A new Blue Book is all about the design.
In the latest issue of Architecture magazine, Architect Chris Hargreaves lays out some of the key concepts.
The first is the idea of an interdisciplinary team, where each member is responsible for building a project.
It’s a concept that’s been around since the 1930s.
But the idea has evolved, Hargres says.
Today, the team includes members from architecture schools, architects, engineers, students and others.
The team can create an interrelated concept by building a series of different elements together.
It can also work with a single design, such as a home.
It means each member can come up with their own ideas, and that they can get feedback from a range of experts, he says.
“It’s a really exciting and important aspect of the process.”
The second concept is called the architectural model.
It describes how the building will be constructed.
The model is a description of what you need to do to build the building, such, how you’ll build windows, what type of roof you’ll use, Hargeres says, “so you can understand exactly what you’re going to build.”
It also describes the needs of the local area.
“The building has to be sustainable and adaptable,” he says, which is important to get across the concept that it’s going to be a building of sorts.
He suggests that each member of the team has a responsibility to provide their own design guidelines for how they will construct the project, which he says can include a design reference, a guide for construction, a detailed architectural sketch, a list of required materials and, when possible, a full report on the building and the site.
“If you want to build something that’s going be sustainable, you need the right materials,” Hargers says.
The final element is called an architectural plan.
It tells the entire team what to build and how to construct the building.
“When you’re designing an architectural model, you’re building a building.
You’re not just a construction contractor,” he explains.
Hargews says there’s a lot to do before a project can move forward.
There needs to be input from all of the stakeholders, which can include government agencies and the community.
He says that’s why the Blue Book has evolved from a book to an online resource that anyone can access.
“You’ll need a bit of a project management system to make sure that you don’t get a project that’s just going to fall apart,” he adds.
The project manager has a role in the planning process, he explains, which means he can advise the architect and help him plan the design for the site and the building itself.
And when a project goes ahead, he’s responsible for ensuring that the team’s work is executed in the most efficient way possible.
The architect is responsible to have a project plan, and the contractor has a job to do.
They’re responsible for getting the materials for the project right, Higgs says, and they have to be able to plan their work so that it looks and feels right, and so that the community feels comfortable about the building when they walk in the door.
“They’re responsible to be as efficient as possible,” he added.
But Hargans stresses that there are lots of other aspects to a Blue Books work that are not always immediately obvious.
For example, he points out that if you’re a local, the planning for a Blue book project is often more about community consultation than just planning a building and its contents.
“I think the biggest problem we’ve had with this is a lack of consultation,” he said.
“In a Blue project, the project manager is the architect.
They get a lot of input from the community.”
But the real work can be done in the local community, says Hargs.
“We’re really lucky in that we’ve got a large local community in the province that we can go to for feedback and advice and help them build the best project possible,” Hargas says.