CHOP 5.3 - COMMUNICATIONS MANAGEMENT

Question 1

Communication

Answer 1

The science and practice of transmitting information; the act of imparting news; information given; social dealings.

Question 2

Construction Communication

Answer 2

Within the organizational context, to convey an instruction to influence the actions / behavior of others, or that may involve an exchange of or request for information during a construction project period.

Question 3

Communications Methods

Answer 3

A systematic procedure, technique or process used to transfer information among project stakeholders.

Question 4

Manage Communications

Answer 4

The process of ensuring the timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and ultimate disposition of project information.

Question 5

Monitor Communications

Answer 5

The process of ensuring the information needs of the project and its stakeholders are met (Project Management Institute).

Question 6

Negotiation

Answer 6

Formal discussion between people who have different aims or intentions in business, design or construction, during which they try to reach an agreement.

Question 7

Plan Communications

Answer 7

The process of developing an appropriate approach and plan for project communication activities based on the information needs of each stakeholder or group, the available architectural practice resources, and the needs of the project (Project Management Institute).

Question 8

Minutes

Answer 8

The record or notes of a meeting or transaction; a brief summary of the proceedings of a meeting; an official memorandum authorizing or recommending a course of action.

Question 9

Stakeholders

Answer 9

Any person or group of people who may impact or be impacted by project outcomes.

Question 10

there are two contexts in which communication occurs in architectural practice:

Answer 10

the project’s deliverables, including:

• the design;
• the technical systems and details of the building;
• coordination of the work of the architectural and engineering design team;
• the execution of the design on site by the construction contractor.

the project’s management, including:

• the scope of services;
• planning and controlling project costs,
• schedule and work;
• quality, risk and stakeholder management.

Question 11

Project Communications Management

Answer 11

“Project communications management includes the processes necessary to ensure that the information needs of the project and its stakeholders are met through development of activities designed to achieve effective information exchange.”

Question 12

Project Communications Management Processes

Answer 12

project communications management in three processes:

• plan communications
• manage communications
• monitor communications

Question 13

Plan Communications

Answer 13

At a high level, the communications planning in the publication Management of Building Projects includes:

• defining the project;
• selecting and detailing the project delivery methods;
• assigning project stakeholders’ role and responsibilities;
• systematically controlling the project scope, quality, cost and schedule.

Question 14

Plan Communications

Answer 14

Building the communications plan then becomes an exercise in asking the following questions for each stakeholder or stakeholder group:

1) What information does the stakeholder(s) need from the architect about this deliverable (high-level information), this subdeliverable (medium-level information), or the tasks (detailed information)?

2) What information does the architect need from the stakeholder(s) about this deliverable (high-level information), this subdeliverable (medium-level information), or the tasks (detailed information)?

3) In what medium and format and with what frequency does the information need to be communicated?

Question 15

Manage Communications

Answer 15

Communication tools for the architect to manage the project include:

1) Performance Report

2) Scheduling Progress

3) Cost reports

Question 16

Monitor Communications

Answer 16

The architect should monitor all project-related communications and ensure that information is flowing as planned throughout the project. In monitoring communications, major problems may be avoided if the architect can respond and take appropriate action immediately.

Question 17

Three Types of Communication

Answer 17

1) writing;

2) verbal (speaking and listening);

3) graphic.

Question 18

Written communication can be either formal or informal.

Answer 18

Informal written communications include e-mails, memos, tweets and rapid electronic responses with limited content. Informal communications are intended to be short and to the point, and to communicate a single or a few ideas.

Formal written communications include agreements, letters seeking or providing specific or comprehensive information, presentations, proposals and specifications, as well as a host of reports, project planning documents, site visits and change documentation.

Question 19

Proposals

Answer 19

An organized and well-written proposal will give the client an impression of an architect’s ability to organize and execute a project. In responding to a client’s request for proposals (RFP), be exact with language and the order of the proposal. The format of the proposal should follow the structure of the client’s RFP.

Question 20

Reports

Answer 20

Written records: Maintaining accurate written records of all professional and business dealings, for both the management of the practice and the management of all projects, is important. every record will receive detailed scrutiny by lawyers of both parties in the event of a lawsuit.

Memos and e-mails: All documents, both incoming and outgoing, as well as internal memos and e-mails, should be dated and carry the name and number of the project.

