Getting Comfortable Together — How this started and what matters most

• Tell us briefly: what triggered this project right now (site acquisition, board-approved capital plan, lease-driven urgent need, other)? Options: Site acquisition, Board-approved capital plan, Lease-up / occupancy deadline, Regulatory compliance, Renovation need, Other
• Who will be our day-to-day point of contact and who should we loop in for technical clarifications?
• How would you describe the emotional weight of this project to your team—critical for business growth, a routine asset upgrade, politically sensitive, or something else? Options: Critical for business growth, Routine upgrade, Politically sensitive, Underserved asset rescue, Other
• What three things absolutely must be true at handoff (e.g., occupancy date, budget limits, tenant build-out flexibility)?
• Have you worked with an architecture firm recently? If yes, what one lesson from that relationship would you change now?

Who Holds the Keys? — Deciders, influencers, and the people with veto power

• If the project goes off-schedule or over-budget, who would ultimately be held accountable—and how would they be judged?
• List all active decision-makers and stakeholders we must satisfy (select all that apply). Options: VP of Real Estate / Development Director, CFO / Finance Lead, CEO / Executive Sponsor, Board members / Trustees, Facilities Director, Asset Manager, GC / Construction Partner, Legal / Compliance, Local community representative, Other
• Who on that list has final sign-off authority for hiring an architect, approving the fee, and signing contracts?
• Are there any silent influencers or external reviewers (e.g., lenders, joint-venture partners, major tenants) whose opinion tends to sway the board? Options: Lenders, JV partner, Anchor tenant, Municipal planner, None, Other
• How available are key decision-makers for design workshops and milestone reviews? (Be candid: daily, weekly, monthly, only for board milestones.) Options: Daily / highly available, Weekly, Monthly, Only for major milestones / board meetings, Hard to schedule

What Are You Really Buying? — Beyond fee: the criteria that win the work

• We often see firms win on a shiny portfolio but lose on delivery—what would feel like non-negotiable proof that an architect will minimize delays and change orders for your project?
• How do you prioritize the following when evaluating firms? (Rank or select up to three top drivers.) Options: Relevant portfolio of similar building types, References from GCs who built the designs, Principal-in-charge personal commitment, Fee level / competitive pricing, In-house MEP & BIM capacity, Speed to permit, Risk-sharing / liability terms
• Which single reference outcome would most persuade you—on-time permit approval, fewer than X% change orders, or completed occupancy by date? Options: On-time permit approval, Change orders under 3% of construction value, Completed occupancy by agreed date, Strong PI involvement throughout CA, Other
• When you check references, what three specific questions do you always ask past owners or GCs?
• Are there non-negotiable licensing, insurance, or compliance checks we must meet before you consider us a finalist? Options: Local licensure, Insurance minimums, Professional liability limits, Security clearances, Bonding capacity, Other

Deadlines That Can't Move — Understanding your real schedule pain

• Tell us plainly: if the permit or construction schedule slips three months, what concrete business impacts happen (loss of rent, missed lease-up, contractual penalties)?
• What are the project's anchor dates we must protect (select all that apply and add dates where known)? Options: Board approval date, Planning commission hearing, Permit application submittal, Start of construction, Contractor mobilization, Lease commencement / occupancy date, Other
• How flexible are those dates—fully fixed, firm with minor wiggle room, or negotiable depending on trade-offs? Options: Fully fixed, Firm with minor flexibility, Negotiable with trade-offs, Unknown / to be determined
• Do you have a documented milestone calendar (e.g., board checkpoints, lender draw schedule) we can align against? If yes, please attach or summarize.
• If confronted with a permit delay, which mitigation would you prefer: accelerate design phasing, accept partial occupancy, or invest in additional consultant resources to chase approvals? Options: Accelerate design phasing, Accept partial occupancy, Add consultant resources, Renegotiate contractor schedule, Other

