“High-quality Baukultur is elusive, but it is neither a subjective matter of taste, nor a purely formal issue. The individual experience of the quality of a place varies depending on the living situation, on prosperity or poverty, age and lifestyle. Yet common denominators and values of high quality can be defined and objectively assessed. Quality is a dynamic concept and depending on the time chosen, an assessment made about the quality of a place may be different. The specific situation must be considered.”

The Davos Baukultur Quality System, 2018

In other words, the idea of quality is complex and dependent on context. The expectations of the various stakeholders in a project can vary, or even diverge, depending on their respective perceptions and needs. Their expectations can change over time and space and may be expressed ahead of, during and after project implementation. Quality must therefore be appreciated in a collaborative manner, at all stages of a project: from planning through to conceptualization and completion, and over its full life cycle.

From this perspective, implementation of quality begins with the project vision statement and manifests itself during all stages of completion, using strategies selected to promote attainment of the objectives established. 

One exemplary action in the area of environmental responsibility (e.g., an urban farming initiative led by a social reintegration community group) may have positive impacts on crisis resilience (e.g., food security), economic efficiency (e.g., revenues from processing and marketing of fresh products), equity, diversity and inclusion (e.g., empowerment of members of a vulnerable population) or health and wellness (e.g., sense of accomplishment, skills development). 

Strategies and actions to help achieve these major objectives can be incorporated into any project. The key is evaluating, ahead of time and in a concerted manner, and/or acting in order to have the greatest possible impact. The project’s Quality Vision must then be effectively communicated and implemented.

Investments in time and resources at key moments in the process not only foster creativity and innovation; they also mitigate the direct and indirect future financial risks that result when challenges are deficiently addressed early in a project.

Too often, there is a desire to do things quickly with limited resources, and projects soon become obsolete. That desire stems from poor understanding of the potential returns on investment during the process.

Over the very short term, projects that are rushed through the planning or design stages can become severe social, environmental and financial burdens (e.g., public outcry, lack of traction in the market, high operation and maintenance costs, obsolescence, renovations). Investing in quality is thus a wise choice for the long term.

Proportionally, the additional effort required to implement a quality approach at the planning and design stages typically equates to 5% of the total project costs. And the decisions made at this step in the process have an enormous incidence on subsequent operation and maintenance costs.

In fact, the share of planning and design expenses declines when measured against the lifecycle costs of a project and not simply the construction cost (which is the standard basis for calculating professional fees).

“Lifecycle assessment is a method for evaluating the quality of projects over the long term. It enables evaluation of the impacts and costs involved in all stages of a product’s life, i.e., from extraction of raw materials to their processing, manufacturing, distribution, use, repairs and maintenance, and ultimately their disposal or recycling.”

CIRAIG, 2022