pangasinan state university

urdaneta city campus. urdaneta city, pangasinan

college of engineering and architecture

ARCHITECTURE DEPARTMENT

research work no. rsw-MT-o2

date issued: february 21, 2024

“ the comprehensive services

of the architect and office
TITLE: project management ”

course no. and title: student name: date due: final rating:

pp 423= professional marquez, john mark l. FEB. 28, 2024

practice 3
instructor: course /year /section: date submitted:

ar. alven t. bactad, uap bs architecture - 4b FEB. 28, 2024

faculty instructor
 THE COMPREHENSIVE SERVICES OF THE
ARCHITECT AND OFFICE PROJECT
MANAGEMENT
I. THE COMPREHENSIVE SERVICES OF THE ARCHITECT (UAP SPP DOC. 206)

The Comprehensive Services of the Architect, encapsulated within UAP SPP Doc. 206,

epitomizes the multifaceted role architects undertake in shaping our built environment. From the initial

spark of an idea to the final touches of construction, this document serves as a foundational guide,

outlining the architect's responsibilities with precision and clarity. It delineates a comprehensive

framework encompassing pre-design consultations, meticulous design development, rigorous

construction oversight, and post-occupancy evaluations. By adhering to the principles enshrined within

UAP SPP Doc. 206, architects navigate the complexities of project execution with finesse, ensuring the

seamless integration of creativity, functionality, and regulatory compliance.

UAP SPP Doc. 206 stands as a testament to the unwavering commitment of architects to uphold

standards of excellence and professionalism. Within its pages lie the blueprints for collaboration,

transparency, and innovation, fostering robust partnerships between architects and clients. By

embracing the principles articulated within this document, architects embark on a journey of

transformation, turning aspirations into tangible realities that enrich lives, inspire communities, and

endure through generations.

1. INTRODUCTION

1.1. SCOPE OF COMPREHENSIVE ARCHITECTURAL SERVICES

1.1.1. The concept of Comprehensive Architectural Services crystallized through the years in

response to the demands of emerging complex building projects. The transition of the

architectural profession from providing “basic” and “additional” services to that of a,

comprehensive nature is due to the realization that continuity of services related to design and

construction is necessary for the execution of a completely viable project.

1.1.2. Comprehensive Architectural Services refers to the range of professional services that

covers Pre-design Services, Regular Design Services, Specialized Architectural Services,

Construction Services and Post-Construction Services.

1.1.3. In this extended dimension, the Architect is the prime professional. He functions as

creator, author, and coordinator of the building design which becomes the basis for the

construction of a project. In order for him to be able to properly assist and serve his Client, the

Architect has to be knowledgeable in other fields in addition to building design.

1.1.4. The Architect is not expected to perform all the services. Rather, he is to act as the agent,

of the Client in procuring and coordinating the necessary services required by a project.

1.2. ROLE OF PROJECT MANAGEMENT (PM)

1.2.1. By his education and training, the Architect may perform any or all of the services as

stipulated under Section 2.1 below. However, when the Owner hires an Architect or a firm to

coordinate the whole range of Comprehensive Architectural Services (CAS), this constitutes

Project Management (PM).

1.2.2. Project Management (PM) involves management activities over and above the normal

architectural and engineering (A&E) services carried out during the pre-design, design and

construction phase. The over-all objective is to have control over time, cost and quality relative

to the construction of a project.

1.2.3. The presence of a Project Manager does not relieve the designers and contractors of their

respective normal duties and responsibilities in the design and construction of the project. The

PM complements the functions of the Architects, Engineers and Contractors in meeting the broad

and complex requirements of projects.

2. SCOPE OF SERVICES

2.1. COMPREHENSIVE ARCHITECTURAL SERVICES

2.1.1. PRE-DESIGN SERVICES (SPP DOCUMENT 201)

a. Consultation

This involves providing expert advice and guidance to clients regarding various aspects

of their project. Architects may offer consultation services on design concepts, budgeting,

regulatory requirements, sustainability considerations, and project management. It's an

opportunity for clients to discuss their ideas and goals with professionals who can provide

valuable insights and recommendations.

b. Pre-Feasibility Studies

Before committing significant resources to a project, pre-feasibility studies are

conducted to assess its potential viability. These studies involve preliminary investigations into

factors such as market demand, site conditions, regulatory constraints, and financial feasibility.

The goal is to identify any major obstacles or risks early on and determine whether the project

warrants further investment in detailed feasibility analysis.

c. Feasibility Studies

Feasibility studies delve deeper into the various aspects of a project to determine its

overall feasibility. They assess economic viability, technical feasibility, legal considerations,

and environmental impact. Feasibility studies help clients make informed decisions about

whether to proceed with a project and provide a solid foundation for subsequent design and

development stages.

d. Site Selection and Analysis

Selecting the right site is crucial for the success of a project. Architects analyze potential

sites based on factors such as location, topography, access to utilities, environmental impact,
zoning regulations, and proximity to amenities. Site analysis involves evaluating the

opportunities and constraints of each site to determine which one best meets the project's needs

and objectives.

e. Site Utilization and Land-Use Studies

Once a site is selected, architects conduct studies to optimize its utilization and comply

with local land-use regulations. This involves determining the most efficient layout for

buildings, parking, circulation, and open spaces while minimizing environmental impact and

maximizing usability. Land-use studies ensure that the proposed development aligns with

zoning requirements and contributes positively to the surrounding community.

f. Architectural Research

Architects conduct research to explore design concepts, construction techniques,

building materials, and technologies relevant to a project. This research informs design

decisions and helps architects stay updated on industry trends and innovations. It may involve

studying historical precedents, analyzing case studies, and experimenting with new materials

or processes to achieve the project's objectives effectively.

g. Architectural Programming

Architectural programming involves defining the functional requirements and spatial

needs of a project based on the client's objectives and user needs. This process includes

identifying the various spaces required, their sizes, relationships, and specific programmatic

requirements. Architectural programming lays the foundation for the design process by

establishing clear guidelines and priorities for the design team to follow.

h. Space Planning

Space planning focuses on organizing interior spaces to optimize functionality,

circulation, and user experience. Architects consider factors such as the flow of people and

goods, the arrangement of furniture and equipment, access to natural light and views, and the
overall aesthetic appeal. Space planning ensures that each area within a building is efficiently

utilized and contributes to the overall success of the design.

i. Space Management Studies

Space management studies analyze how spaces are currently utilized within an existing

building or organization and propose strategies for improving efficiency and effectiveness.

This may involve conducting surveys, analyzing occupancy patterns, and evaluating workflow

processes to identify opportunities for optimization. Space management studies help clients

make informed decisions about space allocation, utilization, and future needs.

j. Value Management

Value management involves identifying opportunities to maximize value and minimize

costs throughout the project lifecycle. This may include analyzing alternative design solutions,

optimizing construction methods, and exploring cost-saving measures without compromising

quality or functionality. Value management ensures that resources are used efficiently and that

the project delivers the greatest possible value to the client within budget constraints.

k. Design Brief Preparation

The design brief is a comprehensive document that outlines the project requirements,

objectives, constraints, and design preferences. It serves as a roadmap for the design team,

providing clarity and direction from the outset. The design brief typically includes information

such as project scope, budget, schedule, site conditions, programmatic requirements, and any

special considerations or preferences expressed by the client.

l. Promotional Services

Promotional services involve developing marketing materials and strategies to promote

the project to potential stakeholders, investors, or users. This may include creating renderings,

brochures, presentations, and websites to showcase the project's features and benefits.
 Promotional services help generate interest and support for the project and can be critical for

attracting funding, tenants, or buyers.

2.1.2. REGULAR DESIGN SERVICES (SPP DOCUMENT 202)

a. Project Definition Phase

This is the initial stage where the project objectives, scope, and requirements are

defined. It involves gathering information, understanding client needs, site analysis, and

establishing project goals.

b. Schematic Design Phase

In this phase, conceptual ideas are developed and presented to the client for feedback. It

involves creating rough sketches, diagrams, and initial design concepts to explore different

possibilities and directions for the project.

c. Design Development Phase

Once a schematic design is approved, it is further developed and refined in this phase.

Detailed drawings, plans, and specifications are created. This phase focuses on refining the

design, addressing technical requirements, and ensuring feasibility.

d. Contract Documents Phase

Also known as the design documentation phase, this stage involves preparing detailed

drawings, specifications, and other documents necessary for construction. These documents

serve as the basis for obtaining permits, bids, and contracts.

e. Bidding or Negotiation Phase

In this phase, the project is put out to bid or negotiated with contractors or suppliers. It

involves soliciting bids, reviewing proposals, and selecting a contractor or suppliers based on

criteria such as cost, experience, and qualifications.

f. Construction Phase
 Once a contractor is selected and contracts are signed, construction begins. This phase

involves implementing the design, overseeing construction activities, and ensuring that the

project is built according to specifications and quality standards.

