Most projects are not the work of a single individual. There are many roles that need to be filled, and it is the unusual project where all the roles are filled by one person. Civil, geotechnical, structural, M/E engineering are just a few of the obvious ones. When the project has a Design Team, complexity builds and it is important to think about how you will simplify things for everyone. Below is a checklist of all the issues we have identified. You might have others to add or some to scratch off. In any event, when you kick-off a project, it helps to have a detailed discussion of specific roles and responsibilities. The success of the team depends on it.

ROLES AND RESPONSIBILITIES

• Information management
• Intellectual property issues; ownership of documents
• Press releases and press communications
• Quality assurance and quality control
• Safety
• Contingency management
• Development of the project budget
• Project scheduling
• Marketing
• Client/owner communication
• Definition and scope of additional architectural, engineering, and other design professional services
• Site analysis
• Soft cost management
• Schematic design
• Design development
• Design-phase cost control
• Constructability review
• Planning, zoning, and regulatory agency processes
• Construction documentation
• Level of documentation and specification
• Level of flexibility within the documents and specifications
  
• Interior design
• Fixture, furniture, and equipment specification
• Pricing package definition
• Bid package definition
• Bidding and negotiation
• Permitting
• Construction administration
• Construction-phase cost control
• Correction of work responsibilities for both design and construction
• Origination and approval of change orders
• Construction schedule definition; notice to proceed, milestone dates, date of substantial completion
• Force majeure, including delay claims and costs
• Payment processes; draw requests and associated timelines
• Tests and inspections
  
• Claims and litigation

OWNER CONSIDERATIONS
Similarly, the Design Team should consider a number of issues relating to the Client/Owner. Communicating and working with the owner needs to be managed congruently by the entire team by addressing the following issues:

• Coordination of the owner's required insurance: builder's risk insurance, loss of use and consequential damages
  
• Clarification of owner's roles and responsibilities
  
• Processes for formal approval and acceptance by owner of design and major milestones
  
• Assurances of owner's financial viability
  
• Definition of allowances and alternates
  
• Definition and management of the owner's contingency fund
  
• Definition of budget and schedule guarantees, if any
  
• Legal Agreement terms and conditions
  
• Definition of roles with respect to communication with the owner
  
• Identification of the point of contact with the owner
  
• Contractual relationship of owner to project team, down to prime and sub-contractors
  

My experience is that you will never get all of these issues aired; but it is better to try and learn what you can before it bites you.

The most common type of crane that we have dealt with is a bridge crane. These cranes have spanned bays as wide as 80' and had hoists rated for lifting 20 tons. A 35' (or taller) building is often needed in these circumstances. These cranes travel most, if not all, of the length of a bay of a building, the crane bay.

The main components of a crane assembly are: footings, columns, crane beams, crane rails (like railroad rails only lighter weight), crane bridge, truck, and hoist. Each of these components has its own considerations.

The columns - often separate columns are used to isolate vibrations and bending caused by crane beam brackets. X-Bracing may be required.
Structural capacity of crane beams needs to limit sag and camber can be a problem too. Either can stress the trolley carrying the end of the bridge and in extreme cases causing it to become stuck.
Welding the crane rails to the crane beams is not desirable for long crane spans or heavy cranes. J-Bolts seem to work best and are easy to adjust.
OSHA has clearance requirements at ends of the bridge span and above the truck and hoist.
Electrification of the crane is accomplished by festooned cable or buss bar. The electrician supplies power to a point along the crane beam for hookup by the crane erector.

Height to the crane lifting hook is the vertical criteria around which clearances and structure are worked out. Clear span or horizontal travel of the hook determines the width of the bay or building. It is rare that the hook needs to get to the edge of the specified clear width.

Take care with roof drains, exh ducts, or plumbing vents that there is a path for each of them that respects the required clearances.

Often lighting levels need to be high in a crane bay used for assembly work. The vertical clearance can make this a challenge. Consider portable floor set mobile lighting. It may provide better light where needed rather than trying to light the entire crane bay to 70 fc. If feasible this could reduce energy use and provide better lighting. 

Get the Owner's crane supplier tied down early so coordination doesn't cause construction delays and extras. Not all cranes can fit as intended if the building design is determined without the crane specs.

