Ken, you have a habit of looking into dark places and finding dark things.

I've been accused of turning over rocks to see what is underneath.  Beaurocrats
do not understand my fascination with such places and the things that live
there, nor my jumping up and down shouting, "look what I found!".  Its been
pointed out to me enough times now that architects aren't supposed to do that
,that I've begun to notice than indeed, most architects do not.  Guess I better
not tell anyone that I know which of those squiggly little grey and brown things
taste good raw and which ones really need to be cooked.

Maybe when I grow up I'll be a real architect and forget how to flash a valley
and how to talk to a work man, but not now.  I'll wait until I hear you singing
the praises of the guy in the leather, reclined on a suit, in the place of
technical knowledge.

I met with a roofing consultant, who simply could not believe that there was
such a thing as an architect who knew roofing.  I felt hurt more than anything.
How did this happen?  How did we the heirs of the Master Builder, become fasion
consultants?  Kinda makes you want to be an engineer.  Dad was right.

-jc

Ken Follett wrote:

> In a message dated 9/12/00 10:20:47 PM Central Daylight Time,
> [log in to unmask] writes:
>
> >  Do you mean to imply that CM's as a group are somehow less astute than
> >  contractors in terms of understanding market forces?
>
> Not exactly. There are intelligent & not so intelligent CM's and contractors,
> both. I am thinking that the risk reduction structure of a CM relationship on
> a project makes it too easy for a CM to distance themselves from close
> involvement with resources. As a contractor has to deal much more intimate w/
> resource allocation than a CM I do feel that a contractor will tend to have a
> sharper perception of the market situation as it pertains to labor and
> materials availability. I think there is a difference in intensity of feeling
> about labor as a resource between the person that has to provide the paycheck
> at the end of the week and the person who has to review payroll reports.
>
> If a CM wants to know what is going on with resources then they have to work
> harder to figure it out, or ask somebody that knows and will talk straight to
> them... as long as there is a plentiful number of contractors wanting to do
> whatever work the CM throws out to be done there is less need for the CM to
> work to build relationships with contractors. When work is scarce then the CM
> can as easily consider that there will always be another contractor behind
> the next one if the current one does not work out. Nowdays, a CM runs the
> risk of having contractors shake their heads and saying, "I don't need this
> headache." This work glut won't last and in time it will turn back to
> contractors needing to struggle to procure work.
>
> I also imagine, as I have seen in the past, that what is going on in the NYC
> regional market may not be going on outside of the area. I think it is like
> the ocean tides showing up in different places at different times.
>
> >  What market force drove the client to think he/she needs the CM for
> protection from that nasty old contractor?
>
> Reduction of the historic role of the architect in the management of the
> construction process, insurance and liability issues. A logical progression
> past the 19th century move from master builder to professional architect. The
> assumption on the part of property owners that all contractors are usurous
> and predatory, not always undeserved. Therefore make a role that has has no
> direct responsibility to do anything, therefore less insurance risk, no
> assets beyond a phone, a computer and a bank account. Fill the role with
> holders of construction project management certificates who wear suits and
> ties and like to recline in leather executive chairs,and put these knowledge
> technicians in the middle of the mix with the responsibility to make a mess
> of paperwork. An over assumption of the value of literate technology?
>
> Actually, I think the CM concept is a good one and serves an important role,
> just like some folks once thought communism was a good idea and would save
> humanity from itself. I've worked with some really great CM's, and a few
> lousy ones. I will work with the good ones again, and will recommend them,
> and will share my views, because there is a trust relationship. I will avoid
> the lousy ones at all cost.
>
> >  Could it be that the market forces drove the owner to downsize
> >  his/her construction knowledge right out into the street and to create a
> >  void for the CM to fill?
>
> Works for me.
>
> >  You cannot reduce risk by contracting out knowledge.
>
> Nice,
> ][<en