Table Of ContentThe Architect’s
Guide to
Running a Job
for M & M
The difficulty about a gentlemen’s agreement is
that is depends on the continued existence of
the gentlemen.
The Architect’s
Guide to
Running a Job
Sixthedition
RONALDGREEN,RIBAAADipFCSD
WithaforewordbySirHughCasson
Architectural Press
OXFORD AUCKLAND BOSTON JOHANNESBURG MELBOURNE NEW DELHI
ArchitecturalPress
AnimprintofButterworth-Heinemann
LinacreHouse,JordanHill,OxfordOX28DP
225WildwoodAvenue,Woburn,MA01801-2041
AdivisionofReedEducationalandProfessionalPublishingLtd
AmemberoftheReedElsevierplcgroup
FirstpublishedbyTheArchitecturalPressLtd1962
Fourthedition1986
Fifthedition1995
Sixthedition2001
Reprinted1996,1997,1998,1999,2000
#RonaldGreen1986,1995,2001
Allrightsreserved.Nopartofthispublication
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DesignsandPatentsAct1988orunderthetermsofa
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90TottenhamCourtRoad,London,EnglandW1P0LP.
Applicationsforthecopyrightholder’swrittenpermission
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BritishLibraryCataloguinginPublicationData
Green,Ronald,1927June12-
Thearchitect’sguidetorunningajob.–6thed.
1. Architecturalpractice–GreatBritain2. Architectural
contracts–GreatBritain
I. Title
692.800941
ISBN0750653434
PrintedandboundinGreatBritainbyMPGBooksLtd,Bodmin,Cornwall
Contents
in practice sequence
Foreword vii 29 Materials 58
Noteto sixthedition viii 30 Schedules 60
Preface ix 31 Technical representatives 62
Introduction 1 32 Construction contract 64
1 Preliminary enquiries 2 33 Sub-trades 66
2 Officeprogramme 4 34 Practice 68
3 Conditions ofengagement 6 35 Sub-contract tenders 70
4 Architect’s apointment 8 36 Sub-contractor nomination 72
5 Client’s projectmanagement 10 37 Cost records 74
6 Siteinspection 12
38 Insurances 76
7 Survey 14
39 Liquidated and ascertained
8 Surveyguide 16 damages 78
9 Briefing process 18 40 Clerk ofworks’ appointment 80
10 Consultant recommendation 20 41 Clerk ofworks 82
11 Engineer appointment 22 42 Compiling tenderlist 84
12 Quantitysurveyor 43 Contract drawings 86
appointment 24
44 Quantity surveyor brief 88
13 Servicesconsultants 26
45 Completed quantities 90
14 Consultants’meetings 28
46 Contract stagefees 92
15 Muralsor sculpture 30
47 Tendering procedure 94
16 Statutoryrequirements 32
48 Pre-contract review 96
17 Statutoryrequirements:
information guide 34 49 Recept oftenders 98
18 Designproposals 36 50 Preparation ofcontract
documents 100
19 Presentingproposals 38
20 Interim fees 40 51 Placing the contract 102
21 Otherconsents 42 52 Contract interpretation 104
22 Adjoiningowners 44 53 Background toa building
operation 106
23 Partystructure notices 46
54 The people involved 108
24 Partystructure settlement 48
55 Contractor’s programme 112
25 Drawingsprogramme 50
56 Adjoining properties 114
26 Construction/production
drawings 52 57 Site reports 116
27 Publicservices 54 58 Site meetings 118
28 Environmental services 56 59 Architect’s instructions 120
vi Contents
60 Modifications 122 68 Maintenance information 142
61 Foundation stone 124 69 Practical completion 144
62 Siteprogress 70 Occupation andopening
photographs 126 ceremony 146
63 Siteinspection 128 71 Defects liability 148
64 Siteinspection guide 130 72 Final certificate 150
73 Final fees 152
65 Certificate procedure 136
74 Records 154
66 Topping outceremony 138
75 Recommendations 156
67 Practical completion
inspection 140 Bibliography 158
Foreword
By Sir Hugh Casson
First—infairnesstothereader—Imustdeclareaninterest.Theauthorofthisbook
has been for many years a colleague and partner, and all of us with whom he has
worked have personally learned much from his experience and skill in administra-
tion,theprinciplesofwhichhehasnowbeenpersuadedtosetdowninprintforthe
benefit of the profession in general.
Much has been said and written in the past few years—and not before it was
time—about the profession’s apparent reluctance or inability to face up to its
administrative responsibilities. The belief has been allowed to grow up that good
art and good administration are incompatible. A good designer to many people
meansanarchitectwhocannotbetrustedtokeeptoabudgetoraprogramme.An
able administrator implies ignorance of or indifference to visual matters. Neither
charge is wholly untrue. Neither does the profession credit. Both undermine the
architect’sclaimtobetheleaderofthebuildingteam.Thetruth—thetruismifyou
like—is that (as the author remarks) designingand administrationare integralparts
of a job—each of which demand, and must receive, a proportion of everybody’s
timeintheoffice,whetherhebetheseniorpartnerorthemostjuniordraughtsman.
Thearchitecthasadutytotheclienttorunajobefficiently.Equallyimportantishis
dutytohimselftospendnomoretimeuponitthanisneededtoensurethatitisdone
properlyandwell.Thisisexactlywhatthisbookisdesignedtohelpusachieve.Here
you will find, set out in correct sequence—from the brisk ice-cold commonsense of
its opening paragraph to the final warm-hearted words of parting advice—and
without recourse to management jargon, all the many operations from site inspec-
tion to briefing a mural painter, from party-wall procedure to the nomination of
sub-contractors, that may be met with in running a job of any size from any office,
large or small. As areference book, information chart or check-list, it will be found
invaluable.
This Page Intentionally Left Blank
Note to sixth edition
The objectives of this book are clear from the introduction though since its first
publication alternative ways of commissioning buildings have been adopted which
make the identification of the historically conventional route from design to com-
pletion,underthedirectionofthearchitect,onlyoneofmanybeingpractisedtoday.
As in earlier revisions of this book this has led to a reduction in reference to
specific documentation. It is assumed that the reader will look to other books or
publications for detailed information related to alternative routes or procedures.
With this route, however, the underlying pattern remains the same for commis-
sionswhichrequirethearchitecttosteertheworkthroughfromenquirytooccupa-
tion. The present training of an architect and the required level of qualification to
permit the use of the title assumes this to be the case.
This edition therefore has aimed to update the contents in line with present-day
practice bearing in mind changing terminology, technology, legislative background
and environmental demands.
Ways and means will continue to change but the constants will all require
attention if the translation of the design from two into three dimensions is to
provide a building which both satisfies the client’s needs and produces a piece of
architecture.
