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T
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ORPHING
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F
T
HE
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RCHITECT S
R
OLE BY
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ARY
S.

B
ERMAN

A
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T
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MPACTING
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CM


GREYHAWK

North America,

LLC



National CM Conference
Page 2
San Diego, CA
October 13-15, 2002
© 2002 GREYHAWK North America, LLC

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ABLE OF
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ONTENTS


Abstract ........................................................................................................................................................3

Introduction .................................................................................................................................................3

History of Architecture ...............................................................................................................................5

History of Construction Management .......................................................................................................5

Contract Agreements ..................................................................................................................................8

AIA Contract Agreements.........................................................................................................................9

CMAA Contract Agreements ..................................................................................................................11

AGC Contract Agreements......................................................................................................................11

Services (Tasks) in Conflict ......................................................................................................................12

Warning To Owners ................................................................................................................................13

Contract Agreements Reviewed ..............................................................................................................13

Issues of Scope Examined .......................................................................................................................15

Work Performed By Trade Contractors ..............................................................................................15

In Accordance With The Contract Agreements ...................................................................................15

Administration Of The Trade Contracts..............................................................................................16

Production Of Record Documents (As-Builts) ....................................................................................17

Services During The Bid (Procurement) Phase ..................................................................................17

Changes In The Work During The Construction Phase ......................................................................20

Contractor Pay Applications...............................................................................................................21

Verification Of Field Conditions .........................................................................................................22

Substitutions By Trade Contractors ....................................................................................................22

Sequencing Or Phasing The Work Of Trade Contractors...................................................................23

Requests For Information Or Clarification.........................................................................................23

Value Engineering Change Proposals ................................................................................................24

Claims By Trade Contractors..............................................................................................................24

Conclusion..................................................................................................................................................25

About the Author.......................................................................................................................................27

Acknowledgements....................................................................................................................................27
T
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ORPHING
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RCHITECT S
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OLE BY
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B
ERMAN

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CM


GREYHAWK

North America,

LLC



National CM Conference
Page 3
San Diego, CA
October 13-15, 2002
© 2002 GREYHAWK North America, LLC

A
BSTRACT

From the inauguration of the Master Builder the role of the Architect has evolved and is now,
more than ever, in a state whereby its role is defined on a project-by-project basis, rather than a
universally acknowledged definition. Todays economy, professional liability, changes in the insurance
industry, and the Architects need to maintain its image and prestige are all fueling conflict and change
among the project participants.
Furthering this conflict and change, just about forty years ago, was the introduction of a fourth
party into the traditional triumvirate of the Owner, Architect and Contractor. The Construction Manager,
a role in itself that is still seeking universal acceptance and definition, has contributed to the morphing of
the Architects and Owners role and the risks each is willing to accept.
The result of this conflict and change in the Architects role impacts many facets of the project, in
all phases of construction. These impacts directly influence the scope of services, fees, liability, and
quality of the services provided by the entire project team. Not addressing these impacts often prompts
duplication of effort, incomplete contract documents (gaps or leave-outs), conflicts between the project
participants, finger pointing and other negative side effects.
This paper will examine the morphing of the Architects role on the project with emphasis on
changes caused by the introduction of the Construction Manager into the process. The paper will look
into conflicts with the Architects and Construction Managers roles inherent in the standard contract
agreements produced by the American Institute of Architects (AIA), the Construction Management
Association of America (CMAA) and the Associated General Contractors of America (AGC)
representing the interests of the primary parties involved in a project today.

I
NTRODUCTION

In 1951, construction became the largest industry in the United States exceeding agriculture
1
. But
long before 1951, organizations representing architects, engineers, and contractors in the construction
industry began jockeying for position.
The root cause may be profit, protectionism or both. The issue is scope responsibility and
accountability. The parties involved are the Architect and Construction Manager. The victim, if there is
one, may be the Owner.
The reality is that the Owner, often unsophisticated, hires an Architect, Construction Manager and
eventually Contractors to meet its objective of building or renovating something, but lets not be very
specific and globalize it and refer to it the project. Inherently, the [unsophisticated] Owner takes a back
seat thinking it has done everything it was supposed to do and waits for the magic to happen on their
project. The Owner basically assumes the parties will talk and coordinate with each other.
Innocently and unknowingly, the Owner, usually on the advice of counsel, a board member, a
peer or a friend, uses standardized contract agreements that are not coordinated or custom produced
agreements. These uncoordinated and custom agreements most often result in duplication and gaps in
services and eventually lead to some sort of conflict on the project. Adding to this dilemma, the parties,
long before any type of contract was spoken of, lobbied the Owner during the selection phase, for more
scope more services equal more profit. But which party is supposed to do what and what does more
scope mean? This is the crux of the issue.

1
Source: www.agc.org T
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GREYHAWK

North America,

LLC



National CM Conference
Page 4
San Diego, CA
October 13-15, 2002
© 2002 GREYHAWK North America, LLC

Traditionally, Architects have been associated with design, Construction Managers with the
management of the project and Contractors with building, i.e. the work. The issue is that Architec