As part of my research and gathering of information required by an impending application for registration I checked the files of a project I on which our office was the head of the design team and read over much of the correspondence.
Minutes of meetings were sent to all the design team members, the contractor, attendees from nominated sub-contractors offices and the client as a matter of course.
Follow up correspondence was sent to nominated sub-contractors, design team members and the contractor but not necessarily to the client, unless input was required in order not to shower the client with paperwork.
The client was always advised in writing by our office as the head of the design team regarding matters of professional fees, projected costs, additional costs arising from variations, specific hold up items and resolution of items which had been dragging.
Depending on the stage of the project, follow-on correspondence originated from either the undersigned or the interior designer or both.
We had the client install a fax to allow for rapid communication in the event an instruction or re-design was needed urgently to allow briefing/approval proceed in a professional manner.
Many of the matters discussed in meetings were the subject of conversations devising resolutions prior to the meetings or shortly afterward there were very few fractious meetings because of this.
Cost overruns were the subject of some correspondence, for example a letter that referred to the number of drawings issued by one of the design team members as being nearly double the previous estimate of work.
This prefaced an application for additional fees consequent on variations to the work required by the client and necessitating input which I had formally requested at the time due to changes occurring due to the variations.
It was my job as head of the Design Team to bring this matter to the client's attention and agree in principle the note of additional fees.
The client was made aware by me from the start that additional professional fees were likely to arise if significant variations arose.
These days records left by text and e-mails are admissible in court, and the provisions of the Electronic Commerce Act 2000 in place to support the legality of electronic documents.
I cannot therefore see how the client could NOT have known of the problems arising in the subject project.
Unless they were out of the country in a place without e-mail connectivity AND no mobile coverage.
Even still, there is usually a postal service.
Maybe he was on the Arctic Tundra.
Its a mystery to me.
ONQ.
[broken link removed]
All advice on AAM is remote from the situation and cannot be relied upon as a defence or support - in and of itself - should legal action be taken.
Competent legal and building professionals should be asked to advise in Real Life with rights to inspect and issue reports on the matters at hand.
Minutes of meetings were sent to all the design team members, the contractor, attendees from nominated sub-contractors offices and the client as a matter of course.
Follow up correspondence was sent to nominated sub-contractors, design team members and the contractor but not necessarily to the client, unless input was required in order not to shower the client with paperwork.
The client was always advised in writing by our office as the head of the design team regarding matters of professional fees, projected costs, additional costs arising from variations, specific hold up items and resolution of items which had been dragging.
Depending on the stage of the project, follow-on correspondence originated from either the undersigned or the interior designer or both.
We had the client install a fax to allow for rapid communication in the event an instruction or re-design was needed urgently to allow briefing/approval proceed in a professional manner.
Many of the matters discussed in meetings were the subject of conversations devising resolutions prior to the meetings or shortly afterward there were very few fractious meetings because of this.
Cost overruns were the subject of some correspondence, for example a letter that referred to the number of drawings issued by one of the design team members as being nearly double the previous estimate of work.
This prefaced an application for additional fees consequent on variations to the work required by the client and necessitating input which I had formally requested at the time due to changes occurring due to the variations.
It was my job as head of the Design Team to bring this matter to the client's attention and agree in principle the note of additional fees.
The client was made aware by me from the start that additional professional fees were likely to arise if significant variations arose.
These days records left by text and e-mails are admissible in court, and the provisions of the Electronic Commerce Act 2000 in place to support the legality of electronic documents.
I cannot therefore see how the client could NOT have known of the problems arising in the subject project.
Unless they were out of the country in a place without e-mail connectivity AND no mobile coverage.
Even still, there is usually a postal service.
Maybe he was on the Arctic Tundra.
Its a mystery to me.
ONQ.
[broken link removed]
All advice on AAM is remote from the situation and cannot be relied upon as a defence or support - in and of itself - should legal action be taken.
Competent legal and building professionals should be asked to advise in Real Life with rights to inspect and issue reports on the matters at hand.
