Construction projects are under pressure from programme, cost, procurement, design changes and client expectations. Everyone wants to move the project forward. Then somebody asks an awkward question:
“Where is the evidence for that?”
“Who reviewed this change?”
“Has the fire strategy been updated?”
“How are we demonstrating compliance?”
Challenge Is Part of the Role
Under CDM 2015, the Principal Designer has an important role in planning, managing, monitoring and coordinating health and safety during the pre-construction phase.
The Building Regulations Principal Designer has separate duties relating to the planning, management, monitoring and coordination of design work. Different legislation. Different duties. However both roles require the confidence to challenge.
- When a design assumption has not been evidenced, challenge it.
- When a product substitution has not been properly assessed, challenge it.
- When specialist designs do not appear coordinated, ask who has reviewed the interfaces.
- When the information does not match what is being built, ask why.
When “Not Yet” Is the Right Answer
Constructive challenge becomes particularly important as a project approaches completion.
The client wants occupation. Commercial accounts need closing. Certificates and declarations are required. Everyone wants outstanding actions closed. That pressure should not turn a Principal Designer’s signature into the solution to an information problem.
Sometimes the responsible answer is:
“Not yet.”
The important next step is explaining exactly what needs to happen to reach “yes.”
A good Principal Designer should not simply identify a problem and walk away. They should help the project team:
- Identify the issue
- Bring together the right people
- Establish what evidence is required
- Assign responsibility
- Record the decision
- Communicate the outcome
- Move the project forward
The Value of an Uncomfortable Question
Clients, Principal Contractors and designers should want a Principal Designer who is prepared to challenge them. The person asking a difficult question today may be preventing a much more difficult and expensive question after the building is completed. Perhaps we should stop measuring good Principal Designers by how few problems they appear to create.
Instead, we should ask:
“What problems did they help us identify before they became expensive ones?”
Leadership is not always about agreeing with the room – Sometimes it is about having the confidence to challenge it.