Boardroom and Politics — The approvals and people you can't ignore

• How politically sensitive is this project to your board or stakeholders—are there reputational risks that make design decisions more contentious? Options: High sensitivity / reputational risk, Moderate sensitivity, Low sensitivity, Unsure
• Who typically presents design updates to the board, and what level of detail do they expect (concept images, financial impacts, zoning risk analysis)? Options: CEO / Executive Sponsor, VP Real Estate / Development, Architect-led presentation, External consultant, Other
• What materials or deliverables does the board require to approve moving from programming to schematic design (examples: precedent portfolio, budget reconciliation, planning risk memo)?
• Have past projects faced board pushback that forced redesigns—what triggered the objection and how was it resolved?
• Is there a board member or executive who champions bold design versus one who prioritizes conservative budget control? Please identify and describe their perspective. Options: Champion for bold design, Champion for conservative budget, Mixed views across board, No clear champion

Money, Fees, and Who Owns the Risk — Clarifying commercial expectations early

• If presented with a lower fee but higher risk of redesign/change orders, would you accept it to save short-term costs or prefer higher fee with stronger coordination guarantees? Options: Lower fee, accept higher redesign risk, Higher fee, reduce redesign risk, Open to hybrid / milestone-based, Undecided
• Which fee model does your organization prefer for architectural services? Options: Fixed fee by phase, Percentage of construction cost, Time & materials, Milestone / deliverable-based, Success-fee / risk-sharing hybrid
• What minimum principal-in-charge level of involvement would reassure your team (e.g., PI attends all board reviews and stays through CA)? Options: PI attends all major reviews and CA, PI attends board & key milestones only, Senior director delegated to lead day-to-day, Unclear / negotiable
• Are there specific liability, insurance, or indemnity terms your legal team requires that might change our standard engagement?
• How do you prefer milestone payment cadence to be structured relative to permit milestones and construction starts? Options: Aligned to design phase completions, Tied to permit approvals, Linked to board approvals, Custom schedule per client preference

Hidden Constraints and Past Lessons — What we've learned from projects that looked similar

• What known site or zoning quirks exist (setbacks, FAR limits, parking ratios, flood plain, historic overlays) that have caused surprises in the past?
• Have previous entitlement attempts or design efforts for this site failed or required major redesign? If so, what were the primary causes? Options: Setback or massing objections, Parking or loading conflicts, Neighbor/community opposition, Environmental or geotech issues, Other
• Which consultant relationships have historically caused coordination headaches (structural, MEP, civil, traffic, landscape)? Are you open to us leading an integrated consultant roster? Options: Structural, MEP, Civil, Traffic/transportation, Landscape, Geotech, Owner prefers existing consultants, Open to integrated roster
• Describe the last time a project you owned encountered costly change orders—what went wrong and what could have prevented it?
• What level of tolerance do you have for budget variance during design (select one)? Options: Under 2% variance, 2–5% variance, 5–10% variance, Greater than 10% variance

Readiness to Move — Aligning next steps and what commitment looks like

• If we showed a phased approach that secured zoning clarity quickly and reduced redesign risk, how likely would you be to proceed with a programming study now? Options: Very likely, Somewhat likely, Unsure, Unlikely
• What documents or approvals do you need from us to take your next internal step (examples: scope & fee proposal, PI bio, precedent book, risk memo)? Options: Scope & fee proposal, Principal-in-charge CV / bio, Precedent portfolio, Zoning / risk memo, Reference contacts, Insurance certificates
• Who else must be included in the next meeting (internal stakeholders, lenders, JV partners, municipal contacts)? Please name and describe their role.
• Realistically, when can you commit to a short-list decision between firms and an agreed start date for a programming study? Options: Immediately / within 2 weeks, Within 1 month, 1–3 months, 3+ months, TBD
• What would make you lose confidence in an architect during the first 60 days (e.g., missed deadlines, poor coordination, lack of PI involvement) — please rank concerns. Options: Missed deadlines, Poor consultant coordination, Lack of PI involvement, Unclear communications, Budget slippage

Getting Oriented: Tell Us About the Site

• What is the site address, parcel ID, or legal description we should reference?
• Who currently owns the site and what is the acquisition status? Options: Already owned by client, Under contract, Option to purchase, Land lease, Other
• How large is the site (acreage or buildable square feet) and how do you currently measure usable area?
• What existing improvements are on the site and are any scheduled for demolition? Options: Vacant lot, Existing building(s) to be demolished, Partially occupied building, Surface parking, Other
• Is there a single document or source (survey, ALTA, entitlement plan) we should review first? Please attach or name it.
• When you walk the site, what’s the first thing you notice that always matters in decision-making?

