Embarking on a commercial or public construction project is an exciting but complex endeavor. Seasoned architects often observe recurring misunderstandings that can derail projects if not addressed early. From budget realities and timeline expectations to regulatory hurdles and the need for open communication, understanding these factors can empower clients and set the project up for success. Below, we present insights from experienced U.S. architects on what they wish every client knew before starting a project, organized by key topics.
Budgeting Expectations: Realism and Transparency
One of the first conversations architects wish to have is about budget, and the need for it to be realistic and clearly communicated. Many clients arrive with grand visions that don’t match their financial resources. As one architect put it bluntly, “Your budget is not going to cut it.” In practice, ambitious designs with quality materials and workmanship can easily exceed initial budget expectations by 20–30%. This doesn’t mean great projects are unattainable, but it does mean clients must align their dreams with financial reality.
Quality, Cost, and Time Trade-offs
There’s a well-known adage in the industry: “Pick two, cheap, fast, or good.” In other words, a project cannot be low-cost, quick, and high-quality all at once. Architects want clients to understand that high-quality design and construction require adequate investment and time, and trying to achieve everything (a top-notch building delivered on a shoestring budget in record time) is unrealistic. As architect Aamer Taher famously paraphrased, “If you think good design is expensive, you should look at the cost of bad design”. Cutting corners on budget often leads to higher costs later, whether due to design flaws, changes, or subpar construction that needs fixing.
Open Budget Discussions
The best projects have transparent budget discussions from the start. Architects urge clients to share their budget goals early so that design decisions can be made accordingly. When the design team knows your true budget, they can help separate “dreams from reality”, focusing on what’s achievable within your means. This upfront honesty also helps build trust, it ensures everyone is on the same page and prevents unpleasant surprises if bids come back higher than an undisclosed “secret” budget figure. In fact, some architects will provide early cost estimates or “predictive pricing” in the initial phases to shock-proof clients and set a workable budget range. It’s better to adjust scope or quality early than to invest in designs a client can’t afford to build.
Total Project Costs and Contingency
Clients should also be aware that the construction contract is only part of the cost. “Soft costs”, things like land surveys, geotechnical reports, permit fees, engineering consultants, furniture and equipment, and even interim facility rentals, can add significantly to the budget. A realistic budget accounts for these expenses, not just the bricks and mortar. Moreover, architects strongly advise including a contingency reserve (often around 5–10% of construction costs) for the unforeseen.
Every project has surprises, perhaps the soil needs extra stabilization, or material prices spike unexpectedly. A contingency is a financial buffer that prepares you for the unexpected, so that such surprises don’t derail the project. In summary, architects wish clients would 1) determine a realistic budget after examining their finances, 2) communicate it clearly, and 3) plan for all costs and contingencies up front. This sets the stage for a design that can be delivered on time and within your price range.
Realistic Project Timelines and Patience
Besides money, time is the other area where expectations often diverge from reality. Business owners frequently ask, “How long will my project take?”, expecting a straightforward answer. The honest reply is “it depends,” because project timelines vary widely with scope and complexity. Architects want clients to appreciate that designing and building a commercial or public facility is a multi-phase process, usually measured in months or years, not weeks.
One architecture firm outlines phases from pre-design and schematic design (which alone can take a few months) to construction, each with its own timeframe. Even a relatively small commercial interior project might require 2–4 months of design work and city permitting before construction can start. Permitting and approvals (discussed more below) can add anywhere from a couple of weeks to several months to the schedule, depending on the jurisdiction and project complexity.
Crucially, rushing the early design phases is a mistake. Architects stress that sufficient time invested in planning and design will save time later. “Take time to gain time,” as one architect advises, meaning that carefully working through the design and decisions now leads to a smoother, faster construction process with fewer delays down the road. In practice, compressing the design schedule or skipping steps often results in changes or issues during construction that cause far more delay than if the design had been fully thought-out. Schematic design is “the most fun phase” but also critical to “nail down the look and feel of the space.” If you “compromise on the time you allow for it, [you] compromise the end result,” one firm warns. In short, patience in the design stage pays off in overall project speed and quality.
Expect the Unexpected
Even with diligent planning, architects know that construction timelines are more of a suggestion than a promise. Unforeseen issues will arise. In fact, about 60% of construction projects face delays from surprises like bad weather, supply chain disruptions, or permit hold-ups. Clients should prepare for this reality so it doesn’t come as a shock when a schedule slips.
A seasoned contractor or architect will build in some float or contingency in the schedule (much like a budget contingency) to account for typical delays. For example, even a straightforward retail build-out in a city like Seattle is best planned with at least 8 weeks of construction time, as trying to do it faster leaves no wiggle room for inspections or minor hiccups. More complex projects (larger buildings or extensive renovations) may take 6 months or more of active construction once ground is broken. This is why aligning on a realistic timeline is one of the first discussions in project planning. By discussing schedule goals and potential challenges upfront, the architect and client can set mutual expectations and avoid frustration later.
