How we approach a project.
| Topic | How we work |
|---|---|
| Before we start | We set what we do, what we do not, and what we are relying on. |
| During the project | Once a week we send a short status: what is done, what waits on you, where we see risk. |
| Changes | If something material changes, we write an annex: timing and fee before we continue. |
| Delivery | Every stage ends with defined documentation. |
Writtenscopebeforewestart.
Before we start we sign an agreement: what is in the job, what is not, and what we are relying on. If any of that proves wrong, plan and fee change upfront.
- · Included: which papers and drawings belong to which stage.
- · Excluded: what we explicitly do not do.
- · Assumptions: inputs whose change triggers an annex.
Weeklywrittenupdates.
Once a week a short note: what is done, what waits on you, where we see risk.
We schedule a meeting when a decision is needed. Routine status goes in writing.
Projectstagesequence.
Stages follow in order: site review, concept, permit, documentation, delivery. We move on only when the previous stage is confirmed and you decide to continue.
Services catalogue shows what each stage delivers.
Checksbeforedelivery.
Before delivery we align drawings and disciplines once more. We hand over documentation only after an internal review.
Riskswetrack.
- Procedure delays. We send status weekly, even when nothing has changed.
- Scope creep. Changes are recorded in an annex.
- External collaborators. Roles are written upfront.
Changeswithoutsurprises.
Change is fine. Change without a trail is not. A request outside the agreement follows three steps:
- We assess impact on timing and fee, in writing.
- You approve or decline, in writing.
- Approved change becomes an annex.
Iftheprojectpauses.
Stages end with a document. If you pause, the documentation stays with you. Work resumes from the last finished stage, after checking what changed in the meantime.
Howwelookatthefee.
Before signing you know three things: what our work costs by stage, which costs go to third parties, and what we still estimate as a range. Payment follows stage delivery.
On more complex investment projects we connect architectural decisions with project stages, risks and the requirements of other specialists. More: Architecture for investment projects.
Tell us about your project: site and what you need.
Common questions.
Why don't you work in only one phase?
We do, when it makes sense. Often it is better to go in sequence because each stage feeds the next. That means less rework and less confusion about who decided what.
How fast do you respond to an enquiry?
We answer a short written enquiry with the site, phase, and what you want to achieve within 48 business hours. If the project is not for us, we say so straight away.
What does weekly reporting mean at TENET?
While a phase is active we send one short written status a week: what is done, what is in progress, what waits on you, and where we see risk. We schedule meetings when a decision cannot close by email.
What is written scope before signing?
It is the agreement on paper: what is in the job, what is not, and what we are relying on. If something in that turns out wrong, plan and fee change upfront, not after the fact.
Do you arrange loans or financing?
No. Credit, tax and legal advice stay with the bank, lawyer and other authorised parties. We do architecture and coordination, within what we agreed.
Can you guarantee a permit approval timeline?
No. Authorities set those timelines. We keep the quality and completeness of what we submit and we say in the plan what depends on others.
Can we work in parallel with another architect?
Rarely, and only with a written division of work. It must be clear who answers for what, or decision trails break.
What if we want to accelerate the procedure?
We can speed up where we work. Authority timelines follow the procedure. We name those limits upfront, without false promises.
Tell us about your project.
Location and a short description are enough for a first reply.