If This Site Could Break Your Schedule, How Would It Do It?

• Which permit, review board, or approval process do you believe has the most potential to add months to the schedule? Options: Planning Commission/Design Review, Building Department plan check, Environmental review/CEQA/NEPA, Historic Preservation Commission, Zoning variance/rezoning, Other
• Has this parcel previously encountered unexpected delays in review or appeals? Tell us the story and the delay length.
• What are the specific zoning constraints we must work inside (e.g., FAR, height limit, setbacks, parking minimums)?
• How confident are you in the current zoning interpretation and who has provided that guidance? Options: High — written determination on file, Moderate — verbal guidance from planner, Low — unclear / conflicting interpretations, None — need analysis
• If a planning commissioner told your project to 'go back to the drawing board,' what aspect would you fear they'd focus on most?

Where the Numbers Always Fight Design

• What single budget assumption do you feel most protective of (hard cost per SF, total project cap, contingency, other)? Options: Hard cost per SF, Total project budget, Soft costs cap, Contingency percentage, Tenant improvement allowance, Other
• Please state the current project budget by category if available (site, hard construction, soft costs, FF&E, contingency).
• What contingency percentage do you plan to hold through construction administration? Options: <5%, 5–7.5%, 7.5–10%, 10–15%, >15%
• Have you experienced scope creep on past projects that materially increased cost? Describe one example and its root cause.
• Which stakeholders (CFO, board, investors) are most likely to gate or reduce scope if costs trend high? Options: CFO/Finance, Board of Directors, Investment Committee, Asset Manager, Other
• How would you prioritize budget trade-offs if we must shave cost: reduce program SF, lower finish level, delay non-critical systems, or change structure? Options: Reduce program SF, Lower finishes, Delay non-critical systems, Change structural approach, Other

Program Tensions: What Must Fit Where

• Which program element will trigger the hardest conversations about layout, adjacency, or SF—what keeps people arguing? Options: Core tenant space, Amenity spaces, Loading/service areas, Parking ratios, Retail frontage, Mechanical penthouse, Other
• List the must-have program elements and any strict square-footage or adjacency requirements for each.
• How much flexibility do you have on program (e.g., convertible floors, future expansion, shared amenities)? Options: Very flexible, Somewhat flexible, Limited flexibility, No flexibility
• Are there non-negotiable program elements driven by tenants, regulations, or brand standards? Describe them.
• Do you expect occupancy density or tenant type to change within 3–5 years? If so, how might that affect mechanical, egress, or core planning? Options: Yes — higher density expected, Yes — change in tenant type, No significant change expected, Unsure
• Which program conflicts have caused redesigns on past projects and what was the compromise?

Hidden Site Realities: What's Not on the Plat

• What buried, off-record, or environmental constraint would surprise a new team stepping onto the site?
• Which of the following documented site risks do we already have reports for? Options: Geotechnical report, Phase I/II environmental, Floodplain or FEMA map, Utility capacity study, Topographic survey, None available
• Have there been previous remediation, easement disputes, or court cases affecting buildable area? Explain briefly.
• Are there critical utilities at capacity (water, sewer, power) and who would need to be engaged to confirm upgrades? Options: Water, Sewer, Electric/Power, Gas, Telecom, Stormwater
• How long have you known about these risks and which ones have been deprioritized despite being unresolved? Options: Known <3 months, Known 3–12 months, Known >1 year, Unknown until now
• If we had to prioritize one investigation first (geotech, utilities, environmental, title/easements), which would you choose and why? Options: Geotechnical, Utilities capacity, Environmental, Title/easements, Other

