Building Design and Construction Handbook - Merritt - Ventech!

SECTION TWO
THE BUILDING TEAM—
MANAGING THE BUILDING
PROCESS
Alan D. Hinklin
Director
Skidmore, Owings & Merrill
Chicago, Illinois
Since the beginning of time, mankind has been involved in the business of building.
Technology and construction methods continually evolve: from the Egyptian post
and lintel system, the Greek pediment, the Roman arch and dome, the Byzantine
basilica, and the new Renaissance perspective to the School of the Bauhaus and
the International Style leading us into modern times and the new millennium. Over
time, societies change, construction methods change, clients change, and the architect’s
tools change; however, the excitement and energy inherent in the building
process does not change, because of one factor only—the process itself. To begin
this process, two elements are necessary: an idea and a client. Creative minds then
carry the process forward. With the idea comes the development of a building
concept. A sketch or drawing, created through personal interaction with the client,
develops the vocabulary for the physical construction of the concept. A builder and
labor force turn the concept into reality.
Many processes have been used to manage this interaction. Continual evolution
of the management process has turned it into an independent discipline which,
coupled with the computer, is a major focus of the building industry today. From
the beginning, individuals generating the concepts, preparing drawings, and building
the project were considered part of what we now call the ‘‘service industry.’’ This
section outlines the various complex components and professionals involved in the
building process with respect primarily to the architectural profession. Despite the
changes that have occurred, the basics of the building team and the building process
remain unchanged.
2.1