Communications in construction is called a major issue among owners, developers.

One of the most difficult aspects of construction is establishing communications between the major participants of a project. From inception, the owner/developer must reach out to the designer and contractor and instill a common ground concerning the scope of the project, its purpose and time table.

To accomplish this, a common practice is the use of a fast-track analysis. Implemented in the preconstruction process, it allows the owner/developer's concept to progress into a bona fide building project. Many of the procedures for start-up are centuries old, especially the organization of the design process.

The first phase of any fast-track analysis is the review of the architects performance drawings by the owner, general contractor and project manager. Performance drawings show the magnitude of the project and establish the parameters of the work. They present a visual perspective of a building in its earliest incarnation. They also provide the architect and contractor with a common frame of reference to further develop the concept and continue the design process.

A fast-track analysis is another reason why the participation of a project manager and/or general contractor at the very beginning of a project often helps to expedite the design solutions and establish design standards. Because the construction discipline focuses primarily on the quantification of the design, it brings a practical application to the early process. The design discipline, on the other hand, applies form to function. The process of construction applies organization to create the form. Nevertheless, the construction of a project is the ultimate translation of the design: the project team sets the standards for the execution of the plans, the materials used and the schedule for building each stage of the project.

And therein lies what seems to be an inherent conflict between the design and construction disciplines. The design phase on most projects is a process that is constantly in development, whereas construction relies upon well-defined details and solutions.

An architect may decide upon a specific material that the contractor will be unable to procure in the time it takes to move on to the next phase of the construction. A new solution will then have to be determined with a different material, which may necessitate design variations.

On the other hand, the developer and designer may elect to put the construction on hold while awaiting the original materials. This may have a negative impact on the contractor, undermining his schedule for this or the next project.

Therefore, procurement of materials should be an important factor in the final design phase. It is another reason why early interfacing between developer/owner, architect and general contractor is of critical importance to a well coordinated project and fast-track contract. When the general contractor brings practical information to the architect and owner in the early stages of a project, the design alternatives may be determined at quickly without impeding the work or delaying it based upon materials procurement.

Ultimately, good design is about an intelligent master plan and appropriate materials, which is another reason why it is so necessary for teamwork between designer and contractor. Following the analysis of the performance drawing and the agreed upon changes have been made, the design and construction drawings must be prepared and reviewed to move the project on to the next phase.

Construction drawings further clarify the performance of the project for the contractor with greater details. These are the drawings that stipulate materials and, in conjunction with a full set of working drawings, the contractor will know where a project should be at any given date. And if the drawings have been prepared following the feedback of all the parties, everyone's vision for the project will be followed.

It all boils down to communication--between owner and designer, project manager and designer, project manager and contractor, contractor and designer, and so on. The days of the "Ivory Tower" architects and designers have fundamentally changed. In today's contracts, it is not unusual to include a clause that indicates contractors and designers "must co-exist and partner." This traditional conflict between the two professions has resulted in millions of dollars in losses. Thus holding both parties culpable creates a more level playing field and, perhaps, a greater motivation for communication.

Although it is common for owners and developers to have a project manager or Owner's Representative bridge the communications gap between designer and contractor, the two disciplines still maintain tenuous relationships in too many circumstances. Fortunately, early participation eliminates many misunderstandings.

Understanding the scope of the design and the logistics of construction by all parties can move the project along more successfully and should always be encouraged.

Stephen N. Carter, Principal The Carman Group, LLC