Who Pulls the Levers — Decision Roles and Their Pain

• Who inside or outside your organization can veto major design decisions, and why might they do so?
• Which of these stakeholders requires direct, repeated engagement during entitlement and design? Options: Executive leadership (VP/CFO), Board or investment committee, Local planning staff, Community/neighborhood groups, Major tenants, Lenders/underwriters
• What are the top three questions these decision-makers will ask before signing off on schematic design?
• How do these stakeholders prefer to be briefed—high-level memos, design mockups, cost models, or in-person presentations? Options: One-page executive memo, Design/visual mockups, Cost model with contingencies, Workshops/presentations, Other
• Tell us about a decision moment that went sideways in a previous project—what was the trigger and emotional fallout?

Contractor and Constructability Concerns

• If a general contractor reviewed the current concept today, what would they call out as the biggest constructability risk?
• Which delivery methods are you considering or have used (Design-Bid-Build, CMAR, Design-Build, IPD)? Options: Design-Bid-Build, Construction Manager at Risk (CMAR), Design-Build, Integrated Project Delivery (IPD), Other
• Do you have preferred or prequalified contractors and does that list include MEP/BIM-capable firms? Options: Yes — prequalified GC list, Yes — select preferred GC, No — will issue RFP, Unsure
• Have constructability reviews or trade coordination issues driven change orders on past projects? Share one example and its % cost impact.
• What level of BIM and MEP coordination do you expect in construction documents (clash-checked federated model, 3D intent only, 2D with coordination notes)? Options: Federated clash-checked model, 3D coordination model with limited clash checks, 2D documents with coordination notes, Not specified
• Would you like us to lead an early constructability workshop with a GC? If so, who should attend? Options: Yes — involve preferred GCs, Yes — involve local subs, Not at this stage, Unsure

Timeline Landmines: Permits, Meetings, and Unknown Delays

• Which milestone slipping by even one month would cause you the most pain (lease-up, financing close, permit issuance, tenant move-in)? Options: Lease-up/occupancy, Financing close, Permit issuance, Tenant move-in, Construction start
• What is your non-negotiable occupancy date and what flexibility—if any—exists around it?
• How long have similar local projects taken through entitlement and permit approval in your experience? Options: <6 months, 6–12 months, 12–18 months, >18 months, Varies widely
• What public outreach or community engagement would be required and who typically leads that effort? Options: Developer led, Architect/consultant led, Shared responsibility, Third-party engagement firm, None required
• Have you budgeted for schedule contingencies driven by permitting? If so, how many months? Options: None, 1–3 months, 3–6 months, 6–12 months, >12 months
• Which single regulatory relationship would you prioritize strengthening to reduce schedule risk?

If Everything Went Right, What Would Day One Look Like?

• When the building opens, what three success signals will you point to in a board update to prove the project was worth it?
• Which of these metrics matter most to you at delivery? Options: On-budget vs. approved budget, Permit milestones met, Occupancy date met, Quality/finish level, Post-occupancy satisfaction
• What acceptance criteria will you use to sign-off major milestones (design freeze, permit submission, issuance, construction completion)?
• If you had to name the single biggest thing our team could do now to keep you calm through delivery, what would it be?
• What documents, drawings, or studies do you already consider essential to include in the permit package? Options: Architectural plans, Structural drawings, MEP plans, Civil/site plans, Geotech report, Environmental report, Traffic study
• Realistically, what would make you feel comfortable moving from programming into schematic design—what must be resolved first?

