PjM Project Management

Core metrics

Variances

Performance indices

Forecasting

Action thresholds

• SPI/CPI 0.95–1.05: tolerance band
• SPI/CPI 0.85–0.95: investigate, plan action
• SPI/CPI <0.85: crisis intervention

Critical insight

% complete must be physical, not "% of effort spent." Otherwise CPI becomes meaningless.

CPM (Critical Path Method)

• Deterministic (single duration estimates)
• Identifies critical path (longest path = project duration)
• Zero float on critical activities
• Most common for construction

PERT (Program Evaluation Review Technique)

• 3-point estimates: Optimistic + 4×Most Likely + Pessimistic, ÷ 6
• Probabilistic — useful when durations uncertain
• Common for R&D, new project types

Float (Slack)

• Total Float (TF) = LS − ES = LF − EF (can slip without delaying project)
• Free Float (FF) = ES(successor) − EF(predecessor) (can slip without delaying any successor)
• FF ≤ TF always

Schedule compression

Resource leveling

Smooths resource demand (may extend duration) — used when resources constrained.

AON vs AOA

• Activity-On-Node (modern, most software): activities at nodes, arrows show dependencies
• Activity-On-Arrow (older): activities on arrows, may need dummy activities for logic

Schedule baseline

Approved schedule used as benchmark. Changes require formal change control. Don't silently re-baseline — destroys variance integrity.

Risk identification

Categories:

• External: market, regulatory, weather, geopolitical
• Internal: scope, schedule, budget, team, technical

Risk analysis

Probability × Impact = Risk Exposure
Heatmap or matrix to prioritize.

Risk response strategies

Risk Register

Living document with: ID, description, probability, impact, exposure, response strategy, response actions, owner, status, dates.

Contingency

• Schedule contingency: time buffer for known unknowns
• Cost contingency: budget buffer; design-stage typical 10-15%, construction 5-10%
• Management reserve: for unknown unknowns; controlled by sponsor

Common architectural project risks

• Scope creep: poorly defined scope, undocumented changes
• Coordination errors: discipline conflicts, BIM clashes
• Code interpretation: AHJ disagreement late in process
• Owner indecision: schedule slip
• Consultant default: missed deliverables
• Site conditions: geotechnical surprises
• Cost overrun: estimating gap, bid market

Risk culture

Open, blame-free identification. Issues hidden until crisis = catastrophic. Culture: "tell me bad news fast."

Architect team roles

RACI matrix

Ambiguity about Accountable = top cause of project failure.

Stakeholders

Anyone affected by or influencing the project:

• Owner, end users, neighbors, AHJ, community groups
• Design team, contractors, suppliers
• Financiers, public
• Analyzed by interest × influence matrix

Stakeholder strategy

Decision Authority Matrix

Documents who decides what at what threshold:

• Owner-side: PM, executive sponsor, committee
• Architect-side: PA, PM, PIC
• Dollar thresholds for sign-offs
• Prevents decision delays

B101 Basic Services phases

Typical phase durations (%)

• SD ~15%
• DD ~20%
• CDs ~40%
• Bidding ~5%
• CA ~20%

Phase-end cost estimates

• SD: concept-level, may be ±20%
• DD: more detailed, ±10-15%
• CD 95%: close to bid, ±5-10%

Additional Services per B101 §4

NOT in Basic Services — separate fee:

• Programming, POE, LEED administration
• Renderings beyond standard presentation
• Existing facility surveys
• Detailed cost estimates beyond preliminary
• Coordination of Owner consultants
• Services after substantial completion
• Services made necessary by Owner changes to approved phase work
• G801/G802 documents amendments

Bidding/Negotiation deliverables

• Invitation to Bid
• Instructions to Bidders (A701)
• Bid Form
• Agreement form (A101)
• General Conditions (A201)
• Supplementary Conditions
• Drawings + Specs
• Addenda
• Bid evaluation + recommendation

CA scope per B101 §3.6

• Site visits "at intervals appropriate" — generally familiar, not exhaustive
• Review submittals for general conformance with design intent
• Issue clarifications (RFIs) and minor changes (ASI)
• Certify payment applications
• Recommend Change Orders
• Initial Decision Maker (IDM) on claims by default
• Inspect for Substantial and Final Completion

