The revision framework
Keep feedback flexible without letting the scope become unlimited.
A healthy revision process gives clients enough room to refine the design while protecting the studio from endless redesign, reopened decisions and additional deliverables that were never included in the original agreement.
01ScopeKnow exactly what was agreed.
02ApprovalsClose decisions before moving on.
03ChangeIdentify what is genuinely new.
04CommercialPrice extra work before delivery.
Chapter 01
01 · Define the original scope clearly
01List every included room, area and deliverable before work begins.
02Define the level of detail expected for each project phase.
03State what is specifically excluded.
04Clarify whether procurement, styling, site coordination or contractor management are included.
05Use the signed scope as the reference point when new requests appear.
06Keep the wording specific enough that both studio and client can recognise a scope change.
Chapter 02
02 · Separate revision from new scope
01A revision adjusts an agreed design direction.
02New scope adds a new room, service, deliverable or major design direction.
03Minor refinements should not be treated the same as complete redesigns.
04Create examples so clients understand the difference.
05Use the distinction consistently across proposals and project communication.
06Do not absorb new scope just because it appears during a revision round.
Chapter 03
03 · Set revision rounds
01Define the number of included revision rounds per phase.
02State whether feedback must be consolidated.
03Clarify what happens after included rounds are used.
04Explain that late changes may affect timing.
05Track revision rounds internally.
06Do not reset the revision count when the client changes direction.
Chapter 04
04 · Collect feedback properly
01Ask clients to send consolidated feedback.
02Use one agreed channel for review comments.
03Group comments by room, item or drawing.
04Clarify unclear requests before starting work.
05Record approvals and requested changes.
06Do not build from scattered voice notes, emails and messages at the same time.
Chapter 05
05 · Require decision-makers to align
01Identify everyone who must approve the design.
02Ask clients to resolve conflicting internal feedback before sending revisions.
03Do not treat multiple opposing opinions as one revision request.
04Keep approval authority clear.
05Record who approved major decisions.
06Explain that conflicting late feedback can create additional work.
Chapter 06
06 · Track approvals
01Record approved concepts.
02Record approved layouts.
03Record approved materials and products.
04Record approved technical drawings where relevant.
05Record approval dates.
06Keep approved versions easy to retrieve.
07Use approvals to protect against revisiting previously closed decisions.
Chapter 07
07 · Lock completed phases
01Mark phases as approved before moving forward.
02Explain that reopening a completed phase may affect fees and timing.
03Keep issued-for-approval versions archived.
04Do not quietly update downstream work after major late changes.
05Assess the impact before agreeing to reopen work.
06Create a formal change request when needed.
Chapter 08
08 · Identify scope creep early
01Watch for extra rooms being added.
02Watch for repeated additional sourcing requests.
03Watch for extra meetings or site visits.
04Watch for contractor coordination beyond the agreement.
05Watch for new drawing packages.
06Watch for requests to redo already approved work.
07Flag scope creep while it is small rather than after hours have accumulated.
Chapter 09
09 · Respond to extra requests calmly
01Acknowledge the request.
02Explain whether it falls inside or outside the agreed scope.
03State the impact on fee or timeline.
04Give the client a clear option to proceed.
05Do not sound defensive.
06Keep the conversation factual and tied to the agreement.
Chapter 10
10 · Price additional work before starting
01Estimate the extra time or deliverables.
02Choose hourly, fixed-fee or add-on pricing.
03State the additional fee clearly.
04State any timing impact.
05Get written approval.
06Do not begin the extra work first and discuss pricing afterward.
Chapter 11
11 · Handle major direction changes
01Confirm exactly what has changed.
02Identify which previous decisions are now obsolete.
03Assess which drawings, selections or documents must be redone.
04Estimate the additional work.
05Reconfirm the project timeline.
06Treat major redesigns as additional scope rather than a normal revision.
Chapter 12
12 · Manage late changes
01Explain that changes become more expensive later in the process.
02Identify downstream documents affected.
03Check procurement impact.
04Check contractor impact.
05Check schedule impact.
06Confirm additional fees where required.
07Record the client's instruction before revising issued work.
Chapter 13
13 · Protect technical drawing work
01Define how many drawing revisions are included.
02Separate design revisions from coordination updates.
03Clarify consultant responsibilities.
04Track revisions caused by client changes separately from consultant coordination.
05Mark issued drawing versions clearly.
06Do not overwrite important previous issues.
Chapter 14
14 · Manage FF&E changes
01Track approved products and finishes.
02Record client-requested replacements.
03Flag restocking or cancellation risks.
04Check new lead times.
05Update budget implications.
06Keep discontinued or rejected selections archived.
07Do not order changed items until approval is clear.
Chapter 15
15 · Manage procurement changes
01Define the cut-off point for order changes.
02Explain cancellation and restocking limitations.
03Track deposits and non-refundable orders.
04Confirm any client-authorised substitutions.
05Record supplier change fees.
06Separate design responsibility from supplier or shipping delays.
Chapter 16
16 · Use a formal change request
01Describe the requested change.
02State why it is outside the original scope.
03List affected deliverables.
04State the additional fee.
05State any schedule impact.
06Include client approval.
07Attach the change request to the project record.
Chapter 17
17 · Keep revision history organised
01Use version numbers or dates.
02Archive superseded files.
03Label approved versions.
04Record client comments.
05Record what changed between versions.
06Keep the current working version obvious.
07Avoid relying on filenames like final, final2 and final-final.
Chapter 18
18 · Track the commercial impact
01Revision hours.
02Additional-fee revenue.
03Unbilled extra work.
04Hours lost to rework.
05Margin by project.
06Number of change requests.
07Which project phases generate the most scope creep.
Chapter 19
19 · Know when to pause work
01Required feedback has not been provided.
02Decision-makers are not aligned.
03Additional scope has not been approved.
04An overdue payment materially blocks progress.
05A major change makes current work obsolete.
06Critical project information is missing.
07Communicate the pause clearly and state what is needed to restart.
Chapter 20
20 · Build a repeatable revision system
01Use standard revision language in proposals.
02Use approval checkpoints.
03Use a change-request template.
04Track revision rounds.
05Track approved versions.
06Review scope status in project meetings.
07Train team members to flag extra work before doing it.
Revision vs scope change
Know which category the request belongs to.
Included revisionRefine.
Adjustments to an agreed concept within the included revision rounds, such as changing a finish, refining a layout or replacing one selection.
Additional revisionExtend.
Further revisions after the included rounds have been used, usually priced at an hourly or fixed additional fee.
Scope changeExpand.
A new room, service, major redesign, extra drawing package or reopened approved phase that materially increases the work required.
Simple change request
Every additional-scope approval should answer four things.
01 · What changed?RequestDescribe exactly what the client wants added or changed.
02 · What is affected?DeliverablesList the drawings, selections, meetings or project phases impacted.
03 · What does it cost?FeeState the additional commercial fee before starting.
04 · What happens to time?ScheduleConfirm whether the project programme changes.