UNIT -1
ASSIGNMENT
SUBMITTED BY:
NEHA NARWAL(42)
ARCHITECTURE IS PARTICIPATION addresses everyone who is situated in a democratic design
and build culture and wants to know exactly what participation in architectural design and planning is
all about. The workshops that take place at the beginning of the participatory design process use
atmosphere to create a common language between the users and architect, and hence build trust and
openness between them. Working with atmospheric representations (collages, models) and the verbal
exchange regarding them, circumvents the established architectural codes of communication through
technical drawings, plans, and models. Thus, it is possible to communicate more directly about
architecture and its real and desired qualities. Using images and imagination, ideas about such
qualities can be developed further, and eventually form the basis for a viable design concept that the
user can identify with.
Transactions-to-trust ratio
On the relationship hierarchy pyramid, the highest degree of trust is required for the
selection of professional services. At the foundation, we find the highest number of
transactions, which are perfunctory and not based on the relationship between the buyer
and seller. Think about buying aspirins or notebooks. Does it matter who rings you out at the
counter? In the old days, we had relationships with small independent businesses, so we
might have chosen the local pharmacy or office supply store. But with today’s mass retail
landscape, the retail professionals, as they are now called, change so often that having the
same person ring you up is very hit or miss.
The web of relationship:
Trust is the foundation of any relationship between architect and client, and cultivating trust has huge
benefits: repeat clients, patience when challenges arise, and referrals to new clients. Due to the
complex nature of architecture projects, a number of factors can make or break an architect-client
relationship.
The following checklist, while not intended to be exhaustive, may serve as a starting point for
discussion and to broaden our client's knowledge.
Architects provide services, not products. Those services are focused on meeting the
expressed needs of a client.
An architect is a client's consultant whose role is to provide design services and assist
the client in securing from the contractor a project that is in general conformity with the
architect's design concept and specifications.
Contractors, not architects, are responsible for building the project. Architects assume
responsibility for issues under their control, within reason. For example, architects do
not control activity on the construction site and cannot be held responsible for job site
safety or scheduling.
Construction documents are not intended to thoroughly depict every element of the
design; it would be cost-prohibitive to do so. Therefore, a reasonable number of
questions from the contractor should be expected.
It is not possible to anticipate every possible circumstance or physical condition that may
arise during construction. Change orders are likely to occur on any project. Clients
should anticipate changes by including adequate contingencies in the construction
budget to cover the cost of the changes.
Changes to the project program or design may require the architect to expend additional
time, for which the architect is fairly entitled to additional compensation.
Architects produce only approximate cost estimates-not fixed, unchanging, or
guaranteed cost estimates. Architects have no control over, or special knowledge of the
costs of materials, labour, fuel and equipment.
Architects do not manufacture or install the project components they specify, nor can
they guarantee those components.
Construction phase observation services are intended to determine general conformity
of the construction with the plans and specifications. Certifications are not intended to
detect every minor deficiency.
The architect and the client must share a mutual understanding of the client's goal for
the project, the professional services being provided and the client's expectations of the
architect.
An architect's performance is measured against the professional standard of care, not an
arbitrary idea of perfection.
Design build :
Design–build is a project delivery system used in the construction industry. It is a method to deliver a
project in which the design and construction services are contracted by a single entity known as
the design–builder or design–build contractor. In contrast to "design–bid–build" (or "design–
tender"), design–build relies on a single point of responsibility contract and is used to minimize risks
for the project owner and to reduce the delivery schedule by overlapping the design phase and
construction phase of a project. "DB with its single point responsibility carries the clearest contractual
remedies for the clients because the DB contractor will be responsible for all of the work on the
project, regardless of the nature of the fault".
The traditional approach for construction projects consists of the appointment of a designer on one
side, and the appointment of a contractor on the other side. The design–build procurement route
changes the traditional sequence of work. It answers the client's wishes for a single point of
responsibility in an attempt to reduce risks and overall costs. It is now commonly used in many
countries and forms of contracts are widely available.
Design–build is sometimes compared to the "master builder" approach, one of the oldest forms of
construction procedure. Comparing design–build to the traditional method of procurement, the authors
of Design-build Contracting Handbook noted that: “from a historical perspective the so-called
traditional approach is actually a very recent concept, only being in use approximately 150 years. In
contrast, the design–build concept—also known as the "master builder" concept—has been reported as
being in use for over four millennia.
Team work :
Several groups generally make up a construction team, such as the architect and engineering team, the
owners and investors, and the contractors. All team members share the common goal of wanting to
complete the project, but they may also have conflicting priorities. Owners may want value for money,
while the architect and engineers are concerned with aesthetics and safety. Aligning these interests and
completing a project on time and on budget require teamwork from all participants.
Operation and Maintenance Managers
Although many owners keep a permanent staff for the operation and maintenance of
constructed facilities, others may prefer to contract such tasks to professional managers.
Understandably, it is common to find in-house staff for operation and maintenance in
specialized industrial plants and infrastructure facilities, and the use of outside managers
under contracts for the operation and maintenance of rental properties such as apartments
and office buildings. However, there are exceptions to these common practices. For
example, maintenance of public roadways can be contracted to private firms. In any case,
managers can provide a spectrum of operation and maintenance services for a specified
time period in accordance to the terms of contractual agreements. Thus, the owners can be
spared the provision of in-house expertise to operate and maintain the facilities.
Challenges towards globalization:
Globalization poses four major challenges that will have to be addressed by governments, civil
society, and other policy actors.
One is to ensure that the benefits of globalization extend to all countries. That will certainly not
happen automatically.
The second is to deal with the fear that globalization leads to instability, which is particularly marked
in the developing world.
The third challenge is to address the very real fear in the industrial world that increased global
competition will lead inexorably to a race to the bottom in wages, labor rights, employment practices,
and the environment.
And finally, globalization and all of the complicated problems related to it must not be used as excuses
to avoid searching for new ways to cooperate in the overall interest of countries and people.
Several implications for civil society, for governments and for multinational institutions stem from the
challenges of globalization.
Civil society organizations concerned with development have traditionally focused on aid and resource
transfers; they now are going to have to broaden their agenda to deal with the much more complex
issues of trade and investment, international financial flows, environment, and migration, among
others. Civil society organizations in the old industrial countries also will have to deal with the
backlash against global ization, which is producing a growing unwillingness to support multilateral
cooperation.
Governments are going to have to decide what they mean by “civil society” and to identify new ways
of dealing with its organizations. At the Overseas Development Council, we define civil society
broadly to encompass not only development and advocacy groups, but also corporations, financial
institutions, think tanks, foundations, and a range of other groups that are not part of government. But
governments and other actors need to decide whether civil society is simply an effective—and even
cheap—way of delivering social programs, or whether it is good in and of itself, an essential
component of a democratic society. In other words, they are going to have to be much more precise
about the purposes of working with civil society groups and about how they fund them.
Then, there is a whole set of critical questions for the multilateral institutions, particularly concerning
participation and transparency. These issues are extremely difficult because these remain
governmental institutions, and governments often do not welcome the participation of civil society in
decisions.
Finally, there is a need for high-level political discussions among leaders from the old industrial
countries, the emerging economies, and the countries that risk marginalization by globalization. We
are urging the Group of Eight this year in London to call for a new summit on globalization in order to
begin a discussion of maximizing its benefits and minimizing its costs.
