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Fourth, the project architect should share specific case studies of well coordinated projects with the owner. In addition, the owner should be encouraged to advocate the selection of a structural engineer who has experience in developing project specific implementations of the CASE 962D guideline. The CASE 962D document can serve as a model for the process that can be utilized by each project design professional.

Fifth, the project architect should present the owner with a quality management plan for the architectural documents that clearly spells out the information the architect will be providing to other designers for the purpose of the creation of coordinated and complete construction documents. At the same time, a clear schedule of information required from the owner for the completion of the architectural process should be provided to the owner. This schedule should be detailed and the owner/developer should understand the implications of missing information or late revisions not just on the development of construction drawings, but also on the ability of contractors to accurately bid the project, maintain the schedule and avoid additional charges.

Sixth, the project architect as the prime professional must implement an effective communication plan defining the coordination of the key design professionals. Good communication must begin to take place even before the architect receives an award of services. The development of a comprehensive scope of services by the architect, in conjunction with the client, is essential for establishing an appropriate contract and for managing the budget throughout the design process. It is equally important for sound project management, since it establishes the responsibilities of the architect including their relationship to other members of the design team. A comprehensive understanding of the project scope requires free communication among all parties. The communication should be open, clear and straightforward to have a well founded agreement.

Seventh, before and during the preparation of the design documents numerous team meetings and direct communication between design team members should take place. When direct communication takes place between design team members it should be documented and shared with other team members.

Eighth, communication does not guarantee the coordination of the final construction documents. The project architect should take the lead in assuring that various elements of the design drawings coalesce and perform as a system in the completed project. Members of the design team are responsible for coordinating their own documents under the general direction of the project architect. Such coordination requires the correlation of design calculations, specifications and existing site conditions with each discipline’s design drawings. In addition, specifications should be project specific and coordinated with the calculations and construction drawings.

Ninth, throughout the design project the project architect acting as the prime professional must monitor the production of design documents by the design team against the project specific quality management plans. Managing these plans is an investment in time and effort that will have a positive return.