Document flow

Key timeframes (A201)

• Claim notice: 21 days from event or recognition
• Differing site conditions: 14 days
• Initial Decision: 30 days
• Mediation: required before binding dispute resolution
• Final payment: after Final Completion + lien waivers + closeout

Meeting cadence

• Pre-construction conference (before NTP)
• OAC meetings (weekly typical during active construction)
• Pre-installation conferences (for critical trades)
• Monthly Owner update (or per Owner preference)

Architect's safety position

Contractor SOLE responsibility for safety per A201 §10. Architect doesn't direct means/methods. Observed issues: bring to contractor's attention (often in writing for record), don't direct.

Project Charter contents

• Project objectives + success criteria
• Scope summary (in and out of scope)
• Project sponsor (Owner senior authority)
• Project manager (with authority defined)
• Major milestones and target dates
• Budget summary
• Key stakeholders
• Initial high-level risks
• Approval authority levels

Concise (1-3 pages). Without Charter: PM lacks authority. With: clear basis for decisions.

Owner Initial Information (B101 §1)

• Project objectives
• Schedule expectations
• Budget
• Program description
• Site information
• Sustainability goals
• Procurement preference
• Special considerations

Becomes basis for design. Material changes after agreement may trigger Additional Services per §4.

Decision Authority Matrix

Owner-side:

• PM (operational decisions, $X threshold)
• Executive sponsor (strategic, larger $)
• Committee (above threshold)

Architect-side:

• PA (technical decisions)
• PM (project decisions within budget)
• PIC (contract, scope changes, major risks)

Documented and posted. Reduces escalation friction.

Project objectives (clarify upfront)

Conflicts inevitable — surface them early.

Kickoff meeting essentials

• Introductions (all stakeholders)
• Owner objectives review (validate understanding)
• Schedule baseline
• Communication protocols (single contact, frequency)
• Meeting cadence
• Decision authority confirmation
• Risk discussion
• Document deliverables

Stakeholder identification

• Owner (organization + reps)
• End users
• Neighbors / community
• AHJ (multiple — building, fire, health, etc.)
• Design team (architect + consultants)
• Contractors (when known)
• Financiers
• Regulators

Analyzed by interest × influence matrix to prioritize engagement.

Initial risk assessment

• Site risks (geotech, environmental, zoning)
• Owner risks (financing, decision-making, scope clarity)
• Schedule risks (regulatory approvals, lead times)
• Budget risks (market conditions, escalation)
• Technical risks (unusual systems, new technology)

Risk register established at initiation, updated throughout.

Critical success factors (CSFs)

What MUST go right for project to succeed:

• Identify 3-5 CSFs at initiation
• Monitor throughout
• Action plan if any CSF threatened
• Different from objectives (broader) — CSFs are operational requirements

Project Management Plan (PMP)

Comprehensive plan covering all knowledge areas:

Subsidiary plans

• Scope Management: how scope defined, validated, controlled
• Schedule Management: tools, cadence, update process
• Cost Management: estimating, tracking, reporting
• Quality Management: QC procedures, acceptance criteria
• Resource Management: staffing, roles, allocation
• Communications Management: who/what/when/how
• Risk Management: identification, response, monitoring
• Procurement Management: consultants, contractor strategy
• Stakeholder Management: engagement strategy
• Change Management: how changes evaluated, approved

Created during Planning, updated through Execution. Larger projects more formal; small projects consolidated.

Work Breakdown Structure (WBS)

Hierarchical decomposition:

• Project → Phases → Deliverables → Work Packages → Activities
• 100% rule: each level sums to 100% of parent (nothing missed, nothing extra)
• Decomposition continues until work packages are 8-80 hours (rule of thumb)
• Foundation for scope, estimating, scheduling, responsibility assignment

RACI matrix

Ambiguity about Accountable is the #1 cause of project failure.