Correspondence: The discipline of writing correspondence in clear, comprehensive and concise language will support accurate record-keeping as well as develop the ability to write with the audience in mind.

Site/field reports: Field reports are formal documents that provide a record of observation, variances between the construction documentation and actual build, and actions to be taken.

Question 21

Verbal Communication

Answer 21

Listening:

• observing
• Amplifying (asking more)
• Reflecting
• Clarifying
• Interpreting
• Summarizing

Speaking:

• Assess the setting and confirm
• Simple language
• Constant language
• Speak loudly
• Rehearse
• Exaggerate gestures
• Good posture
• Eye contact
• Eliminate blather
• Pause frequently

Question 22

Graphic Communication

Answer 22

effective graphic communication:

• identify the communication abilities of stakeholders, in both content and modality, to receive and understand graphic information;
• identify the message that needs to be communicated and limit the graphic information needed to support that message;
• do not assume that everyone can read drawings, particularly with regard to interpreting scale, volumetric, illumination, or drawing symbols;
• provide drawings of the same spaces and features at different scales showing progressively more details;
• consider providing physical and virtual reality models.

Question 23

Effective Communications in the Project Phases

Answer 23

Architects must always:

1) issue clear, concise, actionable instructions in the first instance;

2) by a follow-up telephone call or e-mail, ask the communication’s receiver(s) if they need clarification or additional information;

3) avoid using architectural terminology and jargon that receivers may not understand.

Question 24

Pre-agreement/Pre-contract Phase

Answer 24

The architect’s communication role and responsibilities defined in standard contracts, such as RAIC Document Six, include two types of services, “basic services” and “additional services.”

The architect shall negotiate with the client regarding what services are basic services and what services are additional (to the basic services).

Question 25

Pre-design Phase

Answer 25

The standard Owner-Architect Agreement (RAIC Document Six) states in its client functional program requirements that a “Client shall communicate and provide the architect with project requirements.”

If the client has difficulty in providing project requirements, the architect should prepare the functional program as an additional service, utilizing the services of other design professionals (such as engineers) at this stage to develop information for use in subsequent design phases.

Question 26

Schematic Design and Design Development Phase

Answer 26

When a consultant is directly engaged by the client, the architect should require that the consultant’s work be communicated and coordinated by the architect themselves. This is essential, as the architect is the principal designer and is responsible for the overall design.

Question 27

Construction Documents – Drawings and Specifications Phase

Answer 27

It is important to make sure that contracts, drawings, specifications and records are clear and complete – all of these are central to the project’s written communications. This includes design and time cost trade-offs.

Question 28

Construction Procurement Phase

Answer 28

If the architect is required to participate in the construction procurement phase (traditionally referred to as the “tendering” stage), it is important for the architect to set up, in collaboration with the client, contractor selection and communications criteria. The objective of this undertaking is to ensure that:

1) the criteria meet all of the project objectives;

2) the scope of services, responsibilities and the risks to be assigned, and the balancing of quality, cost and schedule are communicated and stated in procurement documents.

Question 29

Contract Administration Phase

Answer 29

The following tips help the architect to maintain good communications with contractors. The architect should:

1) review the contract and construction documents before answering any questions;

2) outline clearly the information or supplemental instructions needed by the contractor;

3) confirm all verbal communications promptly in writing;

4) make note of every telephone call with the contractor for the project files.

Question 30

Construction Project Kick-off Meeting

Answer 30

It is essential to convene a construction project kick-off meeting. This meeting, chaired by the constructor, be it general contractor, design-builder, or construction manager, establishes expectations and outlines the constructor’s plan for the project.

As the key stakeholder, the owner should be present in order to understand their role in the construction project.

Question 31

Shop Drawing Review

Answer 31

Shop drawings are derived from the design working drawings and are reviewed by design professionals for conformance to design requirements.

Question 32

Change Management

Answer 32

Change orders and their predecessors, contemplated change orders, become part of the contract and must be clearly communicated. The architect should provide timely and accurate information for the cause or reason for the change and then inform the client and all consultants.

The client must approve all change orders before they are enacted on the construction site.

Question 33

On-site Communication and Meetings

Answer 33

Site coordination meetings are usually chaired and recorded by the project manager, construction manager or construction superintendent.