2.1.3. SPECIALIZED ARCHITECTURAL SERVICES (SPP DOCUMENT 203)

a. Architectural Interiors (AI)

Architectural interiors focus on the design, layout, and aesthetics of interior spaces

within buildings. This encompasses everything from spatial planning to the selection of

materials, finishes, furniture, and fixtures. The goal is to create functional, aesthetically

pleasing environments that meet the needs and preferences of occupants while aligning with

the overall architectural vision.

b. Acoustic Design

Acoustic design involves controlling sound within a space to optimize the quality of

sound for its intended use and to minimize unwanted noise. This includes considerations such

as room shape, surface materials, and the strategic placement of sound-absorbing or diffusing

elements. Acoustic design is particularly crucial in spaces like concert halls, recording studios,

classrooms, and offices, where sound quality can significantly impact user experience.

c. Architectural Lighting Layout and Design

Architectural lighting design focuses on the art and science of illuminating spaces to

enhance functionality, aesthetics, and mood. It involves selecting and positioning lighting

fixtures to create the desired ambiance, highlight architectural features, and support specific

activities within a space. Effective lighting design considers factors such as natural light,

energy efficiency, color rendering, and glare control.

d. Site Development Planning (SDP)

This category encompasses a range of planning services related to land use and

development. It includes master development planning, which involves long-term planning for
large-scale developments or communities, as well as subdivision planning, which focuses on

dividing land into parcels for individual use or development. Urban design is another aspect,

emphasizing the arrangement and design of urban spaces to create functional, livable, and

visually appealing environments.

e. Site and Physical Planning Services (including Master Development Planning,

Subdivision Planning and Urban Design)

This category encompasses a range of planning services related to land use and

development. It includes master development planning, which involves long-term planning for

large-scale developments or communities, as well as subdivision planning, which focuses on

dividing land into parcels for individual use or development. Urban design is another aspect,

emphasizing the arrangement and design of urban spaces to create functional, livable, and

visually appealing environments.

f. Comprehensive Development Planning (CDP)

Comprehensive development planning involves integrating various aspects of land use,

transportation, infrastructure, and community amenities to guide the overall development of a

region or jurisdiction. CDP aims to balance economic growth, social equity, environmental

sustainability, and quality of life considerations through strategic planning, policy development,

and stakeholder engagement.

g. Historic and Cultural Heritage Conservation and Planning

This area of specialization focuses on the preservation, restoration, and adaptive reuse of

historic buildings, sites, and cultural landscapes. It involves conducting historical research,

assessing significance, developing conservation strategies, and navigating regulatory

requirements to safeguard heritage assets for future generations while accommodating

contemporary needs and uses.

h. Security Evaluation and Planning

Security evaluation and planning involve assessing potential risks and vulnerabilities

within buildings and their surroundings and developing strategies to mitigate security threats.

This includes measures such as access control, surveillance systems, perimeter security,

emergency preparedness, and crime prevention through environmental design (CPTED).

Security planning aims to create safe and secure environments for occupants and assets while

minimizing disruption to the architectural design and user experience.

i. Building Systems Design

Building systems design encompasses the integration and coordination of various

mechanical, electrical, plumbing, and fire protection systems within a building. This includes

HVAC (heating, ventilation, and air conditioning), lighting, power distribution, plumbing, fire

suppression, and communication systems. The goal is to design efficient, reliable, and

sustainable systems that meet building codes, user requirements, and performance standards.

j. Facilities Maintenance Support

Facilities maintenance support involves providing ongoing assistance and guidance for

the operation, maintenance, and repair of building facilities. This includes developing

maintenance plans, conducting inspections, troubleshooting issues, scheduling repairs, and

managing service contracts. Effective maintenance support helps ensure the long-term

performance, safety, and value of buildings while minimizing operational disruptions and costs.

k. Building Testing and Commissioning

Building testing and commissioning involve verifying and validating the performance of

building systems and components to ensure they meet design specifications and functional

requirements. This includes testing equipment, conducting performance simulations,

calibrating controls, and documenting system operation. Commissioning helps identify and
address deficiencies early in the construction process, ensuring that buildings operate

efficiently, reliably, and safely from day one.

l. Building Environmental Certification

Building environmental certification involves obtaining third-party certifications or

ratings for buildings that demonstrate compliance with specific environmental sustainability

standards and performance criteria. This may include certifications such as LEED (Leadership

in Energy and Environmental Design), BREEAM (Building Research Establishment

Environmental Assessment Method), or WELL Building Standard. Environmental certification

recognizes buildings that incorporate sustainable design principles, resource-efficient

technologies, and healthy indoor environments.

m. Forensic Architecture

Forensic architecture involves investigating building failures, defects, accidents, or

disputes for legal, insurance, or regulatory purposes. This may include conducting forensic

analysis, site inspections, documentation, and expert testimony to determine the root causes of

issues and assess liability. Forensic architects play a crucial role in resolving disputes,

improving building safety, and preventing future incidents through lessons learned.

n. Building Appraisal

Building appraisal involves assessing the value of buildings for various purposes,

including sales, insurance, taxation, financing, or litigation. This requires expertise in market

analysis, property valuation methodologies, building codes, construction costs, and regulatory

factors. Appraisals help stakeholders make informed decisions about real estate transactions,

investments, and risk management strategies.

o. Structural Conceptualization

Structural conceptualization involves the initial conceptual design of building structures

to ensure structural integrity, safety, and efficiency. This includes selecting structural systems,
determining load paths, sizing members, and coordinating with architectural and MEP

(mechanical, electrical, plumbing) designs. Structural conceptualization lays the foundation for

detailed structural analysis, design development, and construction documentation.

p. Preliminary Services

Preliminary services encompass the initial stages of a project, including feasibility

studies, site analysis, programming, conceptual design, and early stakeholder engagement.

These services help define project goals, establish design parameters, and assess project

viability before proceeding to detailed design and documentation phases.

q. Contract Documentation and Review

Contract documentation and review involve preparing, reviewing, and administering

contract documents for architectural projects. This includes developing project specifications,

drawing sets, contracts, and other legal documents that define the scope, responsibilities, and

obligations of project participants. Contract review ensures clarity, accuracy, and compliance

with regulatory requirements, industry standards, and best practices.

r. Post-Design Services (including Construction Management Services)

Post-design services encompass activities that occur after the completion of the design

phase, including construction management, contract administration, quality assurance, and

post-occupancy evaluations.

s. Dispute Avoidance and Resolution

t may arise during architectural projects. This includes proactive measures such as clear

communication, conflict management training, and collaborative problem-solving, as well as

formal dispute resolution mechanisms such as mediation, arbitration, or litigatio

t. Architectural Research Methods

Architectural research methods involve applying systematic inquiry and analysis to

advance knowledge, innovation, and best practices in architecture. This includes qualitative
 and quantitative research methods, data collection and analysis techniques, literature reviews,

case studies, and experimental design. Architectural research informs evidence-based design

decisions, fosters interdisciplinary collaboration, and contributes to the advancement of the

profession.

u. Special Building/ Facility Planning and Design

Special building and facility planning and design involve designing specialized

buildings or facilities that have unique functional requirements, technical challenges, or

regulatory considerations. Examples include healthcare facilities, educational campuses, sports

complexes, laboratories, and transportation hubs. Specialized design expertise is required to

address complex programmatic needs, user preferences, building codes, and industry standards.

v. Building Components

Building components encompass the individual elements that make up a building's

construction, including structural systems, exterior envelope (walls, roofs, windows), interior

finishes, mechanical and electrical systems, and architectural details. Designing and specifying

building components involves selecting materials, detailing assemblies, coordinating interfaces,

and ensuring performance, durability, and compatibility with the overall architectural design.

w. Management of Architectural Practices

Management of architectural practices involves overseeing the business operations,

financial management, human resources, marketing, and strategic planning of architectural

firms. This includes managing client relationships, project workflows, staffing, budgeting,

billing, and risk management. Effective practice management ensures the viability, growth, and

sustainability of architectural businesses in a competitive marketplace.