Schedule baseline

• Approved schedule used as benchmark
• Updates compared to baseline = variance
• Changes require formal change control
• Don't silently re-baseline (destroys variance integrity)

Cost baseline

• Approved budget allocated by WBS / time
• Used for earned value analysis
• Changes via change control
• Contingency separate (held by PM or sponsor)

Communication plan

Different stakeholders need different cadences and formats.

Risk register

Living document with:

• Risk ID
• Description
• Probability (1-5)
• Impact (1-5)
• Exposure (P × I)
• Response strategy (Avoid/Mitigate/Transfer/Accept)
• Response actions
• Owner
• Status
• Dates

Reviewed monthly minimum. New risks added; resolved risks closed.

Issue log

• Distinct from risk register (issues = actualized risks or other problems)
• Each issue: description, owner, action plan, status, target date
• Reviewed at OAC meetings
• Tracks resolution

Stakeholder register

• All stakeholders identified
• Interests, expectations, concerns
• Influence level
• Engagement strategy
• Designated relationship owner

Procurement plan

• Make-or-buy analysis
• Sub-consultant strategy (in-house vs outside)
• Contractor delivery strategy (DBB, DB, CMc, IPD)
• Bidder qualification process
• Schedule for procurement

B101 structure

• Article 1: Initial Information
• Article 2: Architect's Responsibilities
• Article 3: Scope of Architect's Basic Services (SD, DD, CD, B/N, CA)
• Article 4: Additional Services
• Article 5: Owner's Responsibilities
• Article 6: Cost of the Work
• Article 7: Copyrights & Licenses
• Article 8: Claims and Disputes
• Article 9: Termination or Suspension
• Article 10: Miscellaneous
• Article 11: Compensation

Basic Services (Article 3)

Additional Services (Article 4) — separate fee

• Programming
• Site analysis and selection
• Existing facility surveys
• POE (Post-Occupancy Evaluation)
• LEED administration
• Renderings beyond standard presentation
• Detailed cost estimates beyond preliminary
• Coordination of Owner consultants
• Services made necessary by Owner changes after phase approval
• Services after substantial completion (extended CA)

G801 vs G802

Both critical for preserving right to additional fee. Failure to give timely notice can waive claim.

Fixed Limit of Construction Cost (§6.5)

If all bids exceed Fixed Limit, Owner options:

1. Give written approval of increased Fixed Limit
2. Rebid project (architect helps without additional fee)
3. Revise scope (architect redesigns WITHOUT additional fee)
4. Abandon project

The "redesign at no fee" is a major architect risk.

Suspension by Architect (§9.4)

• Owner non-payment 7+ days past due
• 7-day written notice + 7-day cure period
• Architect may suspend if not cured
• Cost adjustment + reimbursement of expenses

Termination by Architect (§9.2)

• Material breach by Owner (extended non-payment, failure of agreement on substantial change)
• Architect entitled to: fees for services performed + termination expenses + reasonable margin

Termination by Owner (§9.5)

• 7 days written notice for breach
• Immediate for convenience (with compensation)
• Architect compensation: services + termination + reasonable OH&P on unperformed work (if for convenience)

Copyright (§7)

• Architect retains copyright in instruments of service
• Owner gets non-exclusive license for THIS project
• License terminates on Owner default
• Architect may use for marketing, publications

Standard of Care (§2.2)

• Architect performs consistent with the professional skill and care ordinarily provided by architects practicing in the same or similar locality under the same or similar circumstances
• NOT elevated (highest, best) — protects E&O coverage

Insurance (§2.5)

• Maintain stated minimums for: General Liability, Auto, Workers Comp, Professional Liability
• Project-specific limits Owner may require negotiated separately
• Continue coverage for stated period after substantial completion

C401 — Architect-Consultant Agreement

Mirrors B101 — flows down architect's Owner obligations to consultant:

• Standard of care
• Insurance requirements
• Document standards
• Coordination obligations
• Schedule
• Payment

"Flow-down" prevents architect from owing Owner something the consultant doesn't owe.

Typical sub-consultants

Coordination responsibilities (Architect)

• Define scope of each consultant's work
• Coordinate among consultants
• Coordinate with Owner-furnished items
• Manage payment
• Review deliverables for quality and fit
• Address performance issues per C401

Architect does NOT coordinate contractor means/methods or sub schedules (contractor responsibility).

