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Principles of an Architectural Design

Architecture is an art of designing and constructing buildings. Architectural design starts by drawing lines by a pencil. Wecan say that drawing lines is the base of an architectural design. There are following two very basic and important

principles regarding to architectural design.

Function follows form

Form follows function

These principles are very important in architectural designing and planning. Every architect should follow one of them orboth principles in its design. It will be successful design then.

Function follows form:

Function follows form is a principle associated with classic architecture, and it is also being used in government buildingsThe concept of this principle means something created according to its functions. We dont cons ider its form at initialstage of architectural design.

Form follows function:

Form follows function means something is created in a manner, which allows it to perform its function. Think of yourears. They're ugly if you think about it long enough, but their form is just right to catch sound waves and funnel thosewaves into your head.

Architects are building our society advanced as the time passing. They are trying to secure the lives of people fromenvironmental disasters such as earthquake, floods, storms, etc. it is very possible to change the environment byarchitectural design.

Architectural Design Elements:The principles of design control the relationships of the elements used and set up the composition as a whole. Successful

design incorporates the use of the laws and elements to serve the designer's aim and visual goals. There are no rules fortheir use. The designer's purpose and objective drives the decisions made to obtain harmony between the elements.

The principles of design consist of:

Unity

Harmony

Contrast

Repetition (rhythm, pattern)

Variety (alternation)

Emphasis (dominance or focal point) Balance

Proportion (scale)

Functionality

Proximity

Decluttering, organization and harmonization of accessories

Lighting coloration

And much more

Architectureis a team-working process and rarely a lone activity. There is always aclientand there is always aninterpreter of thatclients needs. The relationship betweenclientandarchitectis fundamental, and the establishment of a

professional and trusting relationship between the two is the bedrock of every successful project.

Creatingarchitectureinvolves art and beauty, science and engineering, values and beliefs, friendship and team-working. Itis one of lifes rewarding activities, bringing together a wide range of personalities, skills and expertise. It is an advent ure

for theclient, thearchitectand their team.

It is important to place that adventure within a sound organisational andcontractualcontext so that proceduralcomplications do not derail the principal activity. A simple, clear, legally-defined understanding of what is involved will

benefit the whole process, avoid conflict and help clarify the interrelationships and responsibilities of all the partners

involved incommissioning, designing and building a project, large or small.

Architecturalservices can be procured by a multitude of routes, however, they generally involve certain core activities:

1. Receiving and understanding thebrief, agreeing how to proceed and gathering data.

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2. Feasibility studiesand assessment.3. Concept design/ outline design.4. Design development.5. Construction data6. Constructionprocurement.7. Inspection.8. Post-occupancy evaluation

This article focuses on the first four stages leading up to the preparation of a scheme design suitable for making aplanning application.

Receiving and understanding thebrief, agreeing how to proceed and gathering data.

Every project has aclient, whether this is the community at large, an experienced developer or a newclientcommissioningtheir first project. Everyarchitecturaldesign process should begin with a series of meetings and

discussions with theclient.

Abriefingfrom aclientmight be a formal meeting addressing overall development objectives, with a writtenbrief, siteplans and legal documentation issued to thearchitect. Or, it might be a conversation in a pub about a development idea

and a discussion about how to address a design problem, with a simple A4 photocopy of a survey plan, handed over by theclient.

It is important to realise that both situations are in fact formal meetings, both should be minuted and both may form thestart of a sound and enjoyable working relationship. In both cases thearchitectreceivesinstructions, advises theclient

how to prepare and proceed and amasses data on the site and project.In both cases, thearchitectwill need to formally receive theclientsinstructionsand confirm thoseinstructionsback to the

clientin writing.

Thearchitect, having absorbed the implications of the initialbriefingfrom theclient, should advise them of their legal andCDMresponsibilities and also of the need for otherconsultants, including an idea of when they will be required. On asmall, simple project, no otherconsultantsmay be necessary untilfeasibility studiesand appraisals have been carried out,

whereas a large, complex project is likely to require additional expertise early on in the process.

Thearchitectshould advise theclientof their fees and of likely time-based and fee-based work and at what stages feeswill be payable. This should be confirmed in writing and agreed with theclient. At the same time thedesignershould also

collect all available data, both formally via theclientand their legal team and also by visiting the site or development areaNo design work is required at this stage.

It is also the moment to reflect on the wider social issues that a potential project raises. Whereas accepting a commissionfor a health clinic or a school may raise few issues, taking on projects which imply a significant risk of pollution, projectsof a military nature, and animal and crop testing laboratories can all invoke strong public reactions, and the ethical issuesthey raise and the particular pressures they may bring to a practice require careful consideration. If an architectis not

comfortablewith the potential objectives and impact of a project, they should not take it on.

Feasibility and assessment

The next stage is sometimes called feasibility and sometimes appraisal. Feasibility and appraisal are in fact the sameactivity.

Large development companies often carry out their own appraisal and feasibility work with a quantity surveyors adviceand prepare an in-depthbriefon the basis of that appraisal. Anarchitectis often asked simply to participate in this processrather than to lead it. However,clientsof smaller projects with less internal resource oftenappointanarchitectto

undertake initial appraisal activities, including area study options and assessment of implied costs and development

strategies.Having understood theclients introductorybrief, thearchitectexplores whether theclients demands (often couched interms of area and use-type) can be accommodated on a given site.

A typicalbrieffrom aclientmight be posed as a series of questions, for example:

Can I achieve a viable area of 10,000 sqm of offices and 2 residential penthouses on this ex-industrial site, next to thecanal, within the likely planning constraints of the area and its historic context?

Or alternatively:

Do you think I could getplanning permissionfor a family house and design studio in this sloping woodland on the edgeof an historic village on a site which only has track access t o an old barn?