Quick Snapshot: Where We Are Right Now

• What's the project name and primary site address?
• What's the single most important deadline driving this project (occupancy, lease commencement, board approval, etc.)? Options: Firm occupancy/lease date, Board approval date, Permit milestone, Construction start, Soft opening, Other
• Who is the executive sponsor who will sign off on permit packages and major design tradeoffs? Options: VP of Real Estate, CFO, Development Manager, Director of Facilities, Board committee, Program Manager, Other
• Which phase best describes where you are right now? Options: Schematic Design, Design Development, Construction Documents, Permit Submission, Bidding, Construction Administration, Other
• What hard-cost budget band should we use for decision-making in this phase? Options: < $5M, $5M–$15M, $15M–$50M, $50M–$150M, > $150M, Not yet defined
• Who on your team will be the daily point of contact for CD decisions and permit coordination? Options: Development Manager, Director of Facilities, Owner's Project Manager, External PM/Program Manager, Other

What's the Real Permit Wildcard?

• Which single zoning, community, or regulatory issue would most likely derail your planned schedule if it went wrong?
• Which reviewing authorities and agencies will have approval or plan-check responsibility for permits? Options: City Planning/Zoning, Building Department/Plan Check, Historic Preservation Commission, Environmental Agency, Traffic/Transportation, Utility Providers, Special Districts (e.g., flood control), Other
• Has the site had prior entitlements, variances, appeals, or conditional approvals that we must honor or address? Options: Yes — approved, Yes — pending, Yes — denied, No history, Unknown
• If prior entitlements exist, briefly summarize the outcome, conditions, or open issues.
• Which community or commission stakeholders are most likely to request design changes (setbacks, massing, parking reductions, etc.)? Options: Neighborhood association, Planning Commission members, Historic board, City staff planners, Transit/traffic agencies, No significant stakeholders known, Other
• What latent site constraints are you worried could reveal themselves during permitting (easements, soils, utilities, hazardous materials, floodplain)? Options: Easements or rights-of-way, Steep slopes or topography, High groundwater/floodplain, Contaminated soils/underground tanks, Existing structures to demolish, Undocumented utility conflicts, None identified, Unknown
• How much additional contingency time should we assume for extended plan-check or discretionary review to protect the occupancy milestone? Options: No extra time, 2–4 weeks, 1–3 months, >3 months, Unsure

Who's Actually Owning Delivery Risk?

• Which firm or role will you hold personally accountable if a permit delay or coordination error costs the project time or money? Options: Architect — Principal in Charge, General Contractor, Owner/Developer, Lead Consultant (e.g., Civil/Structural), Program Manager, Other
• Please list the consultants you plan to include on the permit set and whether each is fully contracted (name, role, contract status).
• Which consultant roles are still open or tentative? Options: Structural Engineer, Civil Engineer, MEP Engineer, Landscape Architect, Geotechnical Engineer, Traffic Engineer, HazMat/Environmental, Cost Estimator/Quantity Surveyor, Permit Expeditor, Other
• Who will be responsible for BIM coordination and clash resolution for the permit/CD set? Options: Host in-house BIM team, Consultant BIM lead, GC's BIM team, No BIM coordination planned, Undecided
• Do any consultants lack experience with this jurisdiction or this building type and scale? Options: Yes — please identify which, No, Unsure
• If yes, which consultants and what specific experience gaps should we mitigate?

Where Do Change Orders Sneak In?

• What single quiet decision or assumption on past projects most commonly turned into a costly change order?
• Which of the following have historically triggered cost or schedule creep on your projects? Options: Late program changes by owner, Incomplete existing conditions, MEP coordination failures, Unforeseen site conditions (soils/underground), Regulatory redesigns after review, Contractor value-engineering requests, Manufacturer/material lead-time issues, Other
• Tell us about a change order that materially impacted schedule or NOI—what happened and who accepted responsibility?
• What percentage contingency has been set aside specifically to cover design-risk-driven change orders? Options: 0–2%, 3–5%, 6–10%, >10%, No contingency defined
• How would you like potential scope changes to be surfaced and approved during the CD phase? Options: Weekly change log with formal approvals, Board-level approvals for changes above threshold, Owner PM approval via RFI log, Email approvals with documentation, Other

If We Could Freeze One Thing Today...