Insurance from sub-consultants

• COIs required BEFORE work starts
• Professional liability, GL, auto, workers comp
• Limits per C401 (commonly $1M-$5M professional)
• Architect listed as additional insured (sometimes)
• Verified annually or per project
• Lapsed coverage = exposure flows to architect

Selection process

• RFP or direct selection
• Qualifications matter most
• References from prior projects
• Fee negotiated based on scope
• Multi-discipline firms simpler; specialty firms for unusual scopes

Owner's consultants

Sometimes Owner directly engages certain consultants:

• Cost estimator (independent of architect)
• Sustainability consultant
• Special-purpose (e.g., theatrical, acoustical)
• Code consultant
• Survey, geotech (typically Owner)

Coordination with these is Owner responsibility but architect engages with them. Architect coordinates them per B101 §3.1.2 (Additional Service if extensive).

Common issues

• Scope gap between consultants (who does what?)
• Late deliverables from sub
• Quality issues with sub work
• Sub doesn't follow architect's coordination
• Sub fee disputes
• Insurance lapse

Performance management

• Regular check-ins on schedule
• Review deliverables thoroughly
• Document issues in writing
• Escalate via C401 remedies if needed
• Consider replacement on chronic non-performance (disruptive, last resort)

Pay-when-paid considerations

• Architect typically pays consultants when paid by Owner
• Architect carries some risk if Owner doesn't pay
• Some architects pay consultants regardless to maintain relationships
• Document payment terms in C401

Delivery method comparison

DBB sequential process

1. Architect designs (CD complete)
2. Project bid (architect assists)
3. Lowest responsive responsible bidder selected
4. Construction (architect provides CA)
5. Substantial completion → Final completion

DB process

1. Owner defines criteria (program, performance specs)
2. Design-Build entity bids on cost
3. DB team completes design + construction
4. Architect may be on DB team or Owner's reviewer

Owner's architect (if engaged) is "Architect of Record" or "Bridging Architect" — different role than typical B101.

CMc process

1. Architect designs through SD/DD
2. CMc engaged for preconstruction services
3. CMc provides cost estimates, constructability input, schedule
4. CMc proposes GMP (typically at end of DD)
5. CDs completed
6. CMc constructs at agreed GMP
7. Savings below GMP per contract (Owner keeps, shared, etc.)

When each delivery method works

Bidding process (DBB)

1. Invitation to Bid: announces project, prequalification
2. Pre-bid meeting: walk-through, Q&A
3. Addenda: written modifications before bid
4. Bid opening: usually public for public works
5. Bid analysis: responsive, responsible, lowest
6. Award recommendation: architect to Owner
7. Contract execution

Bid evaluation criteria

• Responsive: complies with bid requirements
• Responsible: capable of performing (financial, experience, references, bonding)
• Lowest: financial comparison
• Both responsive AND responsible required

Sub-bidder list (sometimes)

• Subcontractor names submitted with bid
• Some jurisdictions require for public works
• Limits last-minute bid shopping
• Owner approval may be required for sub changes

Negotiated procurement

Alternative to bidding:

• Selected contractor based on qualifications
• Then negotiate scope/cost
• Used for: complex projects, repeat relationships, specialized work
• Public works often prohibited (low-bid required)

CPM (Critical Path Method)

• Identify all activities + durations
• Establish dependencies (Finish-Start, etc.)
• Calculate Early Start, Early Finish, Late Start, Late Finish
• Critical path = longest path = project duration
• Zero total float on critical activities
• Any delay to critical activity = project delay

Float (Slack)

FF ≤ TF always.

Schedule compression

EVM (Earned Value Management)

Core metrics

Variances

Performance indices

Forecasting

Action thresholds

EAC interpretation

CPI 0.85, BAC $1M → EAC = $1M ÷ 0.85 = $1.176M (18% over budget if trend continues).

Resource leveling

Smooths resource demand (may extend duration). Used when resources constrained (specialty engineer, equipment).