2.1.4. CONSTRUCTION SERVICES

a. Fulltime Supervision Services (SPP Document 204-A)

 This document likely outlines the scope of full-time supervision services required for a

construction project. Full-time supervision typically involves having personnel on-site

throughout the duration of the project to oversee construction activities, ensure adherence to

plans and specifications, manage subcontractors, address any issues that arise, and ensure

compliance with safety regulations and quality standards.

b. Construction Management Services (SPP Document 204-B)

This document likely pertains to the provision of construction management services for

a project. Construction management involves a comprehensive approach to overseeing all

aspects of a construction project from conception to completion. This may include project

planning, budgeting, scheduling, procurement, coordination of subcontractors, quality control,

risk management, and overall project administration. Construction managers often work

closely with the project owner to ensure that the project is completed on time, within budget,

and according to the specified quality standards.

2.1.5. POST-CONSTRUCTION SERVICES (SPP DOCUMENT 205)

a. Building and Facilities Administration

This involves managing and overseeing the operation and maintenance of the

constructed building and facilities. It includes tasks such as ensuring the building meets safety

standards, conducting regular inspections, handling repairs and maintenance, managing utilities,

and overseeing any necessary upgrades or renovations.

b. Post-Construction Evaluation

This involves assessing the completed project to evaluate its performance and

effectiveness. It may include reviewing the quality of construction, assessing how well the

building meets its intended purpose, evaluating its energy efficiency and sustainability,

identifying any deficiencies or issues that need to be addressed, and gathering feedback from

stakeholders such as occupants or users of the building.

 2.2. PROJECT MANAGEMENT (PM)

2.2.1. PRE CONSTRUCTION PHASE

As early as during the design development phase, perhaps even concurrently with the

Architect’s commission, the Project Manager (PM) should conduct regular consultations with the

Owner and with the Architects and Engineers (for A&E services) on all aspects of planning for

the project.

2.2.2. CONSTRUCTION PHASE

If the Project Manager (PM) also serves as the Construction Manager (CM) to oversee

time, cost and quality control during the construction of the project, he shall provide the services

detailed under SPP Documents 204-A and/or 204-B.

3. MANNER OF PROVIDING SERVICES

3.1. COMPREHENSIVE ARCHITECTURAL SERVICES

3.1.1. Normally, the Architect enters into a contract with the Owner to perform Comprehensive

Architectural Services. By the very nature of the services, he assumes the dual role of the Project

Manager (PM) and the Construction Manager (CM), or effectively the overall coordinator whose

functions are outlined under this SPP.

3.1.2. To perform the variety of services indicated under the Comprehensive Architectural

Services, the Architect must make full use of his own capability as well as of services offered by

other professionals. He may expand his staff by hiring the experts needed, or he may form a team

consisting of professionals such as but not limited to:

a. Architects

The primary professionals responsible for designing buildings and overseeing their

construction. They create plans, blueprints, and specifications that guide the entire building
process. Architects ensure that structures are functional, aesthetically pleasing, and compliant

with building codes and regulations.

b. Engineers

They provide specialized knowledge in various fields such as structural engineering,

mechanical engineering, electrical engineering, and civil engineering. Structural engineers

ensure that buildings are structurally sound and can withstand loads and stresses. Mechanical

and electrical engineers design systems for heating, ventilation, air conditioning, lighting, and

other essential building services.

c. Market Analysts

They analyze market trends, demographics, and demand for specific types of buildings.

Market analysts help architects understand the needs and preferences of potential users or

occupants, guiding design decisions to ensure that buildings meet market demand and are

economically viable.

d. Accountants

Accountants handle financial aspects of architectural projects, including budgeting, cost

estimation, and financial management. They help architects develop realistic project budgets,

track expenses, and ensure that projects are completed within budget constraints.

e. General Contractors

General contractors oversee the construction process, coordinating subcontractors,

managing schedules, and ensuring that construction activities proceed according to plan. They

are responsible for hiring and supervising labor, ordering materials, and maintaining quality

and safety standards on construction sites.

f. Real Estate Consultants

Real estate consultants provide expertise on property valuation, market analysis, and

real estate development. They help architects assess the feasibility of projects, identify
potential sites for development, and understand market dynamics that may impact project

success.

g. Sociologists

Sociologists study human behavior, social trends, and community dynamics. In

architectural projects, sociologists may assess the social impacts of proposed developments,

conduct community engagement activities, and provide insights into how buildings and urban

spaces can better serve the needs of diverse populations.

h. Planners

Urban planners specialize in land use planning, zoning regulations, and urban design

principles. They work with architects to ensure that proposed developments align with local

planning policies, promote sustainable development practices, and enhance the quality of life

in communities.

i. Bankers

Bankers provide financing options for architectural projects and offer financial advice to

architects and developers. They help secure funding for construction projects through loans,

mortgages, or other financial instruments, and may also advise on investment strategies and

risk management.

j. Lawyers

Lawyers specialize in legal matters related to architectural projects, including contracts,

permits, regulatory compliance, and dispute resolution. They review and draft contracts,

navigate complex regulatory requirements, and represent clients in legal proceedings to resolve

disputes or address legal challenges that may arise during the project lifecycle.
 3.2. PROJECT MANAGEMENT (PM)

3.2.1. If a Project Manager (PM) is hired by the Owner, it may be the responsibility of the PM to

either hire the Construction Manager (CM) to be paid either by him or directly by the Owner on

salary, or on the basis of percentage of construction cost or to serve as the CM himself. In like

manner, the Fulltime Supervisor can either be a staff member of the PM or hired directly by the

Owner.

3.2.2. The Project Manager (PM, whether individual or firm) operates as a member of an Owner-

Architect-Engineer-Contractor Team. In the Team Approach, each member of the team will have

precedence in his own field of operations or expertise. In accordance with this principle:

a. The Architect and the Specialist Consultants (SCs) will have prime responsibility for the

plan/design of the project.

b. The Engineers will be responsible for their respective engineering plans.

c. The Contractor shall be responsible for his men and equipment and the delivery of the

project.

d. The Owner makes decisions on the project and assures that funds are available to complete

the project.

e. The Project Manager (PM)’s primary responsibility is the exercise of overall cost control. He

will plan, program and monitor the various activities, and will act as an adviser on material

costs and construction methods.

4. METHOD OF COMPENSATION

4.1. The Project Manager is compensated on a percentage basis, as shall be described in the

Architect’s Guidelines.

4.2. If the Architect as Project Manager (PM) performs regular design services for the same

project, he shall be compensated separately for these services as stipulated in SPP Document 202.
 STANDARD OF PROFESSIONAL 206 (SPP206)

SPP Document 206

Comprehensive Architecture

Refers to the range of professional servicesthat covers:

 pre-design services,

 regular design services,

 specialized architectural services,

 construction services and

 post-construction services

 the Architect is not expected to perform

all the services; rather he/ she isto act as

the agent of the Client in procuring the

necessary services required.

 the architect isthe prime professional.

 creator

 author

 coordinator

 must be knowledgeable in other fields in addition to building design.

PROJECT MANAGER (PM)

 operates as a member of an Owner-Architect-Engineer-Contractor Team

 the Architect and the Specialist Consultants (SCs) will have prime responsibility for the plan/ design of

the project.

 the Engineers will be responsible for their respective engineering plans the Contractor shall be

responsible for his men and equipment and the delivery of the project

 the owner makes decisions on the project and assures.

 he funds are available to complete the project.

 The PM’s primary responsibility is the exercise of overall cost control; plan, program and monitor the

various activities and will act as an adviser on material costs and construction methods.

SCOPE OF SERVICES

 PRE-CONSTRUCTION PHASE

conduct regular consultations with the owner and with the Architects & Engineers on all aspects of

planning for the project

 CONSTRUCTION PHASE

If PM also serves as CM to oversee time, cost, and quality control during construction, he/ she shall

provide services detailed under SPP docs 204-A and/or 204-B.

METHOD OF COMPENSATION

 percentage of project construction cost

 multiple of direct personnel expense

 professional fee plus expenses - lump sum or fixed fee

RECOMMENDED PROFESSIONAL FEE

 2% - 5% of the project construction cost

 If the architect as Project Manager performs regular design services for the same project, he/she

is compensated separately for these services as stipulated in SPP Doc. 202

II. OFFICE PROJECT MANAGEMENT IN ARCHITECTURE PROFESSION

1. THE PROJECT TEAMS, OPERATIONS, AND CONTROLS

1.1. PROJECT MANAGEMENT

is the practice of initiating, planning, executing, controlling, and closing the work of a team

to achieve specific goals and meet specific success criteria at the specified time. The primary

challenge of project management is to achieve all of the project goals within the givenconstraints.

The object of project management is to produce a complete project which complies with the client's

objectives.