• What's the one element you are unwilling to compromise once CDs are issued (program, parking count, facade language, core/egress, budget threshold)?
• Which of these items must be signed off before we release the permit package? Options: Final program/room sizes, Site plan / zoning compliance, MEP schematic and loadings, Structural basis of design, Geotechnical report and recommendations, Civil utility plans, Life-safety/egress plan, Cost estimate reconciled to budget
• Who (name and role) from the owner's side must sign each of those items to consider them frozen?
• Are there board, lender, or entitlement conditions that explicitly govern when CDs can be released? If so, summarize them. Options: Yes — list next, No, Unknown
• If yes, summarize the condition(s), required documentation, and key deadlines.
• What objective acceptance criteria would you need to see to feel comfortable signing off on permit-ready CDs?

How Tight Do You Want the Controls?

• If we could shave two weeks off the schedule by reducing QA, how much additional risk of rework or change orders are you willing to accept? Options: Acceptable up to 1% of construction cost, Acceptable up to 3%, Acceptable up to 5%, Not acceptable — prefer no increased risk, Unsure
• Which QA/QC steps do you expect as a minimum before we issue CDs? Options: Internal BIM coordination clearance, Peer design review by senior staff, Code compliance review, Third-party constructability review, Independent cost reconciliation, Permit-set completeness checklist, Other
• How many BIM clash-detection cycles would you like documented and signed off before permit submission? Options: 1 cycle, 2 cycles, 3 cycles, More than 3 cycles, None required
• Which tools or channels should we use for RFIs, submittals, and permit tracking to keep you confident? Options: Dedicated RFI/CM software (Procore, Plangrid, etc.), Shared project channel (Teams/Slack) + document repo, Email + shared drive, Owner's PM tool (specify), Other
• Who in your organization will own daily QA sign-offs and vendor/GC coordination (name and role)?

Agreeing on Next Steps So We Don’t Reopen the Brief

• If a major approval milestone slips, what is the maximum schedule slip you will accept before pausing work and reassessing? Options: Less than 2 weeks, 2–4 weeks, 1–2 months, >2 months, Wouldn't pause — proceed with mitigation plan
• What contractual milestones or payment triggers should be tied to the permit package acceptance or CD release? Options: Payment on CD issuance, Payment on permit submission, Holdback until permit approval, Retention for ASIs/errors, Performance milestones for consultants, Other
• Who has final authority to approve issuance of CDs and direct the permit submission (name/role)?
• What reporting cadence and content would keep you informed and confident during pre-deployment (meeting frequency, dashboard items)? Options: Weekly status with risk log, Biweekly progress + cost snapshot, Monthly milestone report, Milestone-driven only, Other
• Are there absolute stop conditions that would prevent CD release (e.g., missing geotech, missing insurance, unresolved entitlement)? List them.
• Assuming the pre-deployment checklist is satisfied, what should be included in the contractor handoff package? Options: Full CD set with coordinated BIM model, Record of design decisions & assumptions, Maintenance/operations information, As-built coordination drawings (later), Approved permit documents and conditions, Manufacturer submittal lists / long-lead items, Other
• What would be the single best signal—after permit submission—that you can relax and consider the project on-track?

Opening the Door: What Brought You Here?

• What's the primary trigger that launched this project? Options: Site acquisition, Board-approved capital plan, Lease expiry / repositioning, Tenant commitment, Regulatory or compliance need, Other
• How clearly defined is the program today (rooms, SF by use, adjacencies)? Options: Fully defined, Mostly defined with a few unknowns, High-level program only, Not defined yet
• What is your target occupancy or operational date? Options: Fixed date with penalties if missed, Desired date with some flexibility, No firm date yet, Phased occupancy
• Do you have any existing studies, surveys, or schematic work we should start from? If yes, which documents?
• Who feels the most pressure internally about this project's success (title/team)? Options: VP Real Estate / Development, CFO / Finance, Facilities Director, CEO / Executive Sponsor, Asset Manager, Other

If This Project Slipped 3–6 Months, What Breaks First?

