Controlling the quality of professional performance in architectural practice

It is the essential task of the architect to design the built environment. In such a task, he usually works in a professional relationship with a client. By virtue of this obligation, he utilizes his special knowledge and skill to satisfy the shelter needs of that client. Today, it is becoming increasingly apparent that the architect is failing to perform his professional duties. Dissatisfied clients are procuring servies from other, more competent sources such as construction management firms. The role of the architect in the construction process is severely diminished--his authority on the project is greatly undermined. In this dissertation, the failure of the architectural profession to perform its service obligations is investigated. The problem is not merely established, but the reasons for such a predicament are sought. An empirical study was made of the performance of a sample of architectural firms. Their service relationship with their clients was examined in detail in order to find specific areas of poor performance. However, it transpired that clients are not only dissatisfied with performance on particular tasks, but with the more general ability of the architectural profession to provide high quality, client oriented services. To remedy this situation, a method for controlling the quality of professional performance is proposed. It is an administrative method, whereby performance on each individual project is continually monitored and assessed. Such a system of quality control is intended to support the architect in his basic professional task of design.