 PROCESS GROUPS

Project management includes a number of elements: four to five project management

process groups, and a control system. Regardless of the methodology or terminology used, the

same basic project management processes or stages of development will be used. Major process

groups generally include:

a. Initiating - The initiating processes determine the nature and scope of the project. If this

stage is not performed well, it is unlikely that the project will be successful in meeting the

business’ needs.

b. Planning - After the initiation stage, the project is planned to an appropriate level of detail.

The main purpose is to plan time, cost and resources adequately to estimate the work needed

and to effectively manage risk during project execution. As with the Initiation process group,

a failure to adequately plan greatly reducesthe project's chances of successfully

accomplishing its goals.

c. Executing - The execution/implementation phase ensures that the project management

plan's deliverables are executed accordingly. This phase involves proper allocation, co-
 ordination and management of human resources and any other resources such as material

and budgets.

d. Monitoring and controlling - Monitoring and controlling consists of those processes

performed to observe project execution so that potential problems can be identified in a

timely manner and corrective action can be taken, when necessary, to control the execution

of the project.

e. Closing - Closing includes the formal acceptance of the project and the ending thereof.

Administrative activities include the archiving of the files and documenting lessons learned.

 THIS PHASE CONSISTS OF:

a. Contract closure: Complete and settle each contract and close each contract applicable

to the project or project phase.

b. Project close: Finalize all activities across all of the process groups to formally close the

project or a project phase.

1.1.1. THE SMALL PROJECT

Small Projects - Small Projects have unique challenges over large ones because they’re small, it’s

attempting to skip planning process and start executing the work. A small project that isn’t planned

enough can also ignore critical stakeholders, causing both resentment and rework.

1.1.1.1. MAJOR CHALLENGES

1. Being able to recognize work that is really a project and conversely to distinguish other

kinds of work from project work, and manage it accordingly.

2. The lack of time taken to plan a small project when they are recognized as such, and to

do an appropriate amount of planning.

3. Having the will or determination to follow a plan once it’s created for small projects,
4. Being disciplined enough to control and to track the project- and to see itthrough to

completion.

1.1.1.2. MANAGING SMALL PROJECTS

1. Apply Best Practices

Only produce as much documentation as is required by the project.

A simple rule of thumb: if it’s useful in helping us to deliver the business objectives of the

project then produce it.

2. Defining Objectives and Scopes

Even on the smallest project there will be objectives which must be achieved.

Define the objectives of the project.Satisfy the needs of the stakeholders.

Define the scope-it forms the boundary of the project

Define the stakeholders

3. Define Deliverables

Define what is going to be produced

Your aim- document a detailed enough set of descriptions of the products to be produced.

4. Project Planning

Do you need a plan for a small project?

With a small project, you still need to work out which activities are required to produce a

deliverable, estimate how long the activities will take, how many staff and resources are

required and responsibilities of staff.

5. Communication

The Project Manager will still need to assign tasks and responsibilities to the other person.

Communicate plans via email, hard copy, or better still an informal or formal chat where you

discuss the project plan.If the plan changes- communicate the changes with the project plan.

6. Tracking and Reporting Progress

 Consider a 2-person project team- the Project Manager and one other person.

The project Manager will need to know the progress of the activities which the other person

is working.

7. Change Management

Even on a small project- changes are likely to occur.

Requests for a change usually come from stakeholders and it will be your responsibility as a

Project Manager to assess the impact of accepting these into the project.

Need to estimate the impact of the change in terms of extra effort and cost.

Never simply accept the change. Need to fully understand what the change is and the

impact on time and cost.

8. Risk Management

There will be risks- even on a small project.

Ensure that you have thought through the potential risk and the beginning of the project.

Monitor the risks, on a weekly basis.

Failing to manage risk properly is one of the main reason why projects fail.

1.2. THE PROJECT TEAMS

PROJECT TEAMS

Relationships expand as teams become larger and it includes office colleagues, consultants,

contractor, etc.

1.2.1. PROJECT MANAGER

 Central figure on a project team.

 Effective project managers assume project leadership responsibility,accept certain challenges

and bring certain traits and abilities to their work.

 1.2.2. TRAITS AND ABILITIES

a. Is organized, directs and controls all key aspects of the project.

b. Communicates well (both within the team and to those outside).

c. Motivates the project team to meet the project goals.

d. Listens well and can interpret clearly team members’ issues and

e. opinions.

f. Know where to find the answers for technical and managerial

g. problems.

1.2.3. MANAGING STAFF & CONSULTANTS

The team may include a part – time draftsperson, a consultant, the contractor and the client.

1.2.4. EFFECTIVE PROJECT TEAM CHARACTERISTICS

a. Small enough to convene and communicates easily.

b. Foster discussions that are interactive and open to all members.

c. Team members have a mutual understanding of each other’s roles and skills.

1.2.5. PROJECT TEAM WORKING APPROACH

a. Is understood and agreed to by everybody.

b. Capitalizes on (and enhances) the skills of those on the team.

c. Provides for open interaction fact – based problem – solving and

d. results – based evaluation.

e. Can be modified and improved overtime.

1.3. PROJECT OPERATIONS

Project Planning and team building put the resources needed to execute a project in

place. The next step, what some call the hard part is, is making it all work—orchestrating and

integrating these plans and resources to produce a successful project.

 People are the key resource of an architecture firm. Thus much of everyday project

management is directed to the project team-helping it work and keeping it on track. Project

management also involves collecting, processing, and communicating information; making

decisions; responding to project changes; and, in the end, closing out the project.

START-UP

If the project is typical, it has been “starting up” for some time- all though the processes

of project definition, acquisition, planning, and contract negotiation. At this point, however,

everything is ready to go, and it’s time to start performing the contracted professional services.

1.3.1. TEAM BRIEFING AND KICK-OFF

One of the first steps is to be sure the team members are on board and up-to-date with

current project requirements and plans, which may have changed in the negotiation process.

One way to accomplish this is to hold a formal team briefing and kick-off meeting. Which may

include the following elements:

 Reviewing project requirements as developed with the clientand by the firm. This

may cover project goals, scope, quality, schedule, budget, codes and regulations, key

design and construction standards, and other project information.

 Reviewing the project work plan. Critical tasks, responsibilities, uncertainties and

potential problem areas are discussed.

 Reviewing the schedule and milestone dates.

 Reviewing project policies. These include (as relevant) project responsibilities and

authorities, client structure and relationships, approaches to identifying and resolving

problems, team meetings an communications, project charges and reports, and other key

management ideas.

1.3.2. PROJECT AUTHORIZATION

 It is important to get internal mechanisms in place. Once a proposal becomes a project,

for example time changes are no longer considered part of overhead (marketing costs) but are

charged tothe project. Some firms use a formal project authorization form for the following

functions:

 Establishing the necessary project accounts.

 Providing information on what can be charged to the project and what cannot,

especially reimbursable (and non-reimbursable) expenses.

 Identifying the internal project reports that will be prepared and distributed.

 Providing the accounting department-or the bookkeeper or, in small firms, the

principal-with information about project milestones deliverables, and billing details

1.3.3. PROJECT FILES

It is common to establish a separate file (of set of files) for each project in the office.

The most effective project filling system is one that can be easily understood and used by

everyone in the firm. Avoid the temptation to invent a new or unique filing system for each

project. Should a project manager be unavailable of leave the firm, everyone should be able to

locate and use a project’s files.

1.3.4. KEY PROJECT INFORMATION

Most firms assemble the key information needed to inform project decisions at the

outset of the project. Some of thismay be placed in the project file; some may be located on a

project shelf so it is accessible to all participants. This collection may include:

 Project directory (lists of names, addresses, and phone and fax numbers of key

participants)

 Project program and construction budget requirements.

 Site information, including climatic, environmental, survey, and geotechnical data.

  Applicable codes and regulations.

 Project schedule, milestones, and list of deliverables.

 List of project files, locations, and access guidelines.

1.4. PROJECT CONTROLS

Project Controls There are many definitions of Project Controls used across industries

and indeed across companies within industries. Project Controls is a professional function not

widely recognized as a set ofspecialized skills in its own right. It is a function that is critical to

achieving successful project and program outcomes i.e. delivering required benefits to cost,

time and performance. For the purposes of this portal, the field of project controls is defined as

follows:

 "Project Controls are the data gathering, data management and analytical processes used to

predict, understand and constructively influence the time and cost outcomes of a project or

program through the communication of information in formats that assist effective

management and decision making."

 This definition covers all stages of a project lifecycle from initiating and scoping the

project through to closure, final learning from experience and analytical analysis of overall

project performance.