The issue of 'reception' has changed from a typical function for every office-based business from corporate headquarters to DMV clerk to a begrudging necessity for those who can't eliminate the receptionist. Baring elimination, combining job functions becomes the next step. Some of the solutions are to use a security person to also greet and direct people, or place a clerk or secretary at the reception counter.

If you find that a reception counter is needed, the first decision is to determine the full role of that person. From that determination, the next step is to decide on the size of the station and the height that is desirable. Rarely is the reception counter 36" high because this would require the clerk to sit on a stool; or, if the clerk side is 30", then the client is looming over the clerk. The stool or the 'looming' is always a deal breaker. 30" is always desirable for the clerk side. 

The degree of customization is always an early decision to resolve. Systems furniture can provide both customization and changeability. Haworth and Herman Miller offer very attractive systems solutions. 
In a prestigious setting where interaction with the receptionist is brief, a desk or table (with modesty panel) is a good solution. Telephone reception is the only other job function that is easy to combine with this station without ruining the effect. Because of that, the 30" reception counter is used less and less, except for any portion of the counter that needs to be accessible per ADA.

The more common solution is to provide a 30" counter height on the clerk side and a 42" high transaction counter on the client side. (See this Detail) The 42" height offers decent screening for the equipment and cables that would otherwise be exposed to view and tinkering. The transaction counter works best if it is 14" deep, which allows paperwork to be easily handled. A two or three inch difference between the edge of the transaction counter and the base board prevents the client from kicking the counter as they move close. This recess can be provided in the toe space or in the overhang of the transaction counter or both.

One other configuration that can be used is a raised platform on the clerk side. A 12" high platform places the client side at 42". This creates a comfortable eye-to-eye arrangement with the clerk seated at a 30" counter and the client standing. (See example)

The finishes of the counter can be almost anything - plastic laminate, solid laminates, solid surface material, wood, stone, etc.

A few other things to consider are the flooring that will get the most wear at the clerk stations, electronic equipment placement and wiring needs.

You might also consider an unmanned station using a flat screen display for greetings, logo, company news and a CCTV link to a behind the scenes workstation(s). Years ago Fidelity Investments used a kiosk for guests at one of its regional offices. You logged in and were directed to the appropriate floor where you were greeted by an escort. I think that is what the future reception process will look like.

Masonry is the art of shaping and arraigning units to form walls and other elements. Masonry can be clay, stone, concrete block or manufactured stone. It's a time-tested material - the Great Wall of China, the Roman Coliseum and nearly every structure over 500 years old! 

Advantages for your building: 

• Masonry provides several functions simultaneously - there are many features in one product 
• Construction schedule - one trade (mason) on site can start as soon at the foundations are poured 
• Structural wall and the finished surface in one 
• Multiple colors, patterns and shapes available for a unique design 
• Independent movement of masonry and framing 
• Thermal, sound and fire rating capabilities 
• Compressive strength and with reinforcing, tensile strength to get the building height you want 
• Low long term maintenance 
• Lower cost per square foot than steel beams and columns 
• Lasting presence  
• "Green" - its long, long life cycle makes it a very "green" system and at the same time its durability saves money over the decades 

Good to know: 

• Attention to detail is crucial to avoid cracks  
• It's weather sensitive, so start in the spring  
• Construction can be slower because the walls go up before the roof goes on 

Link: 
More about masonry 

In my opinion flat roofs get a bad rap. Most types of flat roofs will last beyond their warranty period if you have a roofer check them every autumn. The reality is that people ignore their flat roofs; and, when trouble appears, they get talked into a new roof as the solution. I read that the national average is 7 years for a commercial roof. That is less than half the expected life of almost every type of flat roof. There are only three possibilities: people are installing the wrong type of flat roof, people are not maintaining their flat roofs, or flat roofs are a bad idea. My experience is that the first two possibilities happen all the time, while too many flat roofs last longer than a shingle roof for the third possibility to be true. 

In some cases a flat roof is almost impossible to avoid. Buildings over 40' wide get progressively harder and harder to accommodate a sloped roof because of the volume of space that is created. Codes start creating extra costs to meet fire ratings for the roof structure. And many times you might be forced into a more costly HVAC system if there is nowhere to place rooftop equipment. 

