Professional Practice & Entrepreneurship I (ARC 70303)

Assignment 2: Project Report

Koh Jing Fan

0330792

0
Table of Contents
TABLE OF CONTENTS............................................................................................... 1
CHAPTER 1 ADVICE TO CLIENT ......................................................................... 2
1.1 Scenario 1 .......................................................................................................... 2
1.1.1 Verify the Suitability to Take Responsibility of the Job Scope .............. 2
1.1.2 Verify Clear Release of Precious Architect........................................... 2
1.1.3 Copyrights of Works .............................................................................. 2
1.1.4 Faithful Discharge of Duties and Obligations ...................................... 3
1.2 Scenario 2 .......................................................................................................... 4
1.2.1 Engaging Consultants ........................................................................... 4
1.2.2 List of Recommended Consultants ........................................................ 4
1.3 Scenario 3 .......................................................................................................... 6
1.3.1 Communicating Cost and Budget .......................................................... 6
1.3.2 Cost Estimating ..................................................................................... 6
1.4 Scenario 4 .......................................................................................................... 8
1.4.1 Referring to Building By-Law ............................................................... 8
1.4.2 Expediting Construction Works ............................................................ 8
CHAPTER 2 MARKETING FOR ARCHITECTS.................................................. 9
2.1 Strategy 1: Enforce VR in Architecture Practice ............................................... 9
2.1.1 Main Advantages of Utilizing VR as a Marketing Tool ........................ 9
2.1.2 Key Steps in Enforcing VR as a Marketing Tool ................................... 9
2.1.3 Example of VR as a Marketing Tool ................................................... 10
2.2 Strategy 2: Collaborating with Gaming Platforms .......................................... 11
2.2.1 Main Advantages of Utilizing Gaming Platforms as a Marketing
Tool .................................................................................................. 11
2.2.2 Key Steps in Utilizing Gaming Platform as a Marketing Tool ........... 11
2.2.3 Examples of collaborating with gaming platforms as a marketing
tool ................................................................................................... 12
CHAPTER 3 CONCLUSION ................................................................................... 13

1
 CHAPTER 1
ADVICE TO CLIENT

1.1 Scenario 1

“Client has a schematic design of a factory prepared by another architect.

However, the client wanted you to replace that architect and to continue as
architect from design development phase until final completion phase.”

1.1.1 Verify the Suitability to Take Responsibility of the Job Scope

The architect should verify with the client their expectations and any relevant
information of the project (COE 11) to make sure that the architectural practice can
commit to the project (LAM Code 3.4).

1.1.2 Verify Clear Release of Precious Architect

The new architect should ensure the client have completed his payment to the
previous architect and confirm a letter of release is already issued by the previous
architect from either party (COE 19; LAM Code 5.1A). Furthermore, the new
architect should only commence their professional works after the termination
notice between the previous architect and client takes effect to not interfere with the
professional works of the previous architect. However, if the client requires a faster
transition, we can advise the client to discuss with the previous architect for a shorter
period through the termination notice (COE 17).

1.1.3 Copyrights of Works

The project is being handed over at the design development phase which is
before the contract document phase according to SOMF 7 and therefore is not
allowed to reproduce the designs of the previous architect to implement the project

2
(COE 21). The new architect should review the works of the previous architect from
the copies of drawings, specifications, and other documents delivered after the
termination contract of the previous architect (COE 22). The new architect shall
through the studies in previous architects’ works, produce your own set of
documents and drawings according to your own architectural practice’s design
philosophies. If the client decides to claim copyrights of the previous architect’s
work, the client is to discuss certain terms and conditions with the previous architect
to transfer all copyright works related to the project (COE 20).

1.1.4 Faithful Discharge of Duties and Obligations

Before implementing any architectural services, the new architect should inform
the client of the conditions of engagement and the scale of professional fees charges,
with respect to the LAM Code 3.6. The client’s agreement to the conditions of
engagement and scale of professional fees shall be determined through writing or
his attitude towards the process (LAM Code 3.7). Since a factory falls under the
building type of Category 3, according to the SOMF Schedule, the fees for basic
services should be charged accordingly to the conditions in SOMF 23.B.III. Any
other services, if occurs, shall be charged accordingly to the rate stated in SOMF
Part III. After that, the new architect shall commence his professional work starting
from the design development phase as stated in SOMF 9.

3
1.2 Scenario 2

“Client wanted your advice on the need for other consultants that are required for
the full completion of a high-end hotel project. Identify the consultants that are
required for this project and give justifications for each of the consultants.

1.2.1 Engaging Consultants

Architects hold the responsibility in recommending relevant consultants for the

client and should gain a clear understanding of client’s visions for the project to identify
any requirements to input specific consultants (LAM Code 3.5).