1.4.1. WHERE DOES PROJECT CONTROLS SIT?

Project Control professionals sit within the Project Team, work for, and are responsible

to the Project Manager. They are the heart of the Project Team. If Project Management is

concerned with making informed and accountable decisions project controls is about "informing,

monitoring and analyzing" to exercise control it is necessary to be aware. Project Control

professionals generate and maintain the information that brings awarenessto the Project

Manager and Senior Managers so that control can be exercised.

1.4.2. COMPONENT ELEMENTS OF PROJECT CONTROLS.

Depending upon how Project Controls is viewed will influence what is considered as the

component parts of the function. Here it is assumed that project controls is concerned with

estimating initial baseline performance metrics, determining the current status of the project,

estimating future potential of the project, identifying any variances (baseline to current position

and baseline to potential future position), and considering appropriate action to be taken to

recover any positive variance. Here variance refers to actual differences identified in project

control documents and also the potential variations possible from project threats, issues and

opportunities. On this basis the component elements of Project Controls are to do with

measuring and monitoring controlling variables, these are principally time and cost aspects:

 Planning and Scheduling

 Risk Management (includes identification & assessment)

 Cost estimating and management

 Scope and Change Management

 Earned Value Management

 Document Control

 Supplier Performance

 Maintaining the project baseline

 Reporting

1.4.3. PROJECT CONTROLS VS. PROJECT MANAGEMENT IN AN

ORGANIZATIONAL CHART

To gain more clarity on the distinction between Project Management and Project

Controls, let me show you an organization chart so you can compare the position of a Project

Controller vs. the Project Manager.

 The Project Control Lead/Manager would have his/her own team. Usually, you might

see the team of Cost Estimators, Cost Controllers, and Planner/Schedulers. Some companies

might have Document Controllers also under Project Controls.

According to the size and complexity of a project, the number of Project Controllers

assigned to a project varies. For example, if you are working ona big major project, you might

see several people working underneath the Project

Control Lead/ Manager. If there’s a small project, then one or two people might

undertake the roles of several Project Controllers.Regardless of the size of the Project Control

team in a project, the Project

Control Lead/Manager reports directly to the Project Manager, and the Project Control

team interacts directly with all the other team members in the project.

Since Project Controllers take control of the entire cost and schedule of theproject, they

need to know for example how much the budget of the electrical engineering team is in the

project, how they are performing against that budget, and when they are delivering their key

milestones and deliverable. Therefore, they keep the control and management of the cost and
 schedule portion of the entire project. To do so, they need to have interactions with almost all

team members.

1.4.4. INTEGRATED PROJECT TEAM

On publicly funded projects, the government favors the creation of an „integrated project

team‟ where a system of collaborative working is adopted between all of those involved in the

delivery of the project.

The integrated project team is a particularly important concept for public projects as the

recommended procurement routes (set out in the Government Construction Strategy) are. private

finance initiative (PFI), prime contracting and design and build. Under these routes, a single,

integrated supply team (including designers, contractors, specialist suppliers and facilities

managers) is appointed, responsible for delivering (and sometimes, financing and operating) the

entire project. The Government recommend that this appointment is made after the preparation of

the brief (or output-based specification) before any design work has been undertaken.

THE COMPONENT PROJECT MANAGER FROM THE CLIENTS’ PERSPECTIVE

 Responds to requests from clients quickly, don’t wait for a convenient time.

 Keep files so information is readily available when the client asks for it.
  Arrive at meetings on time and prepare.

 Review all invoices before they are mailed and prepared to answer any questions

aboutthem from the client.

EFFECTIVE PROJECT TEAM CHARACTERISTICS

 Small enough to convene and communicate easily.

 Foster discussions that are interactive and open to all members

 Team members have a mutual understanding of each other’sroles and skills.

 Team members offer an appropriate combination of functional/ technical problem –

solving and Has a truly meaningful purpose – clearly articulated, understood, and

advocated for by all members.

 A specific set of team goals exists in addition to individual and organizational goals.

 The team has realistic, ambitious goals that are clean and important to all team members.

 The group plans for a specific set of teamwork products

 Team members have a sense of mutual accountability with the members feeling

individually and jointly responsible for the team’s purpose, goals, approach, and work

products.

 The team can measure progress against specific goals.

 All team members have a sense that only the team can fail.

PROJECT TEAM WORKING APPROACH

a. Is understood and agreed to by everybody.

b. Capitalizes on (and enhances) the skills of those on the team.

c. Provides for open interaction fact – based problem – solving and results – based

evaluation.

d. Can be modified and improved overtime

1.4.5. PROJECT CONTROLS TEAM ANALYZES THE DATA RECEIVED FROM THE

PROJECT TEAM MEMBERS AND DEVELOPS PROJECT PLANS, WHICH USUALLY

INCLUDES:

 Project Cost Estimate

 Project Budget

 Budget allocation

 Resource Plan

 Project Schedule

 WBS/ CBS

 Cost/ Schedule Contingency Plan

Once the project’s cost and schedule are developed, the Project Control team gets

constant inputs from the project team and generatedifferent kinds of analytical reports such as:

 Project Cost and Schedule status and performance

 Project Cost and Schedule forecasts

 Project Cost and Schedule issues/ concerns/ recovery plans. All of this information is

reflected back to the Project Manager and the project team members so they can make

right decisions for the project.

1.4.6. PROJECT CONTROLS PROCESS

According to AACE’s TCM framework, an effective project controls processis built

upon the PDCA control cycle, which is also known as Deming cycle. PDCA/ Deming cycle is a

method used for the controls and continuous improvement of products and services. It stands

for “plan”, “do”, “check”, and “act/assess/adjust.” The first stage of the Project Controls

process is “project planning”. In the planning stage, you plan, define, and develop the scope,

time, and cost and evaluate and assess the associated risks. This step is a fundamental step in

forming a project baseline. After having the plan in place and establishing the project baselines,
you execute the project controls work by recording and measuring the actual cost and schedule

status. This also includes progress measurement, change management, as well as risk and

contingency management. The next stage, which is performed hand-in hand with the Project

Controls execution stage, is project performance measurement and assessment. In this step, you

measure & monitor cost and schedule performance against baseline and evaluate the health of

your project; whether or not you will finish on time and within budget. After obtaining the

performance results, you analyze variances and forecast the project behavior. Finally, the

project status and any recommended corrective or preventive actions will be communicated to

the project team members via different project controls reporting and deliverables.

THIS IS THE OVERALL PROJECT CONTROLS PROCESS

The Project Controls Plan should address the same components in the

Project Controls process plus the application of tools/ software.

PROJECT CONTROLS PLAN COMPONENTS

The following elements need to be addressed in the Project Controls Plan:

 PROJECT PLANNING, PROJECT SCOPE, EXECUTION, & CONTRACTING

STRATEGY DEVELOPMENT:

a. A brief description of the project scope of work

b. The development & structure of the project WBS

c. A brief description of the execution strategy (standard, fast track, shut-down, etc.)

d. A brief description of the contracting strategy (self-perform, a prime contractor,

multiple contractors, JV…) and how coding structure and

e. systems will be integrated (or mapped)

f. The development & organization of the project Control Accounts

 RISK ANALYSIS & CONTINGENCY:

a. Whether formal risk analysis will be conducted for determining the cost and/or

schedule contingency and who is responsible for conducting the risk workshop.

b. The target cost and schedule probability/ confidence levels for contingency

c. If time reserve to be applied to the schedule, how it is done.

d. The systems/software to be utilized for risk analysis

e. The process of recording and maintaining the risk register

 SCHEDULE PLANNING & DEVELOPMENT:

a. How the project schedule will be developed, validated, and baselined.

b. How the schedule basis will be documented.

c. The tools used for the planning and development of the schedule.

d. The level of details required for the schedules developed during the project, including

resource loading & leveling.

e. How the resource requirements are determined to support the execution of the project.

f. How the master schedule will be compiled and who is responsible for the

development and maintenance of the master schedule.

  COST ESTIMATING & BUDGETING:

a. The established Cost Estimate classification system.

b. The class of Cost Estimate at the end of each project development phase.

c. How cost estimate basis will be documented.

d. How the cost estimate will be developed.

e. How the overall project Cost Estimate will be compiled and who is responsible.

f. What tools/ software will be used for cost estimating & cost budgeting?

g. How the cost estimate will be integrated with the schedule.

