The design phase establishes the trajectory of a project. Long before ground is broken, the most important decisions are made. Budgets are aligned, timelines and shaped and discussions surrounding long-term performance take place.
Yet too often, solutions are made before the right questions are asked. As problem solvers, it is natural for answers to be offered quickly. However, opportunity is often missed when assumptions are not challenged and motivations are not clarified.
Whether you are a client, developer, investor, or part of the design team, the following five questions should be asked during the design phase. Equally important, the reason behind each question must be understood.
1. Why Are We Doing This?
Every successful project is anchored in purpose.
Before square footage is finalized or aesthetics are debated, the core reasoning must be defined. What problem is actually being solved? Is a real operational issue being addressed? Is long-term value being increased? Or is the project being influenced by perception, habit, or internal bias?
When this question is not asked thoroughly, clarity is lost. Scope begins to drift. Resources are allocated inefficiently. Conversely, when the “why” is clearly articulated, decisions are filtered through a shared understanding of purpose.
It must also be considered whether preconceived outcomes are being held too tightly. If the design team presents a solution that differs from the original expectation, is it being evaluated objectively?
As owner Todd Stone has said, “Stepping back and asking the WHY is most important.” That discipline ensures that energy is invested in solving the right problem, not simply the most visible one.
2. What Does the Data Tell Us?
In today’s environment, information is abundant. However, clarity is not guaranteed. Therefore, reliable data must be identified and interpreted responsibly.
This question matters because early decisions have financial and operational consequences that last for decades. Market projections, demographic trends, user surveys, and construction cost data should be evaluated carefully. At the same time, assumptions must be questioned and sources must be verified.
Strong decisions are supported by disciplined inquiry. For example:
- Are growth projections supported by verified regional data?
- Have realistic cost escalations been incorporated into the budget?
- Is user feedback being gathered directly from stakeholders?
- Are comparable projects being evaluated honestly, including lessons learned?
When credible data is paired with professional experience, risk is reduced and strategy is strengthened. Without it, decisions are shaped by speculation rather than evidence.
3. Who Are We Doing This For?
Architecture is not created for drawings. It is created for people.
Therefore, the intended audience must be clearly identified. Is the project serving veterans, students, healthcare patients, members, employees, or an entire community? What do they value? What do they prioritize? Would they see this initiative as meaningful?
If the end user is not clearly defined, the design will drift. Amenities may be added that do not serve the core audience. Budget may be allocated to features that do not increase engagement. Operational challenges may be overlooked, but when user priorities are studied and respected, alignment is strengthened. The project gains purpose. Stakeholders are more likely to support it.
This question matters because long-term success is measured by impact. If the people being served do not embrace the space, the investment will not reach its full potential.
4. When Should This Be Completed?
Vision must be grounded in reality.
Timelines influence consultant coordination, permitting processes, funding cycles, and procurement strategies. Therefore, a realistic completion target should be defined early, and backward planning should be conducted thoughtfully. This question matters because compressed schedules without proper planning often create avoidable tension. Quality can be compromised. Costs can increase. Team morale can suffer.
It should be evaluated whether the project is already behind schedule. If so, efficiencies may need to be identified. Phasing strategies, early contractor involvement, or alternative delivery methods may be considered. Additionally, the right partners must be engaged at the appropriate time to reduce friction later.
When expectations are established clearly and proactively managed, confidence is built across the entire team.
5. Where Is This Best Served?
Location shapes viability.
It should be asked whether the project is aligned with its setting. Is there authentic demand in this community? Would the initiative generate stronger engagement in a different environment? Can the design be adjusted to better respond to local context?
This question matters because even a well-designed building can struggle if it is disconnected from its surroundings. Conversely, when a project responds thoughtfully to place, it builds ownership and momentum. Challenging conversations may arise during this evaluation and direction may need to be adjusted. However, that willingness to reassess strengthens the outcome.
As Stone has shared, “The more we question assumptions, the better and stronger every project will be, or at least you will be able to realize when you are going down a dead end.” Recognizing a dead end early protects both time and capital. It allows a team to regroup and move forward with greater clarity.
A Process That Defines the Outcome
Architecture is the visible result of a disciplined and collaborative process. While tensions may arise, alignment is built when assumptions are tested and motivations are clarified. When purpose is defined, data is validated, users are understood, timelines are structured, and location is evaluated, the design phase becomes strategic rather than reactive. Ultimately, strong projects are not the result of quick answers. They are the result of thoughtful questions asked at the right time.
The strongest projects begin long before construction. They begin with thoughtful dialogue, attentive listening and disciplined planning. If you’re exploring what’s next, let’s sit down and ask the right questions together.