Reporting cadence

• Weekly: PM tracks for early signals
• Monthly: Owner reports
• Per milestone: detailed reviews

Schedule update process

• Contractor submits update (typically monthly)
• Architect reviews for general reasonableness
• OAC meeting reviews status
• Variance vs baseline discussed
• Recovery plans for slippage

Critical insight

% complete must be physical, not "% of effort spent." Otherwise CPI becomes meaningless and EVM is garbage in / garbage out.

CPM vs Agile

Architecture practice itself sometimes uses Agile concepts for design (sprints, retrospectives) but project execution typically CPM.

Quality definitions

Quality during design

Reviewers

• Internal peer review (senior architects)
• Discipline coordination (overlay all)
• Code review (designated reviewer)
• Constructability review (builder perspective)
• Owner review at phase ends
• Third-party review (major projects)
• Specialist consultants (curtain wall, lighting, etc.)

QC during construction

• Submittal review (general conformance with design intent)
• Mock-ups (full-scale assembly validation)
• Field observation (site visits "at intervals appropriate")
• Field reports (documented observations)
• Testing & inspection (concrete, masonry, fire, etc.)
• Punch list (substantial completion inspection)
• Final inspection

Owner's testing

Many projects engage independent testing agency:

• Concrete cylinder breaks (typically 7-day, 28-day)
• Soil compaction
• Welding inspection
• Masonry strength
• Fire-stopping
• Air infiltration (blower door)
• HVAC balancing (TAB - Testing, Adjusting, Balancing)
• Commissioning (Cx)

Special Inspections (IBC Chapter 17)

Required by IBC for certain construction:

• Structural steel
• Welding
• Concrete (high-strength, post-tensioned)
• Masonry (some types)
• Seismic resistance
• Fire-resistant materials
• Smoke control
• Spray-applied fire protection

Owner engages Special Inspector (qualified independent). Reports to Owner, AHJ, architect.

Commissioning (Cx)

Fundamental Cx (LEED prereq):

• HVAC, lighting controls, hot water
• Design intent documented
• Installation verified
• Performance tested
• Owner training
• O&M documentation

Enhanced Cx:

• Expanded scope
• Longer monitoring (typically 10 months post-occupancy)
• Earlier engagement (during design)
• Re-commissioning at 1 year

Quality metrics

• Design errors found in QC (count, severity)
• RFIs per drawing (high = potential documentation issue)
• Change orders for design errors (count, $)
• Substantial completion punch list size
• 1-yr correction period claims
• Owner satisfaction scores

Lessons captured

• What worked
• What didn't
• Process improvements
• Standard updates
• Training needs
• Stored in firm knowledge base

CA scope per B101 §3.6

• Site visits "at intervals appropriate to stage" — generally familiar with progress and quality
• Review submittals for general conformance with design intent
• Issue clarifications (RFIs) and minor changes (ASI)
• Certify payment applications
• Recommend Change Orders
• Initial Decision Maker (IDM) on claims by default
• Inspect for Substantial and Final Completion

CA is NOT

• Exhaustive inspection of all work
• Continuous on-site supervision
• Verification of contractor accounting
• Approval of means, methods, sequences
• Responsibility for safety
• Verification of contractor's quality control

These limitations protect architect from over-broad claims.

Document flow during CA

OAC Meetings (Owner-Architect-Contractor)

• Weekly typical during active construction
• Agenda: schedule, RFIs, submittals, pay app, COs, issues, action items
• Minutes within 48-72 hours with 7-day correction period
• Distributed to all parties
• Critical for project documentation

Pre-construction conference

Held before NTP (Notice to Proceed):

• Communication protocols
• Submittal procedures
• Pay app process
• RFI process
• Change order process
• Safety (contractor's responsibility)
• Site rules
• Schedule expectations
• Meeting cadence

Documents tone and procedures for the project.

Pre-installation conferences

Before critical trades begin:

• Roofing, curtain wall, masonry, gypsum board, flooring
• Attendees: architect, contractor, subcontractor, manufacturer rep
• Review specs, mock-ups, coordination, quality expectations
• Documents minutes

Field observation reports

• Date, weather, attendees
• Work in progress observed
• Non-conformities noted
• Follow-up items
• Photos
• Distribution to all parties
• Documentation for project record

Architect's safety position

Contractor SOLE responsibility for safety per A201 §10.