There are two ways to ensure that your flat roof performs as you hope and expect. Design the flat roof properly, and select an appropriate roofing membrane system.

Flat roof design considerations are: 1/4" per foot slope throughout for proper drainage; adequate roof drains and drainage piping; minimal roof penetrations, and all of them properly flashed. The vast majority of roof leaks occur at penetrations and perimeter flashing. I have only seen one instance in thirty years where the leak was in the field of the roof. It is also wise to specify the maximum warranty offered, since this will usually require the roofer to be certified by the roofing material manufacturer.

Selecting the right roof membrane system is easier, but still requires attention. Flat roofing types include Built-Up, TPO, EPDM, PVC, Roll Roofing, Metal Roofing. This is also my ranking for dependability.

Built-Up roofing - the key to a traditional built-up roof is hiring a top quality roofer, who actually knows how to install the roof properly. I am on the maintenance committee of a non-profit that has a 36 year old built-up roof that is problem-free because of good maintenance, which costs about $1,000 a year for 25,000 SF. Garland Roofing has a top notch evaluation/recommendation service and products to match.

TPO - Thermoplastic polyolefin. The critical thing about TPO is the specific product. Some manufacturers have had problems with shrinkage, cracking, etc. One indirect way to evaluate the best manufacturer is by the length of warranties offered. This alone is not always conclusive. Deep pockets to back up the warranty is even more important than length. The ability to 'weld' the seams of the roof is a major advantage for TPO. Since this welding is the weak link make sure you have a qualified and experienced roofer doing your installation.

EPDM - Ethylene Propylene Diene Monomer. In my opinion EPDM only has one disadvantage ; it is black. Being black is not a problem for the roofing, but it doesn't meet the current vogue for white roofs. Adding a white laminate or coating can solve the color problem, but at the expense of maintainability. EPDM has a good track record, but you still need a quality roofing manufacturer and roof installer to get the most out of the roof. 

PVC - Polyvinyl Chloride. PVC membrane is having its third incarnation, the first two having gone down in flames. The easily weldable seams is its strongest feature. The plasticizers that make it flexible are its weak link. Past incarnations have become brittle and shrunk. And not after 20 years. Besides the spotty track record, there is the chloride. PVC manufacturing is a nasty business - environmentally. Being white is little compensation in my opinion.

Roll Roofing is like installing rolls of shingles. I would only use it on a low sloping shed roof with minimal penetrations. Flashing tends to be whatever the installer dreams up. This is a high maintenance product to keep terminations and penetrations weathertight.

Metal Roofing - low sloping metal roofing seems like an obvious problem waiting to happen. Every other roofing system tries to be monolithic. Metal roofing is lapped pieces, that move. I don't get it. High sloping metal roofing is a different story, but this is about flat roofs.

The key way to avoid going over budget is to have a realistic budget in the first place. There are 10 issues that your budget must address in order to be realistic. Those ten key issues are: 

1. PROJECT COSTS VS. CONSTRUCTION COST 
There is a tendency for everyone to focus on the constructions costs, but they aren't the whole story, sometimes they are only 70% of the story. Include all the non-construction cost.

2. CONTINGENCY
A contingency is intended to make up for omissions or just plain mistakes in the budget. It is common to reduce the contingency as the project progresses, but it is wise to have at least 5%.

3. LABOR RATES
Some projects require union workers, compliance with the Davis-Bacon Act or "prevailing" wages. This can add 8% to 15% to the cost of construction. If this applies, add a factor.

4. SMALL PROJECT MULTIPLIER
In construction, smallness is uneconomical; and, at the extreme, can make a difference of over 100% in the cost of your project. Add a line item to compensate for the smallness of the project.

5. FINANCING IMPACT
Nearly all projects have interim financing costs. Determine the amount and how long it will be needed to estimate how much to budget. Show a line item for financing.

6. INFLATION
Although inflation has been low, you should anticipate the lag between your budget and when the costs are actually incurred. Add a line item for inflation.