• Imagine the schedule slips three months—what consequence would feel most damaging to your organization? Options: Loss of lease-up revenue, Board confidence / funding risk, Tenant or lender penalties, Operational disruption, Reputational impact, Other
• How have past schedule delays shown up—lost tenants, financing issues, or internal political fallout? Tell us a recent example.
• Which milestones do you view as non-negotiable to protect that date? Options: Permitting milestones, GC selection, Long-lead equipment procurement, Board approvals, Tenant fit-out signoffs
• If we had to prioritize between speed to permit and finishing every aesthetic detail in design development, which would you choose? Options: Speed to permit, Full aesthetic resolution upfront, Balanced compromise, Unsure
• What buffer (weeks/months) would you like to build into the schedule to feel comfortable? Options: None — aggressive, 4–8 weeks, 2–3 months, 3+ months, Unsure

Who's Really Pulling the Levers?

• Do you have clear decision-makers and delegates identified for this project today? Options: Yes—roles & authorities documented, Mostly—some gaps, Not yet
• Please list the titles or names of the people who must sign off on: program, budget, fees, and permits.
• How frequently are those stakeholders available for design reviews or steering meetings? Options: Weekly, Bi-weekly, Monthly, Ad hoc / as needed, Hard to schedule
• What evaluation criteria will your team and board use to pick an architect (select all that apply)? Options: Portfolio of similar buildings, References from GCs, Principal’s personal commitment, Fees, In-house MEP/BIM capabilities, Regulatory success record
• Who will be the single point of contact from your side for day-to-day decisions, and how empowered will they be?

Where the Money Lives and Who's Willing to Defend It

• Is the project's capital budget a firm number the team must hit or a target subject to trade-offs? Options: Firm must-hit, Target with some flexibility, Range identified, Not defined
• Please provide the budget guardrails you’re working within (hard number or range).
• What contingency level do you typically plan for design and construction (select one)? Options: <5%, 5–10%, 10–15%, >15%, No standard contingency
• When budget pressure emerges, which levers are you most willing to pull? Options: Reduce scope or program, Value engineer finishes, Delay non-critical phases, Increase budget, Seek alternative delivery method
• How does your CFO or finance committee evaluate fee versus risk—are they comfortable paying more to avoid change orders? Options: Prefer lower fees, accept some risk, Willing to pay premium to reduce risk, Evaluate case-by-case, Unsure

What Will Planning Commissioners Love—or Make Us Redo?

• From your perspective, what are the single biggest zoning or entitlement risks on this site right now? Options: Setbacks and massing, Parking and loading, Height limits, Historic preservation concerns, Neighborhood opposition, Environmental constraints, Other
• Have you had prior entitlement attempts, variances, or denials on this property? If so, what happened and when?
• Are there known site constraints we must accommodate (easements, utilities, soils, floodplain, hazardous materials)? Options: Yes—detailed reports exist, Yes—known issues but not fully studied, No known constraints, Unsure
• How important is a zoning-up approach that maximizes density versus a conservative approach to minimize review time? Options: Maximize density, Minimize review time, Balanced approach, Unsure
• Who in the community or local government do we need on our side, and which relationships are already established?

If We Don't Coordinate MEP/BIM Upfront, How Much Will It Cost You?

• What percentage of past project value did change orders or rework represent when coordination was poor? Options: <1%, 1–3%, 3–5%, 5–10%, >10%, Don't know
• Which coordination failures have caused the most pain historically (select up to three)? Options: MEP clashes, Structural/architectural conflicts, Insufficient details for GC, Specification gaps, Late issued addenda, Other
• How important is it to you that the architect provide in-house MEP and a robust BIM production team? Options: Critical — must have in-house, Very important, Nice to have, Not important
• If we proposed staged BIM coordination checkpoints tied to milestone payments, would that increase your confidence? Options: Yes—strongly, Somewhat, Not really, Unsure
• Tell us about a coordination success story or failure—what specifically made it succeed or fail?