Question 34

Project Closeout Phase

Answer 34

The following actions help to maintain effective communications in project closeout:

1) involve all project participants and stakeholders;

2) use a checklist to make sure all key items have been completed;

3) keep an up-to-date, progressive deficiency list that is continually shared with the contractor;

4) convene a post-mortem session;
prepare written records, reports, and meeting reports at project closeout.

Question 35

Communications Management in Specific Situations

Conflict Management

Answer 35

Conflicts in projects have predictable sources. Conflicts between differing project priorities are high at the beginning of the project and decline over the project’s life cycle. Concern for schedule raises through project execution and peeks towards the closing of the project. Interpersonal conflicts and manpower issues tend to rise in concern over the project life cycle.

Question 36

Five Strategies for Managing Conflict

Answer 36

Accommodation/ Smoothing

• Reinforce the positive and maintain
• harmony
• Downplay the conflict
• Temporary

Avoidance/ Withdrawing

• Refusing to deal with the conflict
• Used when cooling-off period is needed to - step back from the conflict
• Temporary solution

Forcing

• Applying power to resolve issues where common ground does not exist
• Expedient resolution at the cost of the relationship

Compromise

• Bargaining to obtain a level of satisfaction for both parties
• Compromise may result in reduced project quality or scope

Collaboration/ Confronting

• Confronting the problem and working towards an optimal solution for both parties
• Achieved solution with stronger relationship between parties
• Requires time to analyze problem, develop alternatives, and select the best solution

Question 37

The appropriate application of these five factors is based on a comparison of the desired outcome for one’s self to the desired outcome for others.

Answer 37

FIGURE 2 Chapter 5.3

Question 38

Stakeholders and Communications

External Communications

Answer 38

In all communications involving the architectural practice, the architect must:

• be professional;
• be courteous and tactful;
• learn to be an active listener;
• respect the confidentiality of clients and the practice.

Question 39

Clients

Answer 39

The architect’s role is to enable the client to make informed decisions; therefore, developing a one-to-one relationship with the individual client or client group is important. The keys to building and maintaining a good relationship with any client include:

• promote “active listening”
• use simple, straightforward language in all communications
• be honest
• propose solutions rather than problems;
• empathize with the client
• thoroughly document all decisions relating to a project and confirm their accuracy;
• recognize the client’s right and responsibility to make major decisions regarding a project.

Question 40

Consultants

Answer 40

Consultants are the architect’s teammates on a construction project, whether they are engaged by the architect or retained directly by the client.

In communicating with consultants, the architect must:

• ensure that consultants are kept current and fully informed about a project’s development;
• ensure consultants have incorporated changes, additions or deletions to project documents;
• document all decisions relating to a project thoroughly and confirm their accuracy;
• understand all recommendations made by consultants.

Question 41

Contractors

Answer 41

The primary means of communication with the contractor is through the construction documents.

Ensure that the construction documents respond to the following questions:

• Is information easy to find?
• Is information clearly presented?
• Is the material cross-referenced to ensure completeness and clarity of design intent?
• Are unusual conditions and construction details identified and described?

Regardless of how carefully construction documents are prepared, issues requiring additional communication by the architect will arise.

Question 42

Authorities Having Jurisdiction

Answer 42

A key stakeholder group in both the design and construction projects is the authorities having jurisdiction.

In responding to the communication needs of authorities having jurisdiction, political awareness is a key skill in determining how to respond to their interests. Consider:

• What are the factors motivating the authority in decision-making about the project?
• What information do they need and when?
• How can information be presented to address their interests?

Question 43

Other Stakeholders

Answer 43

There may be many other stakeholder groups involved in the design and construction processes including neighbours to the project, tenants and user-stakeholders.

Question 44

Internal Communications

Answer 44

Principals:

Good communications between principals are essential to a healthy practice. Because partnerships usually involve individuals with complementary strengths, the principals are likely to have different ways of viewing the same set of issues and circumstances. This makes good communication even more important.

Staff:

The staff of an architectural practice are its most valuable resource. Staff members represent the practice through their communications with clients, contractors and the public. Good communication skills on the part of staff members depend to a certain extent on the culture and goals of the practice.

Question 45

Communication Methods

Answer 45

• Meetings
• Teleconference and Video Conference Meetings
• Voicemail and Texting
• Mobile Devices and Apps
• Electronic Media
• Transfer of Electronic Files
• Courier
• Facsimiles (fax machines)
• Mail

Question 46

Future of Communications

Answer 46

BIM, Big Data and the Internet of Things