Consider for a moment the process that takes place when building a facility, and the key players who bring the project to fruition. Now consider the architect’s role in that process. Do you view it as responsible for creating great building designs, or do you feel it operates more as a subcontractor?

You might be surprised to find out that more often than not, architects are viewed as an extension of the contractor rather than a key part of the construction process.  As design/build construction becomes the preferred delivery method, many architects are finding themselves taking a back seat to construction managers.

Many architects are beginning to find a remedy to the problem in architect-led design build as a project delivery method. Not only does this method ease how a project progresses, but it could be the way the profession will maintain its relevance in the industry.

Architect-led design/build has been the architect’s reaction to experiencing the life of a subcontractor, says Bill Quatman, vice chair of the AIA Design/Build Knowledge Community. “Architects for generations, who have been trained and experienced in leading the process, now find themselves as subcontractors – they want to take back that leadership role,” he notes.

“As design/build has taken off in the last 20 years in the United States, it’s been the contractors who have jumped out in front and led the process,” Quatman says. “Most architects prefer the traditional method of construction where they’re the leaders of the process, and they have the initial contact with the owners and maintain a close relationship with the client.”

Big Decisions
Today, Quatman predicts, one out of 10 AIA members are a part of the design/build community, although he predicts that number to grow. “The Design Build Institute of America predicts that by 2010, 50 percent of all construction will be design/build,” he says. “Architects will have a big decision to make. They can either be a sub, or take the lead. The choice is theirs to make.”

Many firms today go through the process of designing the building, creating the construction drawings and handing them off to a contractor to complete. This detached way of doing business can lead to miscommunication causing cost overruns, scheduling delays and dissatisfied clients.

The benefits of architect-led design/build are numerous, says Quatman, who is also an attorney with Shughart, Thomson & Kilory in Kansas City. With this delivery method, architects can control the budget, schedule and quality of the building.

“Every single architect I’ve talked to has told me three things: When you’re in the lead you have total control of the process; they are having more fun in their careers because they work in the team relationship with the contractor; and they’re making more money in their careers instead of taking the slim profit from the design fees,” Quatman insists.

Progressive Steps
Some architects, however, are reluctant to take on the risks associated with taking the pole position on a project. Mandatory bonding, for example, is one concern that architects face with most public contracts, Quatman explains. In most cases, firms must carry substantial assets to ensure a surety will write a bond for the company to hold a prime contract, he says. Architects traditionally keep assets low and insurance high.

The other concern is risk associated with the lead position. “We think that most architects have the initial concern of risk and liability,” Quatman explains. Although architects usually prefer to take on only insurable risks and avoid certain supervisory roles, architect-led design/build requires the opposite, and owners want someone willing to take on responsibility.

“While I’ve probably met 50 architects who have taken the lead, they are a very small minority of architect professionals and the small- to mid-sized architects who are more aggressive for two reasons: It’s hard to turn a large firm’s culture around and the second is that larger firms are more concerned about the identity crisis they might have with their clients.”

Others might not know where or how to start. Quatman offers six steps to gain experience in this delivery method:

• Start small with a current client – Begin a small project with a client your firm has a lot of familiarity with. This way you can gain experience working with subtrades while building your skill level.

• Try design/construction management – In this case, you are an agent of the owners and manager of the subcontractors. This is a good way to learn the construction management aspect without taking all the risk.

• Team with a general contractor – Become a sub to a general contractor you work well with to gain experience on a project or two. In this case, you are there for the learning experience and to build your skills.

• Form a true joint venture with a general contractor – This could be in the form of a partnership or a new company where you and the contractor share risk, and both take a hands-on approach to the project.

• Hire the right staff – Form a core group of superintendents, estimators and project managers to make the design/build process a success.

• Merge corporately with a contractor– Buy a construction company, or get acquired. You’ll benefit from an instant staff, plus a record of project types that the company can handle.

Without taking the lead role in the design/build process, the method can actually be viewed as a threat to their professions, Quatman claims. With a little integration and a lot of education and training, architect-led design/build could be the next cultural shift in the industry.

For more information on architect-led design/build, design/build conferences or other approaches to this method, visit www.aia.org/db_default.ne