1.4.7. PROJECT CONTROL EXECUTION

 CHANGE MANAGEMENT:

a. The process for managing changes (from initiation to approval, internal/external, project

changes vs. contract changes)

b. Methods for communicating changes to Project Controls

c. Project Controls involvement in assessing the changes in project’s cost and schedule

d. How in-scope changes will be managed

e. At what point changes will be incorporated into project’s costs and schedule

f. The responsibilities of contractors in managing and communicating changes

g. Tools/ Templates for managing changes

 PROGRESS MEASUREMENT:

a. How physical progress will be measured (methodologies/ rules of credit)

b. Expectations from the contractors in measuring and reporting the progress

c. The interface between schedule control and physical progress measurement

 RISK & CONTINGENCY MANAGEMENT:

a. Who manages the contingency in the project

b. When contingency fund can be utilized

 c. How cost contingency and schedule reserve will be allocated/ drawndown

d. How risks will be revisited during the project

 COST CONTROL:

a. What tool/system/method will be used for managing & controlling the project costs

b. How actual costs and expenditures will be collected

c. How cost forecasting is performed

d. How project costs will interface with the Owner cost accounting system

 SCHEDULE CONTROL:

a. What tool/system will be used for managing & controlling the project schedule

b. How the schedule is updated and maintained

c. How schedule variances will be reported

d. What is the strategy around re-baselining

e. How changes will be incorporated into the schedule

f. How resources will be tracked and forecasted

 PROJECT PERFORMANCE ASSESSMENT

a. How cost and schedule performance will be measured

b. What are the acceptable variance thresholds for a project’s cost and schedule?

c. How project’s cost and schedule variances are measured

d. How cost forecasting is performed

e. How schedule analysis and forecasting is performed

 PROJECT CONTROL REPORTING & COMMUNICATION

a. The scope, content, format, and responsibilities for the preparation, submittal, and

approval of the project reports.

b. Project reporting deliverables and frequency of reporting (Project Reporting Calendar)

c. Project Controls meeting requirements and frequency of the meetings.

 d. File structure for storing project files and information.

e. Project Controls outputs/ deliverables, required for the execution & management of the

project.

f. Tools/systems used for Project Controls reporting.

VALUE PROPOSITION

Successful performance of a project depends on appropriate planning. The execution of

a project is based on a robust project plan and can only be achieved through an effective cost

and schedule control methodology. The development of a suitable project control system is an

important part of the overall project management effort and supports the achievement of project

objectives. It has been proven time and again that project performance can be improved if

dedicated project controls systems are in place. Good project control practices can result in

more predictable cost and schedule outcomes.

 Project Controls and Management Systems (PCMS) are central to effective project

execution. PCMS can improve the delivery schedule for faster time-to- market, help

reduce capital cost, provide the basis for informed decision-making, and help manage

risks.

 Reliable estimating is critical for successful projects and the competency of cost

estimators is paramount in this process. This knowledge area includes research on

evaluating, improving, and training estimating competencies to enhance the reliability of

the estimating process.

 Predictability of cost and schedule performance is crucial to attain financial performance

goals. Research on both leading and predictive indicators is a response to the industry’s

need to have early and accurate predictability of project outcomes

2. MANAGING PROJECT RISKS AND OPPORTUNITIES, PROJECT DISPUTES,

AND ARCHITECTURAL FIRM INSURANCE

Even though you‟ve drafted detailed architectural blueprints and specified the exact

building materials to use, there‟s no guarantee that construction project managers will follow

your instructions to the letter.

For example, a contractor may skip a crucial building reinforcement step or use cheaper

insulation than you recommended. If there are flaws in the finished structure due to construction

mistakes, the owner could sue the architect for negligence and hold them liable for damages.

Toprotect against expensive lawsuits, most architecture and design businesses carry

professional liability insurance, also known as errors and omissions insurance. These policies

cover you if a client accuses you of negligence, you make a mistake that costs a client money,

or you missdeadlines or fail to complete a project.

 In the systematic project risk and opportunity management approach both project risks

(potential negative outcomes) and project opportunities (potential positive outcomes)

 are identified, estimated, and put together in an integrated report forming a basis for

 action planning.

 Discover the benefits of effective risk management practices.

Risk management may not be a standard course in architecture school, but it is an

essential concern for architects and related professionals working today. Managing Project Risk

is a key resource for integrating good risk management into professional practice.

Based on a popular series of articles in AI Architect, this accessible volume offers an

on-the- ground perspective of what can happen on the job and what architects can do to prevent

or mitigate threatening conditions and events. With an engaging, non-legalistic style, authors

Atkins and Simpson draw upon their considerable experience and upon AIA Contract
 Documents to show how sound risk management strategies work in a variety of real-world

settings, covering such practical areas as:

 Risk management fundamentals.

 Contracts

 Relationships with clients

 Understanding the architect's role in the project

 Risk issues with digital drawings.

 The modern architectural workplace

Rendering potentially dry topics lively with wit and anecdote, Managing Project Risk

resonates with the experience of contemporary architects, while offering helpful suggestions

applicable not only to risk management but also to project management and professional

development.

2.1. THE ARCHITECT RESPONSIBILITIES AND DISPUTES

In the world of construction, the role of the architect has assumed a remarkably

powerful position, yet that role often results in the architect being the focus of disputes and

resentment as he or she tries to balance the conflicting needs of the builders, the engineers and

the “client,” that is, the owner of the building. The architect is quite often the ultimate decision

maker on a project, the person who is supposed to coordinate the aesthetic and practical needs

of the owner with the practicalities and design criteria of the engineer, the builders, and the

local authorities. All within budget and all delivered on time.

As any mediator will tell you, being in the middle is seldom a position in which one

may relax. One finds oneself the lightning rod for frustration and discontent and added to this

role is the “artistic” role that most every architect, either consciously or not, wishes to assume.

Within the world of construction, the people who wish to use construction to create useful AND
beautiful structures normally become architects and most architects, especially when young,

hope to create in brick and mortar some aesthetic concept that will last generations.

Yet, legally, the role of the architect is not only more mundane but is restricted to being

the agent of the owner, acting to initiate and facilitate the project from initial planning to

completion. As the owner's agent, the architect is typically responsible for the technical design,

as defined in the contract with the owner. The specifics of the architect's responsibilities should

be clearly expressed in the contract and, as discussed ad nauseum in our web site, the key to a

successful business or construction relationship is a well drafted written contract created with

the professional input of both attorneys and accountants. Indeed, in some jurisdictions it is

legally required to have a written contract between the architect andthe owners.

The ideal contract is carefully constructed with the project and personalities in mind.

Realistically, the usual project uses the standard form AIA (American Institute of Architects

contract A201) or equivalent form with “fill in” blanks even though it is usually heavily

weighted in favor of the architect. (Most truly experienced developers, after one or two

experiences with that form contract, create either addendums to the contract or create their own

version.) Either with that form or not, the responsibilities discussed here often apply in standard

form contracts.

The problem with architect relationships, however, often stems not from the central role

they perform, but by a misunderstanding of their contractual duties, and usurpation of various

roles and responsibilities by others on the project, either intentionally or unintentionally. To get

the project done (and the money paid) it is not uncommon for subs or builders...or even

owners...to assume tasks that should be in the architect’s purview both causing confusion and,

ironically, removing that responsibility and liability from thearchitect’s shoulders.

To avoid that danger, a full understanding of the actual tasks normally assumed by the

architect and what they mean is essential.

2.2. STANDARD FORM CONTRACT PROVISIONS

2.2.1. OWNER’S CONTRACTUAL ROLE

By engaging an independent design professional, by which is normally meant the

architect, the owner intends to secure a reasonable design within known parameters. At the

same time, the owner will shift responsibility for the design onto the architect and should

clearly and completely convey all project objectives and necessities. The owner should avoid

participation in the actual design work if the owner wishes to ensure that the design liability

remains with the design professionals. As far as the contractor is concerned, these are

contractual matters strictly between the owner and designers. The typical response of a

contractor to a flaw in the construction is that the Plans and Drawings indicated that the

construction should have been completed in that manner and so long as the contractor follows

the plans and specifications, the contractor is normally free from liability. (Quite a few contracts

with contractors impose upon contractors the duty to report errors in plans and specifications

that they encounter but even assuming the contractor executes such a clause, enforcement is

difficult, and the negligence would still be parceled out among the various parties...including

the owner if the owner was responsible for the errors.)

The following are the typical project obligations of the architect:

a. Production and coordination of all plans and specifications including all change orders.

b. Technical accuracy of all documents and often reviews of contracts with subs.

c. Specific design (not design criteria).

d. Workability of the design.

e. Code compliance.

f. Interpretation of the documents.

g. Submittal review and approval.

 h. Prompt and timely response.

i. Evaluation of the work, often as part of release of payment provisions.

j. Diligence, skill and good judgment usually with a criterion of “equal to the

k. professional level of competence in the area.”