The bottom line on timelines: plan for a marathon, not a sprint. Allow adequate time for each phase (design, permitting, construction), and build in some extra cushion. If everything goes perfectly, you’ll finish early, but it’s far more likely you’ll be grateful for the flexibility. Architects wish clients knew to be patient and trust the process, because quality projects are rarely done “overnight” without compromises.
Defining the Project Scope (and Sticking to It)
A successful project starts with a clear scope definition. Architects expect clients to articulate what the project includes and what it doesn’t, for example, the size and function of the building, the key features or spaces required, and any specific goals (like target capacity, specialized equipment, etc.). During the initial consultation, a good architect will work closely with the client to define these goals, needs, and scope, whether it’s a new build, a renovation, or an expansion. This is the time to outline exactly what you are trying to achieve and any absolute requirements, so the design team can plan accordingly. By ensuring all parties are aligned from the start on the scope, you greatly reduce the chance of misunderstandings or disputes later.
Why is this so important? Because changes to the scope mid-project are costly. Architects often dread the phrase “while you’re at it, could we also…,” knowing it can snowball. Altering the design after plans are set or construction has begun almost always adds time and expense. Even seemingly small changes, moving a wall, adding a feature, can have ripple effects on engineering, permits, and schedule. It’s not uncommon for mid-stream design changes to increase the overall budget by 10–25% due to rework and delays. As one industry observer put it, “Design changes after the plan is set will cost you dearly.” Each alteration can disrupt carefully made plans and timelines, so it’s best to make decisions decisively upfront. Of course, some changes may become necessary (or new opportunities discovered) as the project evolves, but architects urge clients to minimize late changes by doing thorough planning and decision-making early.
To manage scope effectively, have a detailed scope of work document or project brief that lists the intended deliverables (e.g. number of rooms, square footage, performance requirements) and equally important, understand what is not included. If the project’s purpose or needs start to drift, refer back to this definition.
Scope creep, the gradual expansion of work beyond the original agreement, is a common threat to budgets and schedules. Experienced architects handle it by getting client agreement that extra requests either wait for a future phase or require adjusting the budget/schedule (often via formal change orders). Clients who understand this process will work with the team to evaluate changes realistically: is this change truly necessary to meet our goals, and if so, what are we willing to sacrifice or spend to accommodate it? By establishing a clear scope early and resisting the urge to continually add “just one more thing,” you help keep the project on track.
That said, no initial plan is perfect or set in stone, some flexibility is needed (as discussed in a later section on design flexibility). The key is to avoid uncontrolled changes. When modifications are needed, handle them through the agreed process. Many architects have a system to streamline reviewing and approving change orders so that necessary scope adjustments can be made without derailing the project. In summary: be as definitive and thorough as possible about the project scope at the outset, and realize that “if you want to add scope later, it will cost more and take longer”. Architects wish clients knew that a focused, well-defined scope is one of the biggest favors you can do for your project’s success.
Permitting and Regulatory Hurdles
Clients are often surprised by how much time and effort permits, codes, and regulations can add to a project. From the architect’s perspective, navigating the regulatory maze is a huge part of the job, and one that absolutely cannot be skipped or rushed. In commercial and public projects, you’ll typically need approvals from various authorities (building permits, zoning approvals, fire/life safety checks, accessibility compliance, environmental impact assessments, etc.). Each of these comes with paperwork, reviews, and often waiting periods. Architects want clients to be aware that before any construction can begin, the necessary permits and approvals must be secured, and this step is crucial to ensure the project complies with all laws and building codes. Skipping it isn’t an option; building without proper permits can lead to stop-work orders, fines, or even the forced removal of unapproved work.
Plan for Permitting Time
The permitting phase can be one of the most unpredictable in terms of timeline. In some locations, a simple interior renovation might qualify for over-the-counter permits that take only a few weeks to process. In other cases, say a brand new building or a complex public facility, full permit reviews can take several months as plans are checked by multiple departments. Your architect can help estimate the timeframe by identifying what types of permits are needed (for instance, a plumbing or electrical permit vs. a full building permit, special use permits, etc.).
Generally, you should be prepared for weeks or even months of permit review after the construction drawings are completed. During this time, there may be back-and-forth as plan reviewers request clarifications or revisions (a normal part of the process). Architects often use the waiting period to advance other aspects of the project (such as interior design details or ordering long-lead materials), but the fact remains: permits can become a bottleneck and are often outside the architect’s direct control. Being mentally and financially prepared for this will reduce frustration.
