Shakespeare Knew What a Real Architect Was: a Design-Builder!
This is inspired by Dave’s research and drafts of his upcoming book about the rebirth of the architect in the design-build model.
In Shakespeare’s Henry IV, Part 2 (this is the third of a four–play series), there is a scene where opponents of King Henry IV are conspiring and making plans to depose the king. In a dialogue between the rebels, Lord Bardolph uses the common building process of the time as an analogy to being prepared for the revolution they are attempting. Take a look at the following modern version of the text from Sparknotes: (http://nfs.sparknotes.com/henry4pt2/page_307.html)
“When we want to put up a building, first we survey the land, and then we draw up a set of plans. Then we calculate the cost, and if we can’t afford it, we revise the plans with fewer rooms, or we decide not to build at all. In the great task we’re attempting—the taking down of one kingdom, and the building of another—we have even more reason to evaluate the land and the plans. We must be certain that the foundation is sound, that the surveyor (often an architect at this time) is skilled. We must know precisely what we can afford, how ready and able we are, and we must consider the opposing arguments. Otherwise, it becomes a meaningless exercise: papers and numbers, and names of men rather than real, live men. That’s like drawing up plans for a house you can’t possibly afford, building half of it, and then abandoning the partly-built structure to be ruined by the elements.”
Wow! I read this, and it was an immediate validation of what we do as design-builders. Back in 1598 (around the time this play was written), in the heart of the Renaissance, it was the architect’s job to control the cost of the project. This role and duty was not abdicated or left to a separate professional (such as a general contractor or builder today) to determine what the cost would be.
Later in the 19th and 20th centuries, architects separated themselves from their responsibility to build—and with that, the knowledge of what projects actually cost. This practice has led us to an era where architects often design projects that cost twice the client’s intended budget. This not only wastes a lot of time and money, but, in the end, does not result in a product. Nobody wins.
As we can learn from this insight into a time in which the logical sequence of having a successful project involved calculating its cost, we need to reconsider this important task and not separate it from the design. Accurately estimating costs was historically part of the design of any project and was a factor in what the design ultimately became. This is what we, as design-builders, do and what we are bringing back to the process. We know that in order to build, every project must be financially feasible. We know that if we do our job properly, we will end up with a real space that the client loves, both functionally and aesthetically—not just plans or renderings on paper that can never be realized, or as Shakespeare’s character so accurately states, “a meaningless exercise”.
David Supple is the owner and CEO of New England Design and Construction. He is currently working on writing a book about his experiences and thoughts in the design and construction industry. David is a graduate of Tufts University with a degree in architecture. In California, he trained as an architect for three years, designing, directing, and managing 50- 100,00 square foot renovations. He founded New England Design & Construction in 2005 and became incorporated in 2006, and rapidly expanded the company to servicing the Greater Boston Area. He is an aspiring comedian but currently he only practices with his wife.
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