Job Book 9th Edition - Book - Page 48
ONLINE VERSION
36
Stage 0 > Strategic Definition: Supplementary Material: 0/SM2
0/SM2: Selection process
The appointment of an architect may be handled directly by the client or
indirectly through a project manager acting on the client’s behalf. It could be
for the full traditional services where the architect is project lead, including
Building Contract administration, or for a limited appointment where the
architect might be engaged as lead designer or simply to take on a design concept
role. Regardless of the nature of the appointment or the procurement method
adopted, the selection of an architect is likely to follow one of the following
recognised procedures.
One-to-one negotiation
The architect is chosen on the basis of personal contact or recommendation,
perhaps through interview. This procedure includes the following features:
•• It is suitable for any project.
•• It is particularly suitable where services required are not yet formulated or the
project scope is unclear.
•• The client can have the opportunity of professional help in preparing the
Strategic Brief.
•• Negotiations over services, terms and fees can be carried out using a standard
schedule of services as a focus for discussion.
Competitive interview
The architect is chosen primarily on the basis of a presentation in some stipulated
form. The main features include:
•• The procedure is suitable for projects of any size.
•• A limited number of architects are invited to make presentations.
•• The architect can expect the client to supply a broad outline of the project and
to state exactly what the presentation should cover.
•• The presentation can be in written form only, or involve an interview, as
stipulated by the client in the invitation. Any design content will not normally
extend beyond broad concepts.
•• After the presentation, the preferred firm can negotiate services and fees, etc.
Qualifications-based selection
he architect is chosen primarily on the basis of quality, by which is meant
T
technical qualifications, design and performance potential and general suitability
for the project in question. Refer to the RIBA publication Guidance for Clients on
Quality Based Selection (1999). The guidance includes quality assessment forms
and score sheets that can be used in the selection process.
