Managing Design Team deliverables

We often come across architectural scope documents that are ambiguous on what they are expected to deliver at the end of each design stage. This can be coupled by lay clients that don’t know what to expect and subsequently how long it might take them to review the information. This lack of detail can cause headaches later down the line if not clarified at an early stage. At worst, it can create issues when trying to obtain stage sign-off to trigger payment of fees and subsequently a detrimental knock-on impact to the design programme.

A well-defined set of deliverables for each stage allows not only the Client but everyone within the project team to understand each other’s goals and determine how they can be achieved. It will also inform stage design programmes and the structure of design meetings as well as determining if any additional consultants/specialists are needed to deliver the information.

At Plan A Consultants, we assist in developing a project-specific schedule of deliverables for each stage, ideally prior to the stage commencement. These are often separated by discipline and note which other team members are likely to contribute so that the responsibilities are clear amongst the team. Obtaining the team’s input into the schedule is invaluable in achieving a collective buy-in and assures individual ownership.

Whether the architect is Lead Designer or Lead Consultant, they often are required to collate design information from the wider Design Team into a single end of stage report. To prevent reams of information being provided, that often goes beyond what is required for a particular stage, a detailed report contents should be agreed well in advance of its production. If necessary, samples of previous reports should be shared to understand the nature of the content. This will prevent the architect becoming overwhelmed with information and assist in making the end of stage coordination period a far smoother and more enjoyable process.

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