvy to improvise. Improvisation, however, is not a substitute for
planning. The purpose of planning is to achieve predictable results. The
purpose of improvising is to maintain work progress.
·
For construction to be done efficiently, most design
decisions need to be made in advance of building. If made during construction,
these decisions can interrupt the work flow and increase its cost. Late design
decisions are also more difficult to incorporate into the rest of the design.
·
A construction project involves people with wide
variations in skill, experience, intelligence and desire. Effective project
management optimizes the conditions that allow people to perform at their best.
·
Frequent, candid communication is vital to minimize
construction problems.
·
Good people care. The end result usually shows why.
by John
McLean
From FineHomebuilding 155 (Houses), pp. 24-28
July 1, 2003