How Will You Know We Hit Success?

• What are the top three success signals you need at project close (e.g., permit issued, occupancy date met, budget variance within X%)?
• Which single metric would you use to report this project's success to the board? Options: On-time occupancy, On-budget to within tolerance, Minimal change orders, Tenant satisfaction, Regulatory approval without conditions
• What budget variance tolerance would you accept while still calling the project a success? Options: 0–2%, 2–5%, 5–10%, >10%, Depends on trade-offs
• Are there non-financial success signals that matter—sustainability targets, community benefits, or design awards? Options: Sustainability targets, Community benefits, Design recognition, Operational efficiencies, None of the above, Other
• How would you prefer us to report progress and early warnings (frequency and format)? Options: Weekly written update, Bi-weekly meeting, Monthly dashboard, Ad hoc alerts for issues, Combination

Who Do You Want on the Team and How Deep Should Their Commitments Be?

• How important is meeting these team expectations: principal-in-charge continuity, verified references, and licensed presence in jurisdiction? Options: All critical, Two of three critical, Some matter more than others, Not critical
• Which references would you like to check (select all that apply)? Options: Developers with similar scale, GCs who built the designs, Facility managers who operated the buildings, Owners who tracked change orders, Other
• What level of principal commitment do you expect during design and construction (e.g., weekly involvement, milestone reviews, or just initial pitch)? Options: Weekly involvement, Milestone-driven engagement, Available for escalations only, Full-time embedded, Other
• Which consultant roster items are mandatory from day one (civil, traffic, geo, MEP, structural, landscape)? Options: Civil, Traffic/parking study, Geotechnical, MEP, Structural, Landscape/urban design, Other
• Do you require specific insurance or licensing thresholds before we begin—professional liability limits, local registration, or bonds? Options: Yes—details provided, Yes—general thresholds, No specific requirements, Unsure

If We Built the Wrong Thing, What Would It Cost You?

• How have scope changes historically been handled—approved change orders, budget reallocations, or scope freezes? Options: Change orders with approvals, Budget reallocation, Scope freezing, Project stalls, Other
• What percent increase in construction cost would trigger a major re-evaluation of the project for your board? Options: <2%, 2–5%, 5–10%, >10%, Board will decide case-by-case
• Which program elements are absolute must-haves that cannot be value-engineered away?
• If we proposed phased scope or early-permit strategies to protect critical dates, how comfortable would you be with that approach? Options: Very comfortable, Somewhat comfortable, Hesitant, Not comfortable
• How would you like change-order governance to work—who signs off and what thresholds require board approval?

Before We Sign Anything, What Would Make You Say Yes?

• Which fee structures would you consider acceptable (select all that apply)? Options: Fixed fee (phased), Percentage of construction, Time & materials with cap, Incentive / milestone bonuses, Hybrid
• What minimum liability and licensing assurances must be in the contract for you to proceed?
• Would milestone-based payments tied to permit submission and approval increase your comfort? If so, which milestones matter most? Options: Schematic sign-off, Permit submission, Permit approval, CD issuance, Bidding/GC award
• How important is an explicit principal-in-charge staffing commitment in the contract versus a less specific leadership clause? Options: Critical—must be contractual, Prefer but not mandatory, Not necessary, Unsure
• Are there non-negotiable contractual items (e.g., indemnity caps, IP license, schedule liquidated damages) we should know now?

Anything Else We Should Shine a Light On?

• What’s one recent decision your team made on another project that you wish you could change—and why?
• Are there internal political or board dynamics we should be mindful of during presentations or approvals? Options: Yes—sensitive dynamics, Some politics but manageable, No major issues, Unsure
• How would you rate your current comfort level with moving to an initial programming engagement with our team? Options: Ready now, Ready with minor clarifications, Need additional internal alignment, Not ready
• If we were to propose a two-week programming study to test feasibility, what would be the single biggest criterion for you to say yes?
• Who else on your team should be included in follow-up meetings to keep momentum?