• Architect doesn't direct safety means/methods
• Observed issues: bring to contractor's attention (often in writing for record)
• Don't assume direction of safety (creates exposure)

Pay application certification

Per A201 §9.4:

• Architect issues Certificate for Payment within 7 days of pay app receipt
• Certifies "to the best of architect's knowledge..."
• May reduce amount with notice to both parties + reasons
• NOT a guarantee — professional opinion only

Claim handling

• Per A201 Article 15
• Notice within 21 days
• Architect (IDM) initial decision within 30 days
• Mediation before binding resolution
• Architect remains impartial — not Owner's advocate

Substantial Completion checklist (G704)

• Contractor's request for inspection
• Punch list attached
• Architect inspection (may add items)
• Final punch list with time-to-complete
• G704 signed by Owner, Architect, Contractor
• Certificate of Occupancy from AHJ
• Beneficial occupancy permitted
• Retainage reduced
• 1-year correction period begins
• Liquidated damages cease
• Owner property insurance replaces Builder's Risk

Final Completion checklist

• All punch list items resolved
• Record drawings (as-builts) compiled
• O&M manuals delivered and indexed
• Warranties collected (manufacturer + system)
• Owner training completed (sign-in sheets)
• Attic stock delivered
• Final cleaning verified
• Test reports complete (commissioning, balancing, etc.)
• Final lien waivers (unconditional) from all subs
• G707 Consent of Surety if bonded
• Affidavit of payment of debts (A201 §9.10.2)
• Architect's final certificate
• Final payment + retainage release

Owner deliverables to assemble

• Permits — final inspection signoffs
• Certificate of Occupancy
• Health Dept signoff (if applicable)
• Fire Marshal final
• Elevator certification
• LEED/sustainability documentation
• Insurance certificates

Architect's closeout duties

• Final certification of substantial and final completion
• Compiled record drawings transmittal
• Compiled O&M manuals transmittal
• Project closeout binder index
• Project archive (firm records)
• Lessons Learned capture

Common closeout problems

• Punch list not completed before final payment
• Missing manufacturer warranties
• O&M manuals incomplete or disorganized
• Record drawings not updated through final changes
• Subcontractor lien waivers missing
• Test reports late
• Owner training not scheduled
• Commissioning not finalized

Closeout schedule

Typical 30-90 days from substantial completion to final payment. Major projects can take longer. Active PM management essential.

Post-Occupancy Evaluation (POE)

Optional Additional Service per B101:

• 6-12 months after move-in typically
• Owner satisfaction, building performance
• Lessons for future projects
• Identifies issues for warranty correction
• Valuable for firm marketing and continuous improvement

Warranty period management

• 1-year correction period (A201 §12.2)
• Active monitoring by Owner
• Issues identified to contractor
• Architect may assist (typically Additional Service after substantial completion)
• Some items may be deferred to seasonal testing (e.g., heating performance in winter)

Reference & marketing

• Owner permission for reference, photos, publication
• Coordinate with Owner PR
• Award submissions
• Case studies
• Photography during construction + at completion

Architect-Owner relationship transition

• Project complete but relationship continues
• Position for future work
• Newsletter, holiday cards, periodic check-ins
• Reference for new clients
• Repeat business potential

Firm internal review

After project complete:

• Financial performance (fee realized vs effort)
• Quality issues encountered
• Team performance
• Lessons learned
• Process improvements
• Update standards/templates
• Training opportunities identified

Common project conflicts

Conflict resolution approach

1. Address early — small conflicts grow if ignored
2. Understand positions vs interests — what they want vs why
3. Listen actively — let parties be heard
4. Identify common ground — usually exists
5. Generate options — multiple solutions
6. Evaluate against criteria — objective standards
7. Document agreement — written follow-up
8. Escalate when stuck — to PIC, senior leadership

Positions vs interests

Position: what someone says they want
Interest: underlying need or motivation
Multiple positions can satisfy same interest. Interests often align even when positions conflict.

