Quality Control/Quality Assurance for Architects

The adoption of quality control standards brings a measured uniformity to your firm’s practice. It can also be a demonstrative factor in establishing performance that meets the standard of care. Firms without any quality control standards or procedures are often left at a loss to explain why a particular employee or group within the firm missed something or failed to follow a seemingly understood procedure.

However, the adoption of too detailed a manual or list of procedures can have the opposite effect. The quality controls may, in fact, alter the applicable standard of care. Furthermore, once adopted, the failure to follow the standards and/or procedures outlined in the manual can create a presumption that a firm’s, or its employees’, performance was negligent.

Furthermore, as AI tools have revolutionized the way many of us will work, your QA/QC procedures need to address the integrated use of generative AI.   There must be appropriate checks and balances by actual persons.   AI should not be seen a replacement for human effort, but as a complimentary assist confirmed as part of the exercise of the Standard of Care.

Therefore, it is imperative to take care in adopting and using quality control standards that incorporate the foregoing so as to meet the ongoing needs and reality of your firm and the ever-evolving practice of architecture.

General Requirements

Quality control standards should set forth the general requirements that will guide employees in performing professional services.  In terms of its contents, as a minimum, the Quality Control Manual must include the following:

• The firm’s policy that describes the firm’s commitment to quality.
• An explanation of the firm’s documentation structure.
• Policy statements demonstrating management’s intention to comply with an industry standard and/or contractual requirement. These policies must include:
  • How management expects firm operations to function.
  • Who is responsible to implement these expectations (by function or job title).
  • Where and when the policies are applicable within the organization.
  • What interdependencies exist between functions and processes.
• Reference to the actual “operating procedures” of the firm.
• Assignment of one or more “management representatives” for quality in the organization.
• A description of the firm’s organization (usually in the form of an organization chart, top level of the firm only).

Typically, the key program elements address the following:

• Quality Control Budget – factored into every division and every project.
• Staffing – both in terms of specific project needs and quality control monitoring.
• Incorporation of Basic Checking and Review Procedures – from proposal to contract, schematic design, construction documents, and completion of construction (if applicable).
• Peer Review Procedures – internal and/or external.
• AI use – protocol for generative AI use in contract review, design and construction
• Client Quality Assurance Procedures – contractual requirements and expectations.

Whatever format your firm’s Quality Control Manual takes, be certain to include a disclaimer and limitation language to prevent unjustified reliance by employees, clients, and third parties. A Quality Control Manual is intended as an internal guide for the firm’s principals, associates, administrators, and managers to assist them in controlling those day-to-day project and contract issues that exist in almost every office.

The standards and procedures are meant as guidelines only – the provisions contained are not a substitution for, or modification of, specific contract requirements. Nothing in a Quality Control Manual is intended to create a warranty, either express or implied, to the professional services rendered by a particular firm. Lastly, it is not meant to replace or modify the applicable standard of care governing the performance of services on any given project.