A high-end hotel project should be collaborated with specialized consultants, they

are able to ensure that all aspects are properly addressed, enhancing the overall quality
and functionality of the hotel. The additional consultants might imply the potential in
increasing the cost. However, to ensure the final outcome of the project is aligned with
the client’s goal, the architect should address to the client that there should be a balance
between quality and budgetary constraints.

Furthermore, it is advisable that in an architect’s position, the architect should only

advise clients on the required consultants and allow the client to appoint the
recommended consultants (COE 2). Therefore, the architect shall not be responsible for
any liabilities performed by these consultants (COE 5). However, the architect should
also ensure the quality of the work of the consultants and hold the responsibility to
instruct, coordinate and inspect their works (COE 4; COE 9).

1.2.2 List of Recommended Consultants

1. Land surveyor – Prepare boundary and topographical survey, setting out plan,
land title and strata title

2. Civil engineers - Analyse, design, and research structural components to

achieve design goals and ensure the safety of users.

4
3. Mechanical engineer – Analyse, design, and research mechanical components
to ensure the proper and efficient functioning of the hotel.

4. Electrical Engineer - Analyse, design, and research electrical systems to ensure

the hotel runs with proper and functional electrical systems.

5. Quantity surveyor – Accurately estimate costs to help in feasibility studies on

constructing a high-end hotel

6. Landscape architect – Design captivating landscape areas that satisfy the users’
expectations of high-end hotels.

7. Interior designer – Design captivating guest experience that meets the user’s
expectations of high-end hotels including furniture selection and fittings.

8. Kitchen equipment specialist – Design proper kitchen layouts, equipment, etc.

that can efficiently accommodate the chefs of buffets, restaurants, and bars to
serve the guests.

9. Acoustic consultant – Soundproofing and noise control measures to ensure

guest comfort and privacy.

10. Fire protection engineer – Analyse, design, and research fire safety components
and ensure compliance with fire safety regulations, to secure the safety of users.

11. Project manager – To oversees the entire project, coordinating different

consultants, managing timelines, and ensuring successful project delivery.

5
1.3 Scenario 3
“Client requested you to provide building cost estimate at all phases of a project
for the purpose of monitoring of budget and cost control.”

1.3.1 Communicating Cost and Budget

The client should give all information about the project (COE 11) to the architect
to allow the architect to have a clear understanding of the requirements, budget
constraints, and expectations regarding cost control. For proper cost estimation, the
architect should advise the client to engage a quantity surveyor to accurately assess and
monitor the project costs throughout various phases that align with the project’s scope
of work (COE 2).

1.3.2 Cost Estimating

In this case, where the client is requesting a building cost estimate at all phases, the
architect should breakdown the cost estimate accordingly to the stages mentioned in
(SOMF 7) and these fees should be paid in percentage accordingly (SOMF 27),

Upon completion of each phase Percentage of total fee payable

Schematic Design Phase 15%

Design Development Phase 30%

Contract Documentation Phase 25%

Contract Implementation and Management Phase 25%

Final Completion Phase 5%

These cost estimates should be based on the evolving design and incorporate any
changes or updates that occur during each phase. This allows the architect to identify
any cost variations and take appropriate actions to address any cost-increasing issues
while updating the client (COE 10). The breakdown of these costs can be charged
6
accordingly to the basic services under each of the phases in respect to SOMF 8, 9,
10,11, and 12 and shall not be charged less than the scale of minimum fees (SOMF 3)
stated in SOMF 23.

These services shall involve additional services from the architect that can be
charged as fees to the client accordingly to the supplementary services (SOMF 13),
additional services (SOMF 14), financial services (SOMF 18), and miscellaneous
services (SOMF 21). Additionally, the architect shall not receive any form of
inducement in relation to the project (LAM Code 4.13).

7
1.4 Scenario 4

“Client wanted to build a bungalow urgently. The land is quite small and the client
has asked you to design the building projecting a few feet beyond the set-back line
to gain more floor area. Further to that, the client requested that the construction
to start before building plans is approved to speed up the completion of the house.”

1.4.1 Referring to Building By-Law

According to the client, the project shall be beyond a setback line, the architect
can advise the projection of not more than 1.83 meters from the setback line and also
to not exceed ½ of the overall building frontage along the setback line, given that the
projection is above ground level (UBBL 37.4). However, this shall be addressed to the
local authority for approval to prevent any risks associated with the violation of setback
lines.

1.4.2 Expediting Construction Works

In order to expedite construction works before the building plan is approved, the
architect can advise to communicate with the local authority and request an agreement
to grant special permission to commence building operations (UBBL 13.1). However,
such permission should come with the architect being sure that the commencement of
construction does not break any terms of the by-laws (UBBL 13.1).

