A successful building process, from policy vision to realization and thus to experience, requires a specific approach. There is no standardized approach, but we do have a methodical one. A well structured working method is the only way to be able to live up to the high expectations of the principal throughout the process. An intelligent systematic and flexible approach enables the building team to meet the original expectations until the end of the building process and to even encourage these expectations.

Within the cooperation we select one team of engineers and architects who have considerable experience as regards the design and follow-up of the execution of a similar project. The leader of the project team is the project architect. S/he is the point of contact for the principal and s/he is responsible for the quality of the designs, the follow-up of the schedule, internal coordination and communication and the internal and external budget.

In the project definition phase, the project architect and project leader discuss the programme that has to be realized for every discipline (architecture, technical equipment and stability) with the principal. During this phase a detailed project definition is drawn up, in which we try to get to the bottom of the principal’s expectations. We distinguish four criteria in the project definition: architectural quality, schedule of requirements, timing and budget. The first criterion defines a number of clear conditions that have to be fulfilled in the project in order to have architectural quality. In the schedule of requirements, the objectives are translated in realisable, quantifiable standards for the different disciplines.

By means of a Gant diagram, a first estimate of the planning of the assignment is made. Finally, the budget is laid down by discipline in order to be able to follow up the cost of the project throughout the whole design process.

Now the designers can start elaborating the preliminary designs. In function of the size and progress of the project the whole project team meets regularly to evaluate the state of affairs. If necessary the project architect discusses a number of matters with the principal.
Different ideas are often executed at the same time in order to work more flexibly and faster.

At the end of the preliminary design phase the project architect checks whether the design complies with the project definition and s/he makes sure there are no overlaps or gaps. After that, the first budget check is done and the preliminary design – potentially adjusted – is submitted to the principal for his approval, with the necessary information.

The approval and/or remarks of the principal are registered by the project architect and incorporated in the tender. The final design consists of plans and details, specifications, takeoff lists and a forecast for the different disciplines.

The coordination of the different disciplines is part of the assignment. In this way we create a project without contradictions.
The project architect is in permanent contact with his team of architects and engineers and with the principal. To the extent that it is useful and/or necessary the project manager plans the necessary work meetings with the principal. If needed, one of the designers can be present during those meetings.

On a regular basis the whole project teams reviews the technical content, the interfaces between the disciplines, the budget and the schedule during structured work meetings. The project team has a final evaluation meeting before the final design is submitted to the principal.

To avoid lost performances and costs, any intermediate reports are in the meantime proposed to the principal to verify whether the design process is developing according to the views of the principal. It gives the principal the opportunity to adjust the design process in time if necessary.

This phase is very important and delicate, because the use of inferior materials in the execution should be avoided. As far as the quality levels were sufficiently defined, there is no sense in producing quotes based on award criteria, but we can use the procedure of open tendering that is the best guarantee for qualitative and durable installations.

The last phase after the tender and award to the contractors is the construction phase. The designer will look after the interests of the principal in the best possible way during the execution. This implies that he will control the construction work on a very regular basis, to make sure the building is built according to the agreements between the principal and the contractors.

In the execution stage it is equally necessary to make a strict time schedule for the various price requests, for submitting the analytical report with motivated advice for awarding the contract, for the assignment itself and for the order to start. The time frames for the different contractors are also logically and chronologically integrated in a time schedule. The designers will check whether the contractors are complying with this time schedule at different stages of the building process and will adjust possible deviations.

A critical evaluation of the contractor’s plans and of the technical files of the used materials guarantees our principal that s/he gets the required quality. It is simply a matter of not carrying out any construction or using any materials that were not approved beforehand in the technical files. Regarding the processing of materials, it is very important to check the quality of execution thoroughly from the first meeting on the construction site and to give the necessary instructions to guarantee quality. The guidelines are included in the site reports and are equal to terms and conditions of a contract.

At this stage a weekly meeting is planned onsite in the presence of the construction team. This meeting is preceded by a visit to the site to check if everything is executed as agreed in the contractual preconditions. During the meetings practical problems are being discussed.
During these work and site meetings the follow-up of the time schedule and budget are checked. Thus, no changes – proposed by contractors- are accepted without evaluating the consequences for the budget and time schedule. Only when the consequences are sufficiently defined, can the principal, together with the architect, write out an evaluation in the site report that is considered to be a contractual part of the assignment.
Every month the progress reports of the contractors are verified in order to check if they match the reality.

Before the provisional acceptance several visits to the site are organised to check whether the delivered installations comply with the contractual terms and conditions. At the time of provisional acceptance, when the project architect and project managers of the different disciplines support the building owner, we check to which extent the remarks formulated during the preceding control visits have been complied with. Provisional acceptance is only possible if the expected results are achieved, the as-built plans are provided and the final payment is presented. At the time of provisional acceptance, the test reports and take-off lists as requested in the specifications also have to be submitted.

Between the provisional and final acceptance, the installations that have been built are guaranteed by the executing contractor. All defects and/or unnoticed deviations at the time of provisional acceptance are reported and put in writing. Upon final acceptance, the team double-checks whether all remarks formulated during the guarantee period were fulfilled.