7. BONDS AND INSURANCE
Some projects require performance and payment bonds, which add up to 2.5% to the cost of construction. Builder's Risk insurance is needed on all projects, but it is one-tenth the cost. Include these line items.

8. TAX-FREE ASSUMPTIONS
Even if you aren't tax exempt, historic districts or enterprise zones could provide a savings. If you are exempt, see if it is practical to take advantage of the exemption. Rules vary by state. Add a line item for tax breaks.

9. IN-KIND WORK
It is very difficult to budget accurately for donations or work by your own forces. It is often best to ignore the impact on your budget. If in-kind work becomes a reality, you will have a positive impact on the project.

10. PERMITS
Obtaining permits is not usually expensive, but the unanticipated work that may have to be done can be substantial. Include permit costs.
"Getting money is like digging with a needle; spending it is like water soaking into sand." - Japanese Proverb

Separating an existing building from a new addition by a firewall always (it seems) has unanticipated consequences. This refers to a true firewall rather than a fire separation wall. No matter how hard you try, there is always a surprise waiting for you. 

Technically a firewall must be able to remain standing after the collapse of the structure on either side. This means that the wall cannot help support that structure. A favored way around this is to use two walls, each supporting the structure that is on its side. This approach triggers the need for two fire doors at each opening, one in each wall. Two doors creates all kind of collateral issues, and usually results in a vestibule to separate the doors, which in turn is fire-rated construction.

The alternative is to use a free-standing firewall, which is basically a cantilevered wall anchored in its footing. Engineers tend to over-react to this situation. Maybe they should. 

The two drawings below show how complicated the situation can become. Click the images to download a PDF for easier viewing; or download Plans here and Sections here.

We used single, self-supporting firewalls where we had to pass through the firewall. Elsewhere we resorted to the double-wall solution to avoid the underpinning required by the single wall.

The problem with a single wall that is braced by the construction on each side is that a collapsing building creates a wind load on the wall. There are ways to anchor the wall to resist the wind load; and there are ways to let the structure fall away. There just aren't any good ways of doing both on both sides of the same firewall. If your code official knows this, ...

If you are designing an addition to a complicated, large building that pre-dates modern codes, you might be asked to prove that exits are adequate. The method that worked for us in this scenario was this: show the results of our calculations on a floor plan by giving the occupant load of each space, the capacity of corridors and stairs, and the  capacity of the exit doors. See the enlargeable legend to the left.

The building in question had six different levels including a basement and a 'mezzanine'. Previous additions had also obscured the exit strategy. The drawing below is downloadable as a PDF for better viewing.

The first effort was a table to show all this information but it was impossible to follow. Once we hit on this diagrammatic approach, we had the extra benefit that the code official could spot check us very easily. The result was that the plan was accepted once we reviewed the process and how to interpret the diagram. The original diagram was also color-coded by hand to show where the numbers came from. A color plotter would have eliminated that work.

Pre-Bid Meetings are pretty hard to justify based on what the participants get from them. Nevertheless most public clients like the ’due diligence’ feeling you get from holding a pre-bid meeting. 

Below is a master agenda we edit for the project at hand. In spite of all this great info we review at the meeting, none of it is new. Every bit of it is in the bidding documents. It has to be. 

Hearing it may help the bidders, but that isn't the architect’s job. There are never any good questions, because no one has looked at the drawings yet. The typical question, if you get any, is something like, ’Where do we submit the bid? Here?’

Download the Agenda here.

You may have a different experience. If so, share it with us in the comments below.

Over the years we have bid a lot of projects both privately and publicly. We have also documented our process to avoid 'reinventing the wheel'. The following describes the steps in our process. Several of the documents or forms that we use are downloadable by clicking their name. Perhaps this will be helpful to you. Questions? Use the Comments to ask...

See PREPARING TO BID A PROJECT  for preliminary tasks.

DURING BIDDING
You have your project 'on the street'.  Now what do you need to do?

• Monitor the need for corrections and clarifications that will require an addendum and issue it in a timely fashion. 
  

