Waste-to-Energy Plant

Copenhagen, Denmark
Designed by: BIG
PROFESSIONAL PRACTICE 3
GLOBAL PRACTICE FOR THE 21ST CENTURY

SESSION 2
Supplemental Services of the Architect
PRIMARY PROJECT The Client Team
STAKEHOLDERS The Design Team

The Contractor
STAKEHOLDERS ROLES

The Client Team

▪ Set out the Client Requirements and consider whether a building project is the best means of achieving the Client Requirements
▪ Develop the Project Brief, including functional requirements, the Project Budget and Project Outcomes
▪ Agree on the most appropriate Procurement Strategy, and when the construction team will join the project team
▪ Appoint the design team, with appropriate knowledge, skills and experience
▪ Establish the Project Programme
▪ Review and comment on key aspects of the design as it progresses, including signing-off finishes and fittings to be used in the project
▪ Sign off the Stage Report at the end of each stage
▪ Make payments to the design team, construction team and any client team members as the project progresses, in line with the relevant
contracts
▪ Manage stakeholder relationships and Project Risks

Source: RIBA Plan of Work 2020

STAKEHOLDERS ROLES

The Design Team

Allied Professionals
Not every member of the design team is a designer, but all design team members actively contribute to the development of the design. For
example:
▪ The cost consultant’s advice shapes the development of the design
▪ The sustainability consultant might determine the energy source for the project
▪ The fire engineer’s calculations might dictate how the design of an atrium space is developed
▪ The acoustic consultant might help to determine the specification for glazing adjacent to a railway
▪ The security consult might configure the arrangements in an entrance hall

Principal Designer
The principal designer’s role is to plan, manage, monitor and coordinate health and safety in the pre-construction phase
of a project. The intent of the Health and Safety Executive (HSE) is for designers to take responsibility for the health and safety aspects of their
design, including any implications for maintenance and operation, and to ensure that a Principal Designer takes responsibility for coordinating
health and safety in the design process.

Source: RIBA Plan of Work 2020

STAKEHOLDERS ROLES

The Construction Team

▪ Ensure that the building is constructed safely, with health and safety at the heart of the process.
▪ Secure the site and arrange shared items of plant, such as craneage or hoists.
▪ Liaise with the statutory authorities in relation to temporary requirements, such as for cranes, office accommodate and site welfare facilities,
and seek approval for these as required.
▪ Prepare the Construction Programme.
▪ Divide the work into packages (considering any interfaces) and tender it to the most appropriate subcontractors and specialist subcontractors.
▪ Procure the work of subcontractors and specialist subcontractors.
▪ Manage and coordinate the construction work of the different subcontractors.
▪ Deliver the completed project in line with the time, cost and quality requirements of the Building Contract, as well as meeting all statutory
requirements
▪ Assess and manage construction risks.

Source: RIBA Plan of Work 2020

Challenges and Opportunities for Architects in the 21st Century

Traditionally, an architect was considered to be a professional with general knowledge of the many disciplines involved in the design,

construction, maintenance and alteration of buildings.

Over time, technological advancement, population redistribution, and the growth of cities have both physically changed the built

environment and changed expectations for the built environment.

Architects’ responsibilities have also changed as more and different disciplines introduced into the design-construction-operation supply

chain are required.

Source: RAIC CHOP for Architects

Challenges and Opportunities for Architects in the 21st Century

Today, an architect must have the skills necessary to synthesize, integrate and coordinate various parts of a project into a composite whole. As
architects are increasingly being asked more specific questions with regards to specific subjects, there is a growing trend to specialize to meet complex
issues, requirements or contexts.

Areas of specialization may include aspects of

planning and programming | building regulations | design | production | management | sustainability | site supervision |
construction

The individual architect may thus become an expert in a specific building type, or accredited or certified in specialties, however, maintaining a general
expertise in all aspects of the profession remains a foundation of keeping architecture healthy and enhances the credibility of the profession in the
eyes of the public.

The architect also maintains an ethical responsibility for passing along their knowledge and skills, through teaching, mentoring, and hiring and training
the next generation of architects.

Source: RAIC CHOP for Architects

Challenges and Opportunities for Architects in the 21st Century

The practice of architecture is interrelated with many other design disciplines, including various types of

engineering | landscape design | sociological and planning studies | public art

In the complex task of coordinating the many specialists involved in a project, the architect develops a unique role and set of skills.

These roles include acting as

facilitators | collaborators | communicators in addressing the needs of an increasing number of stakeholders

voicing their views and desires on how the built environment should be shaped and the impact it has at local and global scales

Source: RAIC CHOP for Architects

Challenges and Opportunities for Architects in the 21st Century

The growth of existing areas of architectural practice and new frontiers provide exciting opportunities for architects, including:

strategic planning and facility programming at pre-design stages

inclusive design

sustainable design

existing buildings (maintenance, life and fire safety upgrades, reuse, repurposing, heritage conservation)

urban design and renewal

new forms of project delivery, such as integrated design processes

new technologies and communication tools

globalized practice

Source: RAIC CHOP for Architects

Additional Services
not known until after the owner/architect agreement has
been signed and the project is underway
Supplemental Services
services that the owner and architect
are aware of at the time of contracting that go beyond the
traditional five phases of architectural design