Thearchitectmay, in discussion with theclient, generate several alternative strategies for developing a site, exploring theadvantages and disadvantages of various options and then agreeing the best way forward. This is a process of strategic

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assessment of development possibilities, often with a preferred direction selected. Much of this work will bediagrammatic, and at this stage is not anarchitecturaldesign.

Thearchitectandclientmay then commission additional advice, such as planning advice, expertise on rights of light,engineering advice, or other specialist services depending on the complexity of the project. The need to commission otherconsultantsearly in the process will often be determined by the scale and location of a development and also by the

clients familiarity with the site and the local area. A large -scale development with underground constraints will almostcertainly require engineering expertise in the early stages, whereas a residence in a traditional street may not. Bothhowever may require an understanding of local authority or otherstatutory consulteepositions.

At this stage theclientsbriefis likely to expand, partly from the conclusions of feasibility appraisals but also fromknowledge gained by research into planning precedents, legal issues, engineering data and the technical constraints andnature of the project.

Given the new knowledge generated by a feasibility and assessment exercise and parallel research, it is important tocapture and agree how thebriefhas evolved and to formally agree and freeze thebrieffor the next stage of work, whichis when the real design process begins.

Concept design/ outline design

The feasibility or appraisal stage is generally considered to be about quantum, use and viability, rather than how adevelopment is designed or conceived.

Concept design(or outline design) requires that thearchitectgrapples with the real issues of form and bulk, scale andmass and the generic appearance of a building within its surrounding urban context, resolving and encapsulating the

principles of the scheme.Concept designimplies an idea, or range of ideas, a development approach, a guiding concept

and a design intent. It resolves the issue of what and how much and begins to set the stage for understanding how.Concept designexplores the resolution of thebrief, implied or set out in the feasibility and assessment stage. Theconceptual approach places the quantum of development intelligently on the site.

It is vital that thearchitectand theclientagree the objectives and outcomes of theconcept designprocess in advance.Concept designcan be simply a series of sketches, ideas and explorations, or it can go into considerable depth, including

design illustrations, indicative plans, sections and elevations and 3D models of a development approach.Concept designcan also be an iterative process where, through a series of design meetings, thearchitectmodifies the concept, adjustingand narrowing down a broad-brush approach toward a more precise, well-illustrated concept, capable of beingmeaningfully discussed, not only with theclient, but also with external partners, planners, engineers and other interested

parties.

As a result, thearchitects time commitment often gets stretched trying to satisfy aclients evolving requests as they betterunderstand their own project and thearchitecturalconcept. This is why it is so important that both theclientand thearchitectunderstand and agree the deliverables required, the work involved and the fees and other costs that will becharged.

Concept designis seldom a Eureka moment where a single idea pops into the head which resolves everything. It isvirtually always a series of iterative explorations, a testing of ideas, resulting in a satisfactory resolution of often

conflicting criteria, whether aesthetic, organisational, technical, financial, social or contextual. A successful conceptdesignis one that fulfils most of the criteria that theclient, thearchitectand the team judge to be important.

Aconcept designmay be summarised in a few simple sketches - but those sketches will have implicit behind them muchprioritisation, evaluation, team andclientdiscussion and decisions. Synthesisingconcept designproposals is a creativeprocess. Earlier there was a problem to be solved and a possible diagrammatic approach, now a possible solution or designdirection exists; a concept has been captured, so the project is able to move forward.

It is here that the plan form, volumetry,architectureand overall shape of the building is set, not in great detail, but

captured in essence. Theconcept designshould encapsulate the spirit, form, principal aesthetic and technical principles ofthe overall project within its urban context , the real constraints of its site and local legislation.

From thisconcept design, there is sufficient information, either described or implicit, to prepare a generic cost overviewbased on floor areas, use types, likely forms of construction, facade treatments, parking, access, building performancecriteria and technical systems. Concepts for external site treatments and landscape may also be included.

With the recent increase in emphasis on early public participation in the design process, the material generated may alsoserve as the basis for informal community consultations. Consultations may be organised by the clientandarchitecturalteam in coordination with the local authority, and provide valuablefeedbackprior to the formal public scrutiny of a

planning application.

Concept designcan be undertaken on a time-charge basis, as a fixed fee or as part of a full architecturalservicescontract.In each case the fee basis should be agreed with theclientbefore committing to significant amounts of work.Architects

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are often asked to prepare a concept for no fee on the understanding that they will be nominated as thearchitectlater if theconcept is accepted and pursued. This should be resisted.Concept designis a valuable service and should be properlyremunerated.

Design development

Concept designproposals are followed by design development. The term scheme design also captures the intent of thestage.

At this stage, thearchitecturaldesign of the project is developed and defined in detail sufficient to illustrate via plans,sections, elevations and 3D imagery, the overall form and fabric of the project and its detailed layouts, spatial

arrangements, facades, overall appearance and range of construction materials and finishes.The design is sufficiently developed to generate detailed quantities and cost information for the overall appearance,structure, services, finishes, external works and landscape.

At this stage, detailed consultations with local authorities andstatutory authoritieswill be carried out. The materialproduced is the basic requirement for adetailed planning submission. This submission describes thearchitectureof the

project and, if approved, becomes a binding legal document to which theclient, thearchitectand the construction teammust adhere.

Aplanning approvalgrants permission for aclientand their design and construction team to construct the building. The

planning approvalgives theclientcertainty and captures real development value, allowing them to raise capital against theapproved scheme. Theplanning approvalallows theproject teamto proceed with the delivery of the scheme as a physicalreality.

Architectureis not only the art and science of developing a good design for aclientbut also the skill of bringing that

design to fruition as a real building.

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