It is extremely rare to go through a bidding period without at least one addendum. It isn't unheard of to issue some of the documents by addendum. That isn't recommended because coordination and completeness of the documents can become awkward. Your goal is to give the bidders a clear idea of what is required of them. Addenda invariably get ignored and that causes other problems for everyone.
The last addendum must be received at least 2-3 days before bid due date or you should postpone the due date in the addendum. The timing and method of delivery of any addendum is often covered in the (Owner provided!) Bidding Documents, so make sure you comply. 
 
PREPARATION FOR THE BID OPENING (PUBLIC)

• Alert receptionist at the place of bid receipt to the bid due date and time; and arrange for receipt of bids. 
  
• Determine participants' roles in the bid opening - introductions, opener of bids, reader of bids, recorder of bids. 
  
• Announce what clock will be considered the correct time. 
  
• Offer & make available blank bid tab forms to all present 
  
• Make introductions to all present 
  

BID OPENING PROCEDURES (PUBLIC)

• Announce, at the designated time, that no more bids will be accepted. 
  
• Introduce yourself, members of the Owner's staff and other design team members in attendance. 
  
• Explain procedure to all present 
  
• Open bids 
  
• Read bids 
  
• Tabulate (record) the bids 
  
• Announce apparent low bidder 
  
• Describe process for making an award and establish when that will occur 
  
• Ask for questions 
  
• Allow those in attendance at a public opening to review the bids received. 
  
• Close meeting 
  

PREPARATION FOR THE BID OPENING (PRIVATE)
See the description of the preparation for a public bid opening above. A private opening would take place in the architect's or the client's office and is informal. The same process is followed without an audience of bidders.

BID OPENING PROCEDURES (PRIVATE)
See the description of the Bid Opening Procedures for a public bid opening above. A private opening is as informal as you want to make it, but most of the steps still apply. Since the bidders are not present, you can expect a flurry of inquiries within an hour or so of the bids being due. Decide with your client what results and when the results will be disclosed. Even if it isn't the actual results, I suggest that you make the plan for disclosure available if you haven't done so yet.

POST BID ACTIVITIES   

• Research Low Bidder's references. We often run a Dun & Bradstreet [D&B] report if they are not well known to you and the client.  
  
• Review and re-tabulate Bids, double-checking all numbers and content / completeness. 
  
• Prepare a letter of recommendation for the client. See sample recommendation letter.
  
• Prepare Agreement based on Contract Documents and Bid.   
  

Once the Owner/Contractor agreement is signed or a Notice To Proceed is issued, you are ready to start the Construction Administration phase of the project.

 Over the years we have bid a lot of projects both privately and publicly. We have also documented our process to avoid 'reinventing the wheel'. The following describes the steps in our process. Several of the documents or forms that we use are downloadable by clicking their name. Perhaps this will be helpful to you. Questions? Use the Comments to ask...

  

PRELIMINARY TASKS
These tasks should have been completed in earlier design phases. Verify that they have been.

• Obtain the Owner's Instructions (AIA G-612) 
  
• Verify that the drawing title blocks are consistent for project name, date, etc. and agree with the Owner's Instructions or any other instructions.
  
• Verify availability of AIA or other documents if including them in bid sets or as otherwise needed. Watch out for copyrights!
  

PUBLIC VS. PRIVATE
The main differences between public and private bidding is 1] who is permitted to bid and 2] how documents are distributed.

Who to permit to bid.  For public bidding you cannot restrict who bids except to place bonding requirements (often required by regulations) and minimum experience requirements on the potential bidders. For private bidding, the bidders should be by invitation only. Invite only firms you know can complete the project satisfactorily and let their bids decide who will be awarded the project. Three to six bidders is ideal. The more bidders, the less enthusiasm for bidding.

How documents are distributed. For public bidding it is fairly common these days to make the documents available at cost to whoever wants them. Alternatively, you can require a deposit (about 150% of actual cost) which is returned to the bidder when he returns the plans. Plans are usually placed with plan rooms also who provide a notification service to contractors. 
For private bidding, you would distribute documents the same way except that you might just give the documents to the bidders in recognition of the invitational nature of the bidding. You would not place the drawings with plan rooms unless your invited bidders want to do that. The reason for no plan rooms is that uninvited bidders will submit bids, thereby undermining the concept of  only pre-qualified bidders, any of which you would be happy to work with. Remember the old saw: "The low bidder is the guy who made the biggest mistake."

