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—— 15 OCTOBER 2026
How growing architectural practices are strategically resourcing each stage of a project
3 min read · Includes a real conversation with a Canberra-based architectural director
The people you need most at the beginning of a project aren’t always the people you need most towards the end.
In early design, your senior people are making decisions only they can make. By documentation, much of the work is applying those decisions across the drawing set.
In most practices, the challenge isn’t always having enough people.
The trap is that the people who made the design decisions often end up drafting them too, because they know the project best.
That’s when senior time goes into work that doesn’t need it.
You don’t always need to start with an entire project
A director of a small practice recently asked us to help on a large residential and hotel project heading into construction documentation.
Most of the model was done, and he had people helping with sheet setup and drafting. What he didn’t have was anyone who could take on a full documentation package.
“I’ve got guys who will do all the other sheet setups, but they won’t be able to do the packages. So that’s where I would need your help.”
The first task he identified was the façade package: a defined scope he could mark up, while the rest of the project stayed with him.
“I definitely want to do the façade package to start with.”
But it wasn’t only about this project. Starting with one package was a way to see how our teams worked together, with more work to follow if it went well.
“Eventually I want you to do the whole modeling part and the documentation part, and then I control the checking part.”
It highlighted something worth considering:
Working with a delivery partner doesn’t have to begin with a major commitment.
A good first package is self-contained, has a clear end point, and uses your templates and standards, so you see exactly how the other team works with your systems.
Choosing the right approach at different project stages
STAGE 01
When you’re planning a new project
Before committing to a delivery programme, consider what the project will demand from your team at each stage.
Who needs to be involved in the early design decisions? Who will lead coordination? And do you have enough experienced people available when documentation gets underway?
A project might not require additional capacity immediately, but that can change as the documentation workload increases.
The key is to plan for when the work needs to happen, not just how many people you need at the start.
STAGE 02
When a project is already underway
As a project progresses, the workload doesn’t always match the original plan.
Documentation requirements can increase, coordination can take longer than expected, or other projects can start competing for the same people.
Before reallocating work, look at what can realistically be separated from the rest of the project.
Some packages may have a clear scope and deliverables. Others rely heavily on design decisions, ongoing consultant coordination or knowledge held by particular team members.
The question is whether reallocating the work will genuinely help the project progress, without creating unnecessary coordination or review demands.
STAGE 03
When one project is finishing and another is starting
This is a familiar challenge for architectural practices.
Your team is close to completing documentation on one project, but another project needs attention.
The temptation might be to move people across immediately, but the remaining work still needs proper coordination and review.
This is a good time to assess what genuinely requires your existing team’s involvement and whether any clearly defined packages could be handled by additional delivery capacity.
The aim is to keep the finishing project moving while giving the next project the attention it needs.
The goal isn’t to hand off more work. It’s to have the right delivery options available, and know when each one makes sense.