2.2.2. PROJECT DISPUTES

Client miscommunications and shifting project scopes.

When a project doesn't go according to plan, clients can file lawsuits against the

architect, and miscommunication is often a factor. Many architects point to shifting project

scopes as sources of disputes with clients, which can lead to lost wages, hard feelings, and

eventually lawsuits.

Make sure that the contract you sign with the client details all the terms of your work

including deliverables, deadlines, and pay rate – so both parties have everything in writing. If a

project‟s scope changes or you take on more responsibilities, it’s a good idea to modify and

resign the contract. Regularly check in with the client throughout the project so that you can

manage expectations and stay aware of new or shifting priorities. Again, professional liability

insurance will cover you from lawsuits caused by poor communication, changing project

requirements, and budget overruns.

2.2.3. DO ARCHITECTS NEED INSURANCE?

You bring dreams to life, taking building ideas from visions to drawings. And while it

may be rewarding work, it can also lead to risks. That’s why architects need business insurance

to help protect your:

 Employees

 Property

 Equipment

 Assets
Who Needs Architect Insurance?

 Architects

 Architectural designers

 Architectural firms

Other insurance policies for architects and designers

While professional liability insurance is a must for architecture and design businesses, it

only protects you from lawsuits caused by work mistakes or negligence. Depending on other

aspects of your business, you might consider purchasing some or all the following policies:

 General liability insurance. A general liability insurance policy will protect you if a

client suffers an injury at your office or you damage their property.

 Commercial property insurance. If your architecture business has invested a substantial

amount of money in high-end computers for designing building plans or other

equipment that is necessary for work, commercial property insurance will reimburse you

if gear is stolen or damaged.

 Business owner’sinsurance: Depending on your business’s situation, you may be able to

savemoney by purchasing a business owner’s insurance policy, which bundles general

liability and commercial property insurance.

 Workers‟ compensation insurance. Most states require businesses with even one

employee to carry workers‟ comp insurance, which covers workers who are injured or

become ill on the job.

 Cyber liability insurance. If you store confidential building plans or sensitive client data

on your computers, you could be sued in the case of a data breach, which would be

covered by your cyber liability insurance policy.


3. ARCHITECTURAL DESIGN TEAM ARRANGEMENTS AND ALLIANCES

3.1. DESIGN TEAM

The design team for construction projects consists of an architect and engineers. Often,

the team itself may consist of an architectural firm and an engineering firm which themselves

employ several architects or engineers. On smaller projects, you may simply have one architect

or engineer who is tasked with your project. Each of these groups can have individuals that

specialize in specific areas of design or engineering.

3.1.1. ARCHITECTS

The architect or architectural team is responsible for the design stage of the project.The

architect will take an idea the owner has and if that idea is feasible, create a design around it.

Different types of architects may specialize in different types of projects. Some architects

specialize in specific types of buildings, while others specialize in a subset of the project itself.

For example, on a single project, you may have an architect who is designing the physical

structure for the project and a second landscape architect that is responsible for designing the

exterior portion of the project.

Architecture is both an art and a science. Modern professional architects seek to produce

buildings that are both aesthetically pleasing and functional. Increasingly, architects are

focusing on incorporating sustainability into their designs, and charting out new ways to add

value to the client through design processes.

3.1.2. ENGINEERS

Your design team will almost certainly consist of one or more engineers in addition to

the architect(s). Broadly speaking, engineers are responsible for ensuring that the finished

product of the construction project is safely and appropriately constructed. But this isn’t what

all engineers do on construction projects. Engineers make sure that the project is as efficient as
possible, reducing costs while maintaining necessary safety features. Engineers will also

conduct an initial survey of the building site to assess the feasibility for the project and geta

sense of any special accommodation that may need to be made.

An important aspect of what civil engineers is responsible for is ensuring that all local

and state legal requirements are met for your project. Early on, this means closely tracking

changes to the design to ensure that plans and specifications include any necessary requirements.

As the construction project progresses to the physical construction stage, the engineer will

regularly review construction to verify that everything is being built according to requirements.

Effective engineering firms also specialize in optimizing the building process by finding ways

to build more efficiently, reducing both costs and time associated with the project.

Each design team will approach their own creative process differently. The design phase

itself generally occurs very soon after the start of the project. During the first phase of a project,
 the owner approaches a construction project manager to explain their idea and determine the

feasibility of the project. If the construction project manager determines thatthe project is

feasible, they will bring a design team on board within a short period of time.

Bringing the design team onto the project early is both necessary and advantageous. It is

necessary because the design must come before the construction phase canbegin. You will also

need a design before you are able to secure the necessary permits and entitlements for the

project. Getting an early start on the design process also allowsthe client’steam to quickly gain a

sense of whether the structural design is possible, what constraints there are, and whether any

entitlements will be necessary.

As the client, you will also want to get the design teams in place and start on the project

as soon as possible because the entire process can take a great deal of time. Every construction

project is unique. Some projects may also require multiple revisions, each of which will take

extra time.

The first draft and subsequent revisions represent a collaborative effort between

architects and engineers to ensure safety, legal, and regulatory requirements are met.

3.2. INTER FIRM ALLIANCES

 Pertains to the collaboration of two architectural firms participating on aparticular project.

 For two firms considering an alliance, the greater the need for ongoing task coordination

and joint decision making between the partners in an alliance, the higher the anticipated level

of interdependence and coordination costs.

 Each form of alliance governance structure provides differing degrees ofcontrol over and

coordination of the activities in a partnership.

 As a result, firms will seek the governance structures or alliances that will provide the

necessary ongoing over- sight and coordination. The higher the interdependence among
 partners, the greater the amount of information they must process while the alliance is in

progress.

 Partners in such alliances must evolve mechanisms through the governancestructure to

process the requisite information.

 Alliances with more hierarchical controls are capable of providing greater coordination and

information processing capabilities than those with fewer controls.

 Contractual relationships such as alliances can include several hierarchical elements

embedded in their structure, including

 a command structure and authority systems to put it in place, as well as systems for

certifying which communications are authoritative,

 incentive systems that facilitate performance measurement and link rewards to performance,

 standard operating procedures that allow quick decisions to be made by anticipating those

decisions in advance

 dispute resolution procedures that bypass courts and markets by specifying a hierarchy of

entities or individuals to which appeals can be made, and

 non-market pricing systems, such as cost-plus systems, which enable greater precision in

remuneration when changes in specification are made.

 These hierarchical elements are present to varying degrees in differentgovernance structures

for alliances.

 While incentive systems and non-market pricing highlight some of the agency features of

hierarchical controls previously discussed by transaction cost economists, the other elements

concern the coordination capabilities of hierarchical controls in alliances

 For instance, the command structure, authority systems, and standard operating procedures

all make it easier to coordinate tasks between partners by clarifying decision making

procedures and anticipating issues before they arise.

  Hierarchical elements in alliances can effectively address the anticipated coordination costs

resulting from interdependence for several reasons. The standard operating procedures,

command structure, and authority systems in hierarchical governance structures in alliances

typically include planning, rules, programs, or procedures, which March and Simon

identified as key means for task coordination.

 Planning involves presetting schedules, outcomes, and targets; and rules, programs, and

procedures emphasize formal controls in the form of decisions made a priori for various

likely scenarios.

 All of these serve the common purpose of minimizing communication, simplifying decision

making, reducing uncertainty about future tasks, and preventing disputes.

 In alliances, hierarchical controls institutionalize, or formalize, interactions between partners.

In addition to regularizing meetings between partner representatives, such hierarchical

controls may also formally designate roles for the partners.

 In joint ventures, which may involve the greatest extent of hierarchical controls, this type of

control is implemented at the time of inception, when formal roles are allocated.

 Formalization makes the division of labor and the interactions between partners more

predictable and allows joint decisions to be made more by rules than by exception.

 Because hierarchical controls clarify boundaries on decisions and activities they simplify

decision making

3.3. DESIGN TEAM ARRANGEMENTS

Most work done by architects is carried out in teams’ settings: project teams, ownership

teams and special task teams in a firm. The quality of the teamwork, including team

communications, directly affects the design work of individual architects. Despite the obvious

importance of developing competent, cooperative teamwork, many architecture teams fall far
short in their communications and performance. This topic explores the roots of these problems

and the nature of effective teamwork. Included in the discussion are explanations of basic team

building, strategies and skills that can help architecture teams performs at higher levels of

productivity and creativity.

Following are examples of the kinds of team settings in which architects and other

building design professionals often work.