TASKS AT THE START OF THE BIDDING PHASE 

• Create Project Manual Cover 
  
• Prepare a legal ad, 'Advertisement for Bids', if it is a public project; or an 'Invitation to Bid' if it is a private project.  
  
• Review the Owner's Instructions (AIA G-612) for relevant input from the Owner. 
  
• Edit the Instructions to Bidders (AIA 701) or your own document.
  
• Prepare the Bid Form (see sample) and check with the client to see if he is required to use a specific format - usually addressed in Owner's Instructions (AIA G-612).   
  
• Determine the necessary number of sets of bidding documents you will need to distribute to non-bidders, for example, the Owner (consider Using Agency and Providing Agency), Design Team, Local Building Officials, State Building Officials, Plan Rooms (if any).
• Contact Invited Bidders by sending the  Advertisement for Bids or the Invitation to Bid to those firms that you would like to bid the project whether public or private.
  
• Place Legal Ad ('Advertisement for Bids') for public bids - often the client knows how to get it published but we like to prepare the document. 
  
• Prepare a Bid Tabulation Form (see sample) and make copies for the bid opening (about 1.5 x number of plan holders). 
  

DISTRIBUTING DOCUMENTS
There are three ways in which to distribute the Bidding Documents to the bidders depending on the technology available to you (and that the Owner's process permits you to use). The TRADITIONAL  method is to print multiple sets of drawings and distribute them from the architect's office. The architect collects deposits or payments for the bidding sets and track contact information about the bidders for issuing addenda. As you might imagine, this is a big, disruptive task. The MODIFIED TRADITIONAL method is to print bidding sets as needed and distribute them from the reproduction house, who tracks information about the bidders and issues addenda and returns deposit (if any). This delegates the whole process; and the only drawback is that you are responsible to the Owner, but a third party is taking care of the task without oversight. The ELECTRONIC PLAN ROOM is the ideal solution because it mimics the Modified Traditional method but everything is documented online where you can monitor the process.

See BIDDING ACTIVITIES continuation article for tasks during and after bidding.

Submitting a cover letter with your plans for the permit application may be common practice. In some jurisdictions a letter like this may even be required. Nevertheless we have found that a cover letter sets a professional tone and gives you a way to open a dialog about the review process. 

We like to handle the permit submission because leaving it up to the contractor, while easier, is also full of opportunities to look bad in your client's eyes - news of mistakes and extra costs coming from the contractor rather than you. If you submit for the permits, the outcomes may not be significantly different, but the perception of your service will be.

We cover the following issues in the letter.

• Describe the enclosures. 
  
• Give a 25 words or less description of the project.
  
• Cite any reference numbers that have been assigned.
  
• Explain anything that is not typical. 
  
• Make sure they know that timeliness is expected.
  
• Ask for feedback. 
  

As follow-up, we check back frequently to determine which plan examiner will be reviewing the plans. Once we know who the examiner is, we contact him directly and review the background on the project to make sure he is aware of it.

The jurisdictions with which we are most familiar will estimate the timeframe for completing the review. This is helpful information to convey to the Owner and Contractor, if he is on-board already. 

Normally we plan the submittal of the plans for permits to precede or coincide with issuing the plans for bidding. The goal is to obtain information on any code correction issues before bids are received so that an addendum can be issued that includes any changes in the project. Once bids are received, pricing a change like this by change order increases the cost of the change more because of the lack of competition. 

Our experience is that there is always a code issue or two. So if you wait until after bids are in to receive the results of the plan review, then your time will have to be spent processing the necessary change order. This actually takes about the same time as managing the process as described here. But it gives a better perception of your services, and it speeds up the start-up of construction.

Download a sample letter.

BIM wants to change the way architects work, but there isn't any benefit for architects. More info is embedded in the design - but for the benefit of the contractor and the owner. The architect still needs to produce everything he has produced in the past - plus this additional information. 

Never mind that it is only on multi-million dollar projects that you might find an owner and contractors capable of taking advantage of the BIM information. I think it is safe to say that in 2012 a majority of owners and contractors are at their limits technologically with email, PDFs, and a spreadsheet. 