Regulations Shape the Design: Beyond timing, regulatory requirements fundamentally shape what can be designed and built. Zoning laws dictate things like building height, footprint, parking counts, and even aesthetic factors in some districts. Building codes and life safety codes influence occupancy limits, exit requirements, structural strength, fire protection, accessibility for disabled persons, and much more.
Clients may come in with a wish list that simply isn’t feasible under the given site or code constraints. As one architect wryly noted, “Not all your dreams can fit in that space.” A feature that might be perfectly fine on a larger lot or under a different zoning category could be prohibited on your site. For example, if you envision a 150-seat auditorium but the space has only one exit corridor, the fire code will limit the occupancy until a second exit is added. Architects often have to get creative to satisfy client desires within the confines of regulations.
This is why early in the design, the architect will research zoning and code “red flags”, to find out if any aspect of the vision would violate rules and require a change of approach. Clients should trust their architect when they raise such issues; it’s not about squashing the dream, but finding a compliant way to achieve it.
It’s worth highlighting that a good architect is your ally in the permitting process. They speak the language of codes and can advocate for your project with plan checkers or zoning boards. Much of an architect’s work happens behind the scenes: reviewing code books, filling permit applications, coordinating with engineers on compliant solutions, and responding to officials’ comments.
In fact, architects spend a significant portion of their time on coordination and administrative tasks, one estimate says around 40% of an architect’s time can be devoted to project management and regulatory compliance rather than pure design. This is crucial for a smooth project execution, even if it’s invisible to the client.
So, when clients wonder “What’s the holdup?”, architects hope they remember the intricacies of permitting and approvals. The advice from architects: engage early with the permitting process, be patient with the required bureaucracy, and respect the expertise your design professionals bring in ensuring your project is safe, legal, and built to code. It may not be the most glamorous part of a project, but it’s absolutely essential for a successful outcome.
Embracing Design Flexibility and Adaptability
While it’s important to define a clear scope and goals, architects also wish clients knew the value of flexibility in design. Successful projects strike a balance between having a strong vision and being adaptable to new insights or constraints. Architects often discover creative or more efficient solutions during the design process, and a client who is open-minded can benefit tremendously from this.
As one architecture firm notes, the most successful clients are those who are “excited to explore new ideas, break from the status quo, and accomplish something great”. In practical terms, this means being willing to consider design alternatives you hadn’t originally imagined, if the architect shows they better meet your needs or respond to site conditions.
Flexibility is especially important when dealing with evolving requirements or unexpected challenges. For instance, you may start a project thinking you absolutely need a brand-new building, but studies might reveal that an adaptive reuse or renovation of an existing structure achieves your goals at lower cost and with less environmental impact. Architects have seen clients initially hesitant about a different approach end up with a “more successful and sustainable project” by renovating instead of building new, all because they kept an open mind to the architect’s suggestions.
Another example is planning for the future: in public projects or larger developments, architects often create a master plan, and they want clients to realize that “master plans are living documents.” Needs can shift over time (think of how office designs changed to accommodate remote work), and a good design can evolve to meet emerging needs. Embracing this idea allows for innovative, long-term solutions rather than rigidly sticking to an initial snapshot of the plan.
Being flexible doesn’t mean you can’t have non-negotiables. By all means, prioritize what matters most to you (for example, perhaps flexible collaborative spaces are a must-have for your office project). Communicate those clearly. But for other aspects, trust your architect’s expertise and the iterative design process. Often, initial concepts are just a starting point. As the design is refined, your architect will integrate technical requirements, budget realities, and creative insights that might change some details. Clients who understand this are less likely to be disappointed by tweaks and more likely to enjoy the journey of the design unfolding. It’s normal for drawings to go through many revisions, that’s the process working as it should.
In summary, architects wish clients knew that clinging too tightly to a preconceived design can be limiting. By staying open to alternatives, whether prompted by regulatory feedback, budget constraints, or a spark of creative innovation, you increase the chances of ending up with a building that truly fits your needs and context. As one firm put it, “keep an open mind and trust the process”, while still balancing your vision with a “healthy dose of reality” about budget and maintenance. This collaborative flexibility often yields the best value and a project outcome that exceeds what you originally thought possible.
The Importance of Communication and Collaboration
At the heart of any successful architecture project is strong communication and collaboration between the client and the project team. Architects consistently say that projects thrive when clients are engaged in the process, responsive in decision-making, and trusting of professional guidance. Building a commercial or public project is a team effort, it involves the owner (client), the architect, engineers, contractors, and often many stakeholders or end-users. When everyone works in a collaborative spirit, challenges are resolved faster and the end product benefits.