 PROJECT TEAMS. Most projects involve a team of architects, engineers, contractors,

subcontractors, owners, and users. Effective teamwork on projects contributes to

profitability and quality, as well as greater ability to achieve the original design intent.

 OWNERSHIP TEAMS. Teams of principals and partners govern many architecture firms.

Ownership teams can support positive organizational culture, information sharing between

departments, productivity, and financial performance.

 STUDIOS, DEPARTMENTS, AND MARKETS. Many firms organize work by studio,

department, or market teams that specialize in a building type or client group. Good

teamwork can improve the personnel assignments, professional development and

mentoring, and employee job satisfaction.

 SPECIAL PROJECTS. Many firms use teams to tackle special projects such as

marketing initiatives, operational issues, and practice opportunities. Successful teamwork

on such efforts can improve the quality and value of project outcomes.Some architects

thrive on teamwork in their practice, while others struggle with it. In particular, architects

who prefer to work as “loners” can be both uncomfortable and ineffective when it comes

to working with a team.

Along with these important advantages of working in teams, groups and teams often

face predictable problems.

 PREDICTABLE SLIPPAGE. Many architecture project and ownership teams suffer

from this problem. While all teams have the potential for synergistic results, many actually

suffer from performance slippage. With synergy, 1+1=3. With slippage, 1+1=1 ½.

Slippage occurs in architecture teams that enlist talented individual members but fail to

produce at a level equivalent to the total of their talents. These teams resemble all-star

teams that showcase strong individuals but fail to deliver a strong team performance.

 INDIVIDUAL NEGATIVITY AND PASSIVITY. People change their behavior when

they participate in a group, and the changes can be worrisome. People tend to be more

critical, negative, and passive in a group that when they communicate in a one-on-one

situation. This attitude can be seen in design reviews, which have the potential to provide

useful criticism but often become so negative that such content is lost.

 INDIVIDUAL FOCUS. Even when a team leader advocates teamwork, many group

members are actually thinking, “How does this affect me?” For example, principals in

architecture ownership teams can struggle to balance their individual interest with the

good of the firm.

 GROUPTHINK. Many group suffer from conflict avoidance, premature agreement or

short term or far- from-optimal thinking. Architecture project teams, for example, may

conduct project status meetings that seem well organized and smooth but actually fail to

uncover and address glaring project problems.

 QUESTIONABLE ETHICS. Groups and teams of all kinds have the ability to coerce

individuals even individuals with strong personalities- into “going along” with the group

sentiment. This occurs in “old boy” ownership teams that systemically neglect problems in

the organization of the firm, career development, and advancement issues and mentoring

of younger professionals. Even the most ethical individuals can (and do) strong-arm the

weak to get their way.

  INEFFECTIVE LEADERSHIP. Many of the potential problems noted previously stem

from ineffective team leadership. Strong leadership requires skills for managing group

discussions, addressing and controlling group think, and making passive participants more

active.

3.4. CHALLENGES DURING THE DESIGN PROCESS

The biggest challenge facing the design process is the breakdown of communication

between the various entities involved. It is difficult to understand how important

communication is during this time. Both the architectural and engineering teams require

information from one another. Without the information they need, they cannot move forward

with their portion of the project.

Often, communication difficulties stem from a basic misunderstanding about what the

other party needs. One team member may not understand that the other requires certain

information and may, in fact, feel like they are waiting for information themselves. This

isn’tjust a risk between members of the design team, but also between the design team and the

owner’s team, and the design team and the contractor. Each party involved in a

constructionproject can run into challenges getting the information they need when they need it.

The solution to this problem lies with the project manager. Project managers that are

integrated into the process will work to ensure that team members have the information they

need to finish their part of the task. By facilitating the flow of information, project managers

can ensure costly delays resulting from stagnant communication don’t occur.

A second factor that can affect the success of the design process is a project manager

who isn’t familiar with basic design principles. Whereas in the past the product of the design

process was a paper schematic, today’s design process revolves around Building Information

Modeling (BIM). BIM is 3d modeling and design software that integrates the design,
 engineering, and project management roles through the creation of a shareable modeldepicting

design, infrastructure, engineering, and operational information. If project managers aren‟t

familiar with how BIM functions and how to coordinate the creation of BIM models, the entire

design process can become less efficient.

3.5. THE ROLE OF CONSTRUCTION PROJECT MANAGEMENT IN THE

DESIGN PROCESS

One of the roles of the project manager during the design process is to facilitate the flow

of information between other entities involved in the process. This includes the client, architects,

and engineers. At a certain point, this may also include bringing a general contractor on board

and incorporating them into design discussions. Like other parts of construction projects, to be

effective, project management teams must be familiar with the design process. They must

understand where problems might arise and work to mitigate those problems as efficiently as

possible.

The project manager is also responsible for ensuring that each team member has a clear

understanding of the project budget and schedule. This will help ensure that the design will

progress within the project budget and time constraints. Project managers are typically engaged

throughout the design process. The design phase occupies a significant portion of the pre

construction phase. Design considerations can impact on the project timeline and budget and

may require the project manager to revise the project’s strategic plan.

3.6. NAVIGATING THE SELECTION PROCESS

As the client, you’ll want to work closely with your project manager during the selection

process for your design team. The selection of your design team can have a large impact onthe

success of your project. Designers differ in the types of construction projects they specialize in

and in their design philosophy. One designer may specialize in utilitarianindustrial design,
while another may specialize in creating commercial structures that are aesthetically pleasing

and emphasize sustainability. If certain features of design like sustainability or accessibility are

important to you, you’ll want to work with a design team that incorporates those features into

their design philosophy.

Your project manager will be able to steer you towards designers that have worked on

projects that are like your own. This is usually a good place to start. From there you‟ll want to

find the design team whose design philosophy aligns closely with the project outcome you

desire. Even after construction has been completed, your project manager and architect will

perform a final walk through to ensure the physical construction matched the project

requirements. In this way, working with the design team is a long-term commitment. As such,

you’ll want to be as discerning as possible during the selection process to find a design team

that you will be able to work well with.

In the construction industry, the design team plays a pivotal role, serving as the

backbone throughout the entire life cycle of a project. Comprised of architects, engineers, and

other specialists, this team is responsible for conceptualizing, planning, and executing the

design vision. Their involvement spans from initial brainstorming sessions to the final stages of

construction, ensuring that the project adheres to budgetary constraints, regulatory requirements,

and client specifications. One of the key contributions of the design team is its emphasis on

value engineering, where they scrutinize every aspect of the design to maximize efficiency and

cost-effectiveness without compromising quality.

Moreover, design teams are increasingly championing sustainable building practices,

recognizing the importance of environmental stewardship in modern construction projects. By

integrating eco-friendly materials, energy-efficient systems, and innovative technologies, they

strive to minimize the project's environmental footprint while enhancing its long-term

sustainability.
What is Office Project Management?

An organization's project management standards are defined and upheld by an office project

management, which can be internal or external. They oversee upholding best standards and properly

documenting project status and strategy.

Includes maintaining the documentation, guidelines, and metrics for project execution, making

sure that projects are finished on schedule and within budget.

PROJECT MANAGEMENT

 Function

a. - A Group of management activities over and above normal architectural and

engineering services carried out during the pre-design, design, and construction phases,

that contribute to the control of time, cost and quality of construction of a project.

b. - Complementary to the function of Architects, Engineers and Contractors in meeting

the broad & complex requirements of usual projects.

BENEFITS OF PROJECT MANAGEMENT

 Improved and better quality and productivity of work

 Mitigate project risks

 Improve relationships with stakeholders.

ARCHITECTURAL MANAGEMENT

What is the difference between Office Management and Project Management?

SMALL PROJECT CHARACTERIZED BY

PROJECT TEAMS

 A project team is composed of individuals that are working together towards a common

goal and meet the expectations of client.

 Project teams collaborate and capitalized on the skills of the teams.

 Provides open interaction among colleagues, fact-based problem solving, and result-based

evaluations.

CHARACTERISTICS

 The team members have a sense of accountability with their peers in which are

individually and jointly responsible for the teams’ purpose, goals, approach, and work

products

 Foster open and interactive discussions within the team

 Offers appropriate combination of functional and technical problem-solving interpersonal

skills

 Plans for a set of teamwork outcomes and measure progress against specific goals.

PROJECT TEAM COMPOSITION

PROJECT MANAGER

Project Teams Head

Detailed Functions
MANAGING STAFF

Core Project Team Members

DESIGN DEPARTMENT

Project Design Manager

 Manages the technical design and communicates with the Project Manager of any issues

and concerns. Communicates with the design team