Example:

• Position: "Contractor demands $50K change"
• Interest: Cost certainty, fair compensation
• Position: "Owner refuses to pay"
• Interest: Budget integrity, no surprises
• Common ground: Both want clear process, fair outcome
• Solution: Document basis, negotiate amount, formalize via CO

Win-win negotiation

• Focus on interests, not positions
• Multiple options before deciding
• Use objective criteria (industry standards, contract terms, fair market value)
• Separate the people from the problem
• Don't compromise on principles; compromise on terms

Owner indecision

Symptoms: changing direction, missed approvals, expanding scope, contradictory direction
Approach:

• Document decisions in writing
• Set clear deadlines for approvals
• Identify decision authority (single point of contact)
• Communicate impact of delays/changes
• Escalate to executive sponsor when stuck
• G801/G802 when scope expands

Sub-consultant non-performance

Symptoms: late, low quality, miscoordinated
Approach:

• Document specific issues in writing
• Performance discussion (face-to-face)
• Improvement plan with deadlines
• Escalate per C401 remedies (warning, withholding fee)
• Replacement (disruptive, last resort)

Contractor disputes

• Stay impartial (architect is IDM, not Owner's advocate)
• Document objectively
• Follow A201 procedures (claim → IDM → mediation → binding)
• Don't make snap decisions under pressure
• Consult counsel for significant disputes

Internal team friction

• Address through line management
• Clear role definitions (RACI)
• Team building investments
• Performance management
• Coaching individuals
• Sometimes role changes needed

Difficult conversations

• Schedule, don't ambush
• Private setting
• Direct but respectful
• Focus on specific behaviors/issues
• Listen to other perspective
• Document agreed actions
• Follow up

When to involve legal

• Anything affecting contract validity
• Disputed obligations
• Insurance claims
• Termination considerations
• Public-facing disputes
• IP issues
• Anything you're unsure about

Early counsel involvement = better outcomes typically.

Standard DBB communication paths

Owner ⇌ Architect ⇌ Contractor
                       ↓
                  Subcontractors
                       ↓
                  Sub-subs / Suppliers

Architect ↔ Consultants

Architect ⇌ Structural / MEP / Civil / etc.

Architect ↔ Contractor (during construction)

Architect ⇌ Contractor
            (NOT directly to subs)

Modified paths

CMa (CM as Adviser)

Owner ⇌ Architect ⇌ CM (advisor) ⇌ Contractors (multiple, separately)

• CM advises Owner on cost/schedule
• Owner holds multiple prime contracts
• Architect coordinates with all

CMc (CM as Constructor)

Owner ⇌ Architect ⇌ CMc ⇌ Trade Contractors

• CMc is the "contractor" essentially
• Architect still works for Owner
• Communications similar to DBB

Design-Build

Owner ⇌ Design-Builder ⇌ Architect (employed/consulted by DB)

• Owner has one contract — with Design-Builder
• Architect typically works for Design-Builder
• No direct privity between Owner and Architect

Documents that establish communication

• Owner-Architect agreement (B101) — Owner ↔ Architect
• Owner-Contractor agreement (A101) — Owner ↔ Contractor
• General Conditions (A201) — Triangle communication, formal procedures
• Owner-Consultant agreements — Direct or through architect
• Architect-Consultant agreements (C401) — Architect ↔ Consultant

When direct communication is acceptable

• Owner directly speaking to anyone (architect should know)
• Architect directly speaking with sub for technical clarification (rare; CC the contractor)
• Emergency situations (notify all immediately)
• Specific carve-outs in supplementary conditions

Communication best practices

• Single point of contact per organization
• Written records of significant communications
• Distribute meeting minutes within 48 hours
• Correction period (typically 7 days) — minutes stand if not corrected
• Use AIA forms when applicable
• Establish protocols at preconstruction meeting

Key documents

• Project charter / kickoff document
• Work plan — scope breakdown
• Schedule (CPM, Gantt, milestone)
• Fee budget / staffing plan
• Risk register
• RACI matrix (responsibility chart)
• Meeting agendas & minutes

RACI levels

• R = Responsible (does the work)
• A = Accountable (owns outcome; only ONE)
• C = Consulted (input provider)
• I = Informed (kept aware)

