An owner wants and needs predictability with their money.
For an Architect, there are many ways to deem a project a “success”. It could be a design award or recognition from the community, it could be schedule, internal profits, and sadly for some…not getting sued.
There are a few key items for me that really dictate a successful project:
- Did we complete the project on time?
- Did we stay on budget?
- Is the entire team walking away wanting to work together again?
Focusing on budgets, in my mind, the end cost of the project should be very close to the established budget in the pro forma. I like to set the expectation of a 5% to 10% variance with my clients. This allows for some unforeseen circumstances as well as price fluctuations during construction. I can control the design side… and it sounds almost ridiculous to have to say… so, design within budget and prepare quality drawings.
Why bring this up? Well, a pat on the back is due for the Lincoln Commons project team. We had a net budget add of $9,000 on a $3.34 million project….that’s a 0.27% increase in the original contract amount. Predictable.
The tenants have been able to start work (on time), and the entire team is working on the next building together. I would chalk this one up as a success.