Every building or a masterplan has a story about its past, present and future. Most buildings that define the city’s skyline were once a no man’s land. When development happened, new problems developed with it, hence in terms of addressing the issues through infrastructure to the use group, architects had to come up with a solution for the hour and also to the problems that may arise later. The job doesn’t get done only through drawings on paper, digital apps, or in one’s imagination. The solution or the idea for the betterment of the user group must be made a reality with the aid of contractors for construction. As the famous saying goes, an architect’s dream is a nightmare to an engineer or a contractor as well as a client’s budget. The owner – architect and contractor are friends and foes to each other but for a masterpiece to come along, they have to collaborate in harmony. There is architecture without clients’ needs and very importantly budget. There is no design or optimisation of the Pinterest-y wish of a client without an architect. There is no realisation without a contractor who knows how to read the drawing and construct it.
Owner and the architect
In most of the individual-owned buildings such as residences, party halls and small-scale buildings, the clients come up with Pinterest images rather than the question of what they actually want. An architect must filter out clients or the owner’s wants and needs. Though the budget could suffice the wants of an owner, the needs should be addressed for the project to be relevant and successful in the long run.
In the case of privately owned public buildings such as schools, entertainment places, offices, etc., the typological criteria such as building codes, norms, adherence to user-friendliness, and project intent must be kept as a priority. As design is subjective, the definite principles that adhere to the building must be met. Here, the client’s intervention in the design is relatively low as the public norms are considered important for further revenue generation.
Whereas in public places like parks, metro projects, bridges, and flyovers that are owned by multiple stakeholders such as community people, city authorities must follow transparency and informed decision-making, as the user group is varied and contributes towards the city infrastructure, it has layers of consideration in producing the outcome. As the scale of user groups increases and, depending on the typology, differs, the owners should make sure to commission an architect whose ideas and thought process aligns with one.
Architect and the contractor
Architects and contractors must work hand in hand to realise the project once the owner or the client Architects and contractors must work hand in hand to realise the project once the owner or the client approves it. An architect’s job does not end after submitting the drawings. The architect should convey the intent to the contractor and make sure the client is aware of all the design and cost-related decisions taken. Transparency and proper communication are the essence of the construction of a project. An architect should supervise and supervise the construction site frequently and clarify the query raised by the contractor.
Unlike the relationship between architect and owner which often deals with design and idea; the relationship between contractor and the owner deals with the budget, execution time and quality. For small-scale projects, the owner becomes the arbitrator between the architect and the contractor. In the case of large-scale projects or multi-stakeholder projects, PMC takes responsibility for the project and ensures quality handover to the client or the owner.
Project management consultant
Project Management Consultancy (PMC) is a professional service that manages all aspects of a construction project, ensuring successful delivery within a defined scope, time, and budget. PMCs provide expertise in planning, design coordination, procurement, construction management, quality assurance, and risk mitigation, reducing owner workload and streamlining decision-making processes. Key benefits of PMC include centralized oversight, specialized knowledge, cost efficiency, time management, quality assurance, and risk reduction. However, challenges include stakeholder conflicts, overlap between PMC and project architect or contractor, communication gaps, accountability issues, and managing complex projects. Balancing authority and accountability is crucial for successful project completion.
Louvre pyramid
The Grand Louvre Project, initiated by French President Francois Mitterand in 1981, aimed to transform the Louvre into a museum. Designed by Emile Biasini, it required nearly 92,000 square meters of floor area and was completed by 1989. I.M. Pei was chosen to create a modern glass pyramid for the Louvre despite facing opposition due to the River Seine’s proximity. The exterior glass system was designed to be visually clear, using Fontainebleau white sand and French glass firm Saint-Gobain.
The Louvre Museum, designed by Pei Yong-jeou, is a seminal work of architecture, characterized by high-quality spaces, a clear architectural solution, and a central reception area. However, there is room for improvement in the Louvre’s glass and structural system, and with the latest advances in structurally laminated glass, it is possible to remove and further dissolve the pyramid. Over thirty years later, the Louvre remains one of the world’s most incredible museums, housing art from various ages and regions.
Even through severe controversies and backlash the project stayed and is now one of the city’s icons.
Sydney opera house
The Sydney Opera House, a world-renowned venue, was designed by Danish architect Jørn Utzon in 1957. The building was constructed in three stages: the concrete base, the curved shell roof, and the interior and theatre machinery. Construction spanned 14 years from 1959 to 1973, with major questions about the building’s structural integrity remaining unanswered. The design team ruled out at least 12 different options, and the construction process was notable for using computers to model complex forces. The Opera House was completed in 1973, costing $102 million, ten years late and 1,357% over budget. The building was formally opened by Queen Elizabeth II on 20 October 1973, with Utzon not invited or mentioned. In the late 1990s, the Opera House reconciled with Utzon and appointed him a design consultant for future work. In 2003, Utzon received the Pritzker Architecture Prize, recognizing the Sydney Opera House as his masterpiece and a symbol for the city and continent. In terms of owner-architect and contractor issues arise, but either of them must be ready to make a compromise for the project and gain a delayed win-win situation.
Reference:
Architects, R. (2023). The Story Behind the Architecture and Construction of The Louvre Museum. [online] ROST ARCHITECTS. Available at: https://www.rostarchitects.com/articles/2023/1/6/the-louvre.
Google Arts & Culture. (n.d.). The Surprising Story of the Sydney Opera House’s Construction. [online] Available at: https://artsandculture.google.com/story/the-surprising-story-of-the-sydney-opera-house-39-s-construction/CAVhiDXG4On-xA?hl=en.