I think the problem lies in trying to embed this information in the visual representation of the building, which either forces the architect to commit to decisions too early (leads to rework) or forces the architect to return to finished, but generic, drawings and make them job and product specific. This has never been an issue before BIM, except in the case of specifications. Specification have tended to be a new layer of information that gets integrated with the drawings, often late in the process.

This is a permanent stumbling block. An architect will never know the exact span and load when first drawing a bar joist, or the color and material of a handrail when first drawn.

The time to add specifics is during the noting process. If this is robust enough, then the  specifications can be eliminated, too; and the drawing doesn't require any rework at all.

Why is BIM so popular? I submit that it is because the firms that sell the capability have convinced large clients that it is "the future" and it doesn't cost anything to prepare for the future. The big architectural firms need to show they are ready for "the future". So the architect provides it. The Owner ignores it because ... it is really complicated. The contractors can use it or not - nobody can tell. The management of the big architectural firms are too far removed from drawing production to understand the inherent rework and cost that it requires (not to mention whether it is being done well).

Something BIM-like will undoubtedly arrive on the scene. There are benefits to be had. Just not for architects and just not right now.


Other articles about BIM:
BIM Webinar Thoughts
Who Will Champion BIM?
Are You Ready For BIM?
How Long Till BIM Heaven?


Edited: October 1, 2013

Gmail Apps (not sure if this is available in Gmail) has a feature called Tasks. Tasks is part of the email system. Like Outlook and Apple Mail, it gives you a place to list TO-DOs. You can start as many Task lists as you want so you can keep things in categories, or, perhaps, organized by project. 

What makes Tasks unique from anything I have used before is the ability to connect an email conversation to a Task and rely on its listing there as both a reminder that follow up is needed as well as provide the background reference itself. Simply clicking on "related email" brings up the original email along with all others in the thread/conversation no matter how old or where you may have filed them. 

Another advantage is that you can rely on Tasks to track critical emails and not clutter up your inbox with special "stars" or colored "flags".

SINCE THIS ARTICLE WAS FIRST PUBLISHED a lot has changed. So it's time for an update.


Finding information on Architekwiki can be done in two ways.

The first way is by using the Google site search widget to filter the articles based on your key word(s).

The second way is by using the categories of the blog in question to filter the articles. We will address them one at a time. [Footnote: from time to time duplicates show up in the lists of categories for unknown reasons. I attempt to eliminate them.]

For the WIKI page there are 20 categories, listed below. Every article is tagged with one of the first four categories and also with one or more of the other 16 categories. (You will note the actual category list are in alphabetical order.)

WIKI categories and a brief description of their intended content.

1. Business Development - sales, marketing, promotion, PR, etc
   
2. Management - steering the various aspects of the practice of architecture
   
3. Services - the architectural services provided to clients
   
4. Finances - money management
   
5. Communications - verbal, written, published
   
6. People - staff, clients, consultants, vendors
   
7. Process - a standardized multi-step task 
   
8. Projects - a unique and complex undertaking for clients or for the practice
   
9. Records - saved communications and work products
   
10. Tools - physical, digital or conceptual ways to do work
    
11. Miscellaneous - catch all 
    
12. Legal Issues - contracts, laws, codes
    
13. Money - fees, value, compensation, etc
    
14. Estimating - projecting or predicting costs, quantities, and time
    
15. Planning - determining the steps required to achieve a result
    
16. Standards - adopted templates or methods 
    
17. Design - creatively determining the possibilities and deciding among them
    
18. Specifications - written guidelines, requirements or instructions
    
19. Time - using and measuring it
    
20. Concepts - ideas and ways of looking at an issue
    

 
For the DETAILS page there are 14 categories, each represents a category in the UNIFORMAT II system. This article will give you more information about UNIFORMAT. The one exception is Proj Dwgs, which is used to tag articles about an entire project.

For the BLOG page there are 6 categories as follows. Others may be added from time to time.

• Chronology - articles that document the growth of Architekwiki
• Humor - attempts at being funny
• Miscellaneous - not worthy of individual categories
• Opinion - me just saying ...
• Thoughts - me just thinking outloud on the screeen
• Work In Progress - stuff that is being planned (maybe)

Updated: September 28, 2013