Quality is all about an integration of perceptions. We “know it when we see it” – yet might have a harder time breaking that overall perception down into its component parts – some of which are not evident in the finished result.

The global standard for quality, ISO 9001, does a credible job of being all things to all people in all industries. But that breadth of focus means that the specifics just won’t be there in any one industry, for any one company, and certainly not for any one project.

Consequently, design firm quality systems tend toward very general language – all of it fine, but most of it seeming a bit irrelevant in the day-to-day business of getting work out. If an architecture or engineering firm has one, it is “a quality system.” Problem: In quality, “one size fits none.”

So, what do we do to close the gap? First, let’s look at the metrics of project quality for a design firm (all of these metrics apply to inputs, processes, and outcomes). The official definition (ISO 9001) is the degree to which a set of inherent characteristics fulfills requirements. Unanswered here is a fundamental question: “Whose requirements?”

tThere are seven metrics that relate directly to this fulfillment, and two more that contribute heavily to the perception of fulfillment:

1. Is it “fit for purpose?" Does it do what the users of the design need done? Legally, this is the most important requirement, and would be a pivotal question if a legal action were brought questioning the design. What makes this a little tricky is that the designer typically has no contract with the end-users for most projects, yet must anticipate and provide for their needs.

2. Does it satisfy the client’s requirements? This is the core ISO 9001 metric, but not necessarily the same as fit for purpose. While the concept is simple, the reality is often complex. The client’s stated requirements don’t always align with “fit for purpose,” may be unclear, and/or conflict with statutory requirements. The client’s representative is sometimes not well prepared, and may not fully understand the client’s needs.

3. Does it comply with all applicable laws, codes, zoning restrictions, decisions by local government authorities, etc.? A high-rise tower project in Melbourne, now under construction, was approved by the State government, but later found to be in the flight path of planes landing at a regional airport. Responding to that constraint required lopping 8 stories off the top.

4. Does it “touch this earth lightly?” Does it meet energy conservation requirements and objectives? This metric has at least 6 sub-components: First cost, operating cost, maintainability, use of renewable resources, usable life, and demolition cost.These can be client requirements, design firm values, state or local government requirements, or any combination of those. 

5. Does it satisfy “context” objectives? Does it fit with the fabric of the neighborhood? Will it be a “good neighbor” in its surroundings? This metric is completely in the “beauty is in the eye of the beholder” category. Some firms believe that their designs should “stand out” from the pack of traditional buildings, and that doing so boldly is a mark of design quality. Others (probably the great majority of people) see such results as designer ego-trips and/or “a blight on the neighborhood”. Whatever your stance on this issue, your response is a matter of Quality.

6. Does it support the firm’s aspirational goals? These may include such things as “being an award-winner.” Obviously this metric is closely connected to the previous one. Assuming that the designer’s and client’s “design statement” are aligned, the quality question needs to be asked: Can the team produce a building of outstanding, innovative design that still sits comfortably in its surroundings?

7. Is it buildable? Are the documents free from contradictions and errors? Are they sufficiently complete? Are they integrated between design disciplines? Does the design recognize and provide for construction services, such as crane locations? Is site safety a design consideration? 

Taken together, these 7 metrics also define “design excellence.” And here are the 2 additional metrics that generally influence perceptions of project quality:

8. Time & money – for both client and design firm. Although not strictly a “quality” requirement, it can be argued that (a) clients perceive ROI as a hallmark of quality, and (b) design firms can consistently meet the other metrics ONLY when projects are profitable. And time is money for both client and designer.

9. Quality of service. Communication, attitude, responsiveness, competence, and other human traits, in dealing with all parties involved. These are all metrics. They can be measured, and should be. Not just by the team that created them, but by your clients, some by end-users, and even
some by the public. How could you do that? 

Lastly, a personal view: If your QM system doesn’t set and measure performance for at least the first 7 of these metrics, you should consider rethinking it. 

About the Author: Charles Nelson, AIA, LFRAIA, is the Director of PSMJ’s Australasia practice. He is also known for writing and speaking extensively on project and practice management. Charles can be reached at cnelson@psmj.com.

For more advice on project management best practices, check out these blog posts:

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Public Works Project Managers need the skills and the know-how to select the best consultants, negotiate scope, schedule and budget, and deal with elected officials and the public in a very direct manner. PSMJ's Project Delivery Excellence For Public Agencies focuses on simple project management approaches that achieve better results than traditional, less-effective, more time-consuming methods. This program will provide you with the tools to more efficiently manage  multiple projects while controlling the schedule and budget and the changes that inevitably happen.