However, to not take any legal risks, the architect can advise the client that the
expedition of construction works can be done in other ways. For example,
communicating with the contractors to establish and follow a realistic timeline that can
increase the speed of construction.

8
 CHAPTER 2
MARKETING FOR ARCHITECTS

2.1 Strategy 1: Enforce VR in Architecture Practice

Leading into the advancing technological era, architecture practices need to align
with the appropriate technological trends to show that it is a progressively growing
company that can meet upcoming technological demands. For instance, Virtual Reality
(VR) presents a unique opportunity to captivate potential clients, provide immersive
experiences, and showcase architectural designs in a compelling way.

2.1.1 Main Advantages of Utilizing VR as a Marketing Tool

a) Engaging clients through interactive experience with architectural designs

b) Visualizing designs and better understanding design intentions

c) Building trust and interest of clients through the capability to effectively convey
ideas

2.1.2 Key Steps in Enforcing VR as a Marketing Tool

1. Setting Objectives

a) Expanding visibility of the architecture practice to the public

b) Attracting potential clients

c) Showcasing the architectural practice’s design expertise

d) Building clients’ trust and interest

9
 2. Creating an immersive portfolio

The architecture practice shall start developing VR content in relation to

their own design projects. This can become an immersive portfolio of the
architectural practice. The contents similar to the conventional portfolios shall
showcase the design expertise and is able to allow visitors to the VR portfolio
to relate more to the design intentions.

3. Interacting and engaging with users

In order to engage the interest of the users, interactive features should

be introduced. This can be possible through VR as it has the ability to limitlessly
customize the content of the experience.

4. Expanding reach

Utilizing VR is an efficient marketing tool because it can be embedded

in not only the architectural practice’s social media platforms but also website
integration, relevant event participation to expose the firm’s immersive
portfolio to the general public, etc.

2.1.3 Example of VR as a Marketing Tool

Figure 2.1: VR platform on Halo Architects website

Halo Architects have utilized the VR tool to create a digital twin of their existing
completed project and have embedded them into their official website. Potential clients
are able to access their architectural works and experience their designs through the VR
experience. They have also made it a business model to provide services for creating
VR content.
10
2.2 Strategy 2: Collaborating with Gaming Platforms

Collaborating with gaming platforms offers a unique opportunity to showcase

architectural designs on a different platform and engage with a broader audience.
Gaming platforms have experienced exponential growth and have become mainstream
entertainment for the general public. Hence, progressing intensively in the visual
aspects, creating innovative and engaging environments within the context of the game.

2.2.1 Main Advantages of Utilizing Gaming Platforms as a Marketing Tool

a) Engage a wider range of audience through the massive flow rate of gamers

b) Create a know-by-name phenomena through accreditation

c) Create interactive experiences with architectural environments in the game

2.2.2 Key Steps in Utilizing Gaming Platform as a Marketing Tool

1. Setting Objectives

a) Increasing awareness of architectural practice to a wider range of audience

b) Attracting new clients interested in architecture and design

c) Showcasing the architectural consultancy practice’s design expertise

2. Identifying Suitable Gaming Platforms

Before collaborating with any gaming platforms, it is important to do

background research on the game that aligns with the target audience, offers
opportunities for architectural integration and also popularity.

11
 3. Collaboration Approaches

(a) Custom game development:

Collaborate with game developers to create a custom game that

highlights architectural practice’s expertise.

(b) Architectural integration to existing games:

Collaborate with game developers to incorporate architectural designs

developed from your own architectural practice and allow players to
interact with your projects virtually.

4. Expanding reach

Utilizing gaming platforms creates opportunities for second-party advertising.

By collaborating with gaming platforms, the accreditation given by the platform
creates a cross-platform promotion by channeling the game users to your
architectural practice’s social platforms.

2.2.3 Examples of collaborating with gaming platforms as a marketing tool

Figure 2.2: 4-player playing Projectives

You+Pea architectural studio has designed collaborative games like ‘Projectives’.

The videogame was commissioned as part of a public program accompanying an
exhibition at the Royal Institute of British. Hence, promoting their brand.
12
 CHAPTER 3

CONCLUSION

In short, an architect should consistently refer back to the rules, regulations, acts
and laws in relation to the architecture industry to show professionalism and maintain
as a respectful member to the profession.

Architects that are obligated to keep their knowledge updated should also be
integrating their practices with the market trends to keep up with the technologically
advancing era. Architectural consultancy practice should always stay informed about
the emerging technological tools that can be beneficial to the architecture practice to
adapt and evolve the growth of the practice and establish itself to be branded as a
technology-forward industry leader.

(1906 words)

13
 BIBLIOGRAPHY (OR REFERENCES)

1. UNIFORM BUILDING BY-LAWS 1984 (2015).

2. ARCHITECTS ACT 1967 (ACT 117) & RULES, (2022).

14