The team leader is the key to a successful development project. One of those leadership roles is educating the clients and the entire design team about what the real project expectations are. This can relate to the design process, communication issues, project management, invoicing schedules, deliverables, and the final outcome of a project. If I say it will be done in 4 months, what will actually be done? This needs to be defined. If we are talking about constructing a large building but the reality is only 2/3 of what you want can be built, we need to let you know. We are not trying to sell you on un-accomplishable goals. The best truth we can give you is what we want to do. There will never be a perfect project. Getting as close to that as we can is our goal.

As the team leader, we do our best to keep the projects moving forward; unfortunately, we do not have control over many of the issues that can creep up on any particular project. Government rules change. Engineering consultants might not be able to meet their deadlines. Clients change their requirements, do not respond in timely manner, and or do not pay their bills on time. All of which can affect schedules. Building materials and the construction processes keeps getting more complicated with new rules and prices keep going up at deferential times. Quality control is getting harder with our recessions taking their toll on the experience of our work force.

As owners, project managers, and team members, each party needs to keep all this in mind. Giving the truth to our clients, the real truth as we know it, can really help keep expectations in check so what is required can get accomplished with the least amount of friction within the entire design process.