Active Participation and Time Commitment
Architects appreciate clients who make time for regular meetings and discussions. Throughout design and construction, there will be many decisions to be made and issues to review. It’s vital that the client (or a designated representative) is available and prepared for these interactions. As the American Institute of Architects points out, a building owner is expected to participate in kickoff workshops, visioning sessions, design reviews, and more, sometimes bringing other stakeholders (staff, community members) into the conversation as needed. Before even starting, clients should anticipate this time investment and “make time for meetings,” communicating within their own organization that this will be a priority.
Efficient, timely communication, returning calls, providing feedback by deadlines, keeps the project moving smoothly. In construction, it’s often helpful for the client to appoint a single point of contact or a project manager on their side. This person can interface with the architect and contractor daily, relay questions or decisions from the client’s leadership, and keep information flowing quickly. Architects find that having a dedicated representative prevents bottlenecks and ensures nothing falls through the cracks when the pace of construction picks up.
Honest and Open Communication
A mantra to remember is “communication is key”. Clients should feel free to ask questions, and likewise should share concerns or changes in needs as soon as they arise. For example, if budget constraints change mid-project, letting the architect know immediately allows the team to adjust the plan proactively. Surprises or hidden information are the enemies of a project, architects wish clients would voice issues early so they can be resolved, rather than staying silent and unhappy.
Many architects and builders schedule regular progress meetings or calls during construction (weekly or biweekly). Attending these and having candid dialogues keeps everyone aligned. During such meetings, you might review schedule milestones, address any recent challenges, and plan next steps. When communication lines are open, problems can be anticipated and solved collaboratively rather than turning into crises.
Collaboration and Trust
Collaboration isn’t just about frequency of communication, but also the quality of the partnership. Architects do their best work when clients trust their expertise and respect their professional insights. This doesn’t mean blind agreement with everything, healthy discussion and even debate can improve the project, but it does mean recognizing that you hired a professional for their knowledge. Today’s clients have a lot of information at their fingertips (thanks to the internet, HGTV, etc.), which is a double-edged sword. While it’s great for clients to be informed, architects sometimes find that misinformation or “analysis paralysis” from too many outside opinions can lead to unnecessary second-guessing. One architect noted that the “vast array of instantly available information … sometimes makes a client feel artificially wiser,” resulting in endless arguments, only to eventually find that the professional advice was correct all along.
The takeaway is that mutual trust is critical. As architect Aamer Taher emphasizes, “the client and the architect must have confidence in the other”. When you as a client trust your architect’s training and intentions, you allow them to focus on designing the best solution for you, rather than constantly having to justify every decision. And when an architect trusts that a client will be forthcoming and reasonable, they are more likely to go the extra mile to meet the client’s goals. This mutual confidence fosters a positive, creative working environment.
In practice, collaboration might look like this: the client brings deep knowledge of their organization’s needs and the vision for the project; the architect brings design skill, technical knowledge, and creative problem-solving. Together, through dialogue, sketches, models, and meetings, they iterate towards a design that satisfies both aesthetic desires and practical requirements.
During construction, if an issue arises (say an unexpected site condition or a change order request), the team, client, architect, and contractor, discusses it openly, weighs options (cost, time, quality impacts), and agrees on a solution. When things go well, the client-architect-contractor team functions almost as a single unit working toward a shared goal. Projects where this team synergy exists are typically delivered more smoothly and with all parties satisfied.
To summarize, architects wish clients understood that they are not just service providers but partners in a creative, complex process. Through clear communication, active collaboration, and mutual trust, the likelihood of a successful project increases dramatically. As one commentary noted, with “open communication, both parties can navigate the intricate landscape of architecture and ensure that every project meets expectations while respecting the realities of the process.” In other words: talk, listen, respect each other’s expertise, and work together, it’s the simple formula behind even the most complex building projects.
Conclusion
Planning a commercial or public building project involves much more than choosing a design and breaking ground. Experienced architects want clients to enter the process with eyes wide open about the practical realities. By understanding the importance of realistic budgets, adequate timelines, well-defined project scope, the complexities of permitting, the need for flexible design thinking, and above all the value of communication and collaboration, clients can avoid common pitfalls and set their projects up for success.
The overarching theme from architects is education and alignment: a client who is informed about these facets becomes an empowered partner in the project. When clients grasp these key points before a project begins, it “bridges the gap” between aspiration and execution. The result is a smoother process, fewer unpleasant surprises, and a final building that fulfills the client’s vision while staying on budget, on code, and on time (as much as reality allows).
In the end, architects and clients share the same goal, a successful project. The insights above, drawn from years of architectural experience, are essentially architects saying to clients: help us help you. With realistic expectations, open minds, and collaborative spirits, clients and architects together can create outstanding buildings that both meet functional needs and inspire for years to come
