How early project involvement can benefit contractors: Part one

by Carly Midgley | May 17, 2017 8:28 am

by Howard Jancy, CSI, CDT

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On commercial and high-end residential projects, contractors seldom provide input into product selection—a fact that makes little sense. At the time of bidding, materials and processes are already dictated by the project specification, making changes to this document time-consuming and challenging to implement.

Savvy contractors and construction product manufacturers can gain greater project input and secure more work for their companies by becoming involved with design professionals during the early stages of project design. Architects, interior designers, specifiers, and landscape architects are key team members for the project types mentioned above—they design the project and are involved with product research and selection. By engaging with these professionals and assuming a proactive role as a design consultant—or, more specifically, as a design-assist contractor—subcontractors can gain greater insights, bid projects more knowledgably and successfully, and assert greater influence on installation outcomes.

This article, the first in a two-part series, delves into the background knowledge required to correctly time and plan a visit to a design firm.

Design-assist contractors

According to “Design-assist: Getting contractors involved early” by Gregory R. Andre, ‘design-assist’ is a project delivery method involving the coordination of the construction team with the architect during the design phase. The intended outcome for this type of pre-construction collaboration is reduced construction cost and time, improved constructability, and added value, which are often difficult to address once construction has started. (More information can be found here[2].)

Although design-assist is often a formalized and structured process, both individual contractors and manufacturers’ representatives can perform the same function and attain comparable benefits for the architect and themselves. The key, as mentioned, is getting involved with a project early enough.

Project design team

The first step is simply getting in front of an architect, long before the first shovels of dirt are turned on a project, and positioning oneself as a reliable resource for products and services. Many contractors seem intimidated by architects, assuming they are already quite knowledgeable about the many materials used in construction—but just the opposite is often true. Considering the incredible number of products and processes involved with a building’s construction, architects do not have the time or inclination to be experts on each element. A contractor’s many years of hands-on field experience will be welcomed and respected if he or she interacts with the architect proactively as a consultant, not just as an installer after the job starts.

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It is important to do a little homework before contacting a design firm—for instance, most design firms maintain websites containing information such as:

• area of expertise or types of projects the firm typically designs;
• professionals on staff (including architects, landscape architects, interior designers, and engineers); and
• a portfolio of completed projects.

After determining which design firm to contact, it is important to establish who to speak to in the office and when. Office staff sizes and personnel vary, but typically include individuals performing one or more of the following functions:

• project manager (selecting consultants and managing design budget, schedule, and staffing);
• project architect (overseeing project designers and coordinating consultants); and
• project designer (designing functional solutions for the owner’s needs and initiating product research).

Additionally, consultative (i.e. contractual) personnel may include:

• interior designer (selecting interior finishes and designing the interior space);
• landscape architect (selecting specialized paving materials and designing the exterior space); and
• specifier/independent specification consultant (helping coordinate drawings and specifications).

Project stages

When contacting an architectural firm about a particular project, one should remember each design professional requires different types of information, depending on the project stage. (For more information on project stages, see the Construction Specifications Institute’s [CSI’s] Project Delivery Practice Guide[4].)

These stages are chronological project development phases, indicating or directing specific project delivery activities and ultimately leading to construction. They are standard benchmarks of activity, and are generally the same for all construction projects (and architectural firms). Understanding the activities and individuals involved at each project stage will make the consultative call on the design firm more valuable to the design professional and more productive for the contractor.

The five stages of project development include:

• project conception;
• design;
• construction documentation;
• bidding; and
• construction.

There are specific activities and contractually required deliverables (i.e. graphic and written documentation) associated with each project design stage.

Project conception

The first stage of the process involves feasibility studies, establishing project goals, budgeting, and site selection. Relevant documentation includes preliminary cost estimates and preliminary scheduling.

The project conception stage is the responsibility of the owner and its representatives, and may involve general guidance or input from an architectural firm. The purpose of this stage is to determine the project’s viability relative to the project owner’s goals, budget, and schedule.

Design

This two-phase stage begins with schematic design, where site plan development, determination of elevations and exterior finishes, and conceptual design of structural, mechanical, and electrical elements are completed. Documentation required at this point includes conceptual plans illustrating relationships between building components, preliminary material selections, revised costs, and schedules.

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Following this, the project enters the design development phase, where the team must identify constructability issues and select specific systems, materials, and products. Drawings, plans, elevations, typical details, product- or system-related technical data from manufacturers, revised cost estimates, and schedules are also needed at this stage.

The outline specification generated during design development is a distinctly different document than the project specification created during the next phase, construction documentation.

An excerpt from the Project Delivery Practice Guide states:

Outline specifications aid in the design process and are the basis for revising estimates of probable construction cost, schedules, and value analysis studies.  They also serve as a checklist for the project team [discussions and choices] when selecting products and methods during development of the project manual.

Such specifications contain details about manufacturers, materials, components, and accessories, and are utilized and viewed by the project owner, members of the design team, and/or general contractor.

Construction documentation

This stage is dedicated to final design, with a need for procurement and contracting forms, specifications, and drawings. The project specification created here evolves from the outline specification. It is a contractual and legally binding document containing clearly defined materials and methods, and is for the use of the general contractor for construction purposes.

Bidding

Review of bids, negotiating, and evaluation of substitutions are necessary at this stage, with the only required documentation being addenda.

Construction

At the final stage, the team must perform work in accordance with the contract and evaluate substitutions. The only documents needed here are contract modifications.

In general, a contractor is most influential when calling upon a firm during the project design stage. In addition to schematic design and design development activities, at this point, designers and owners are also evaluating specific material, product, and system choices. Contacts made during project conception may be too early, and contacts made during bidding or even construction documentation may be too late.

Depending on the size of the project, unforeseen problems, and the owner’s direction and requests, project stages could be weeks to many months in duration, with occasional stops and starts in between. By understanding the significance of each project stage, contractors can time their visits for when they will be most effective.

As an example, if the architectural call coincides with the project conception stage, it is best to determine when the design stage will start, schedule a future call coinciding with that stage, then move on to another project or another design firm with more stage-relevant work. By keeping track of projects and design firms in this manner, contractors can ensure focused and productive meetings with designers while creating a significant pipeline of future projects.

The next and final installment in this series will explore how a contractor can hold a successful discussion with members of the design firm.

Howard Jancy, CSI, CDT, is a commercial architectural services representative for Custom Building Products. He has 30 years of experience with tile, stone, and concrete flooring, as well as paving design, installation, and remediation. Jancy’s responsibilities include specification writing and review, technical service, and continuing education. He has written articles for numerous industry publications, including Landscape Contractor National, the Journal of Architectural Coatings, and The Construction Specifier. Jancy has also been a presenter at World of Concrete (WOC), as well as various CSI chapter events throughout the Midwest, and is a member of the CSI Chicago Chapter. He can be reached via e-mail at hjancy@cbpmail.net.

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