Base y mecánica para el cálculo de esta contribución

The most successful projects are often those in which the client has a long-term relationship with the designers, based on respect and trust. In the case of a client who builds frequently, these relationships are developed over many years and many projects. Empathy is eventually established between client and designer for the way that objectives are set, the way that they approach a project or building, and their attitude towards finding solutions to problems. It will take time and effort for a new client to develop this level of mutual understanding. While the relationship between client and designer is seen as creative, it is, nevertheless, very much a business relationship, with both parties having specific responsibilities to ensure that the project can be delivered. Therefore, the understanding between the client and each of the selected design consultants needs to be formalized.

Initially, informal meetings may be held between the client and design consultants to discuss the client’s needs and objectives and how they may be interpreted, and to explore

a preliminary strategy for producing a solution. Through these discussions a closer understanding and sympathy for each other’s objectives will be formed. The designers must understand and explain any legal or financial constraints on the type and quality of building the client wishes to build, as well as its intended function. The client will want to know about the designer’s approach to style and form and preferred types of materials, as well as ideas for the environment within the building. For this purpose the designer will often prepare drawings and models of the building to illustrate various options. Through this process the designers can express their creative talent and the necessary mutual trust will be built up. During this period, the designer’s aim will be to identify clearly with the client the range of opportunities available for the development, and to establish the problems that have to be solved. Eventually the designers will identify themselves with the problems in such a way that they will own them and finding a solution will then become the focus for their efforts.

5.1.1 Selection of designers

After a number of potentially suitable design firms is chosen, the final selection must be made. There are many ways of achieving this, from competitive design proposals to competitive bidding. The client, together with any advisers, must decide on the method, but it should not undermine the mutual knowledge and commitment that has been developed up to this point. However, as this only deals with one aspect of the total selection process, it is also necessary to analyse the capabilities of the design firms.

The checklist for design selection in Table 6 is not exhaustive, but allows analysis of the four key capabilities of the design organization.

䊉 Experience of designing similar projects.

䊉 Experience and background of the people nominated for the project.

䊉 Organizational resources and management systems.

䊉 Financial resources of the organization and its ability to support the project.

Before conducting any formal interviews the client should establish satisfaction criteria and a scale of their importance, otherwise the resulting investigation may not be sufficiently rigorous.

5.1.2 Specialist contractor’s contribution

Where the specialist is expected to contribute to the design or development of products, components and systems, the level of uncertainty must be recognized, and a means for apportioning the resulting risks must be obtained. The form of contract with the specialist should make a separate provision for the required design and detailing elements in order

to avoid complex issues of liability and may have to be direct with the client. However, unless the mechanism for agreeing a price for the work allows for the development of the design, then both the design team and the specialist may become disillusioned.

The design team must be very clear about the level of design contribution expected from the specialist and must ensure that the specialist, the contractor and the client are also aware of this by precise drafting of all agreements and contracts. Equally the design team should be aware of how much the final costs may alter if extensive design development is done in conjunction with a specialist contractor. If this course is adopted, a rigorous regime of cost planning and control is also required.

Where the specialist is to be involved as an integral part of the design team, the selection process must be carried out early with a care equal to that used in the selection of the other designers. Selection procedures should give special attention to the most important elements of the specialist contractors’ contribution to the project. The more the project depends on the individual technical and managerial contribution of the specialist contractor, the more their design, value engineering, and management capabilities should be scrutinized and weighed in the selection process.

Table 6. Project specific designer selection criteria (from Construction Industry Board, 1996)

Quality criterion Key aspects

Logistics related to site, client and other consultants Planning and programming expertise

15–25%

Key project personnel Qualifications and experience relevant to project Understanding the project brief

Flair, commitment and enthusiasm

Compatibility with client and other team members Communication skills

References

30–40%

Project execution Programme, method and approach Management and control procedures Resources to be applied to the project Environmental, health and safety matters

20–30%

The specialist’s design agreement should be compatible with the design agreements of the consultants, the relevant activities scheduled, and they should be specified in detail.

There are two principle ways for a specialist to contribute.

䊉 The designer can produce sufficient information to determine the scope of the work and the contribution required from the specialist. The specialist can then give a price for the completion of the design and for carrying out the work.

䊉 The specialist can make a specific design contribution and be paid for it. The subsequent work can either be carried out on the basis of a negotiated agreement with the specialist or can be placed by competitive tender with another.

Depending on the method chosen, the design and equipment selection process of the specialist contractor should be co-ordinated with similarly detailed activities scheduled for the consultants.