Project lifecycle phases

1. Initiating — charter, stakeholders
2. Planning — scope, schedule, fee, risk
3. Executing — production, coordination
4. Monitoring & Controlling — track, adjust
5. Closing — closeout, debrief, archive

Documentation discipline

• Distribute minutes within 48 hours
• Allow correction period (usually 7 days)
• If not corrected → record stands
• Keep an issue log
• Track decisions with dates and authority

Three core values

Variances

• Schedule Variance: SV = EV − PV
  • Positive: ahead of schedule
  • Negative: behind schedule
• Cost Variance: CV = EV − AC
  • Positive: under budget
  • Negative: over budget

Performance indices

• CPI = EV / AC (cost performance)
  • 1.0 = on budget
  • \>1.0 = under budget
  • <1.0 = over budget
• SPI = EV / PV (schedule performance)
  • 1.0 = on schedule
  • \>1.0 = ahead
  • <1.0 = behind

Forecasting (EAC = Estimate at Completion)

• If CPI continues: EAC = BAC / CPI
• If on track from here: EAC = AC + (BAC − EV)

CPM essentials

Forward pass (calculate ES, EF)

• Start at beginning
• ES = max(EF of all predecessors)
• EF = ES + duration

Backward pass (calculate LS, LF)

• Start at end
• LF = min(LS of all successors)
• LS = LF − duration

Float

• Total Float = LS − ES = LF − EF
• Free Float = ES of successor − EF (typically)

Relationship types

• FS — Finish-to-Start (most common)
• SS — Start-to-Start
• FF — Finish-to-Finish
• SF — Start-to-Finish (rare)

Modifiers

• Lag — required DELAY (concrete cure time)
• Lead — permitted OVERLAP (start framing before foundation done)

Acceleration techniques

• Crashing — add resources, $$
• Fast-track — overlap activities, risk
• Re-sequence — change relationships
• Reduce scope — Owner agreement

Schedule documentation

• Baseline schedule (locked at start)
• Updates (typically monthly)
• Recovery schedule (if late)
• Time impact analysis (delay claims)

Owner-Architect (B-series)

Architect-Consultant

C401 — Mirrors B101 terms; flows down responsibilities to consultants.

Five B101 phases

1. Schematic Design (~15%)
2. Design Development (~20%)
3. Construction Documents (~40%)
4. Bidding/Negotiation (~5%)
5. Construction Administration (~20%)

Basic vs. Additional Services

Basic (included in fee): The five phases above.

Additional (separate fee):

• Programming
• POE
• LEED administration
• Renderings, models, fly-throughs
• Services made necessary by Owner changes
• Civil, landscape design (typically)
• Existing facility surveys

CPM essentials

• Critical Path — longest sequence of dependent activities; defines project duration
• Float (slack) — time activity can slip without delaying project
• Lag — required DELAY between activities
• Lead — permitted OVERLAP between activities

Relationships

• FS — Finish-to-Start (most common)
• SS — Start-to-Start
• FF — Finish-to-Finish
• SF — Start-to-Finish (rare)

Schedule types

• Gantt (bar) — visual; weak on dependencies
• CPM diagram — shows dependencies, critical path, float
• Milestone — key dates only
• Pull-planning — Last Planner; team builds backwards

Five common structures

• Stipulated sum (lump sum): Fixed fee
• Hourly: Per hour, often with not-to-exceed
• Percentage of construction cost: Traditional
• Cost plus fee: Reimbursable + fixed/percentage fee
• Unit cost: Per SF, per bed, per room

Trade-offs

Fixed: Owner has cost certainty. Architect bears scope creep risk.

Hourly: Architect protected from scope creep. Owner bears cost risk.

Critical B101 provisions

• Waiver of consequential damages — both parties waive lost profits, lost revenue claims
• Standard of care — ordinarily exercised by profession locally
• Limitation of liability — caps damages at fee or specific amount
• Indemnification — limited-form mutual; only own negligent acts

Statutes

• Statute of limitations — time to file after discovery (typ. 3-6 yrs)
• Statute of repose — absolute time after substantial completion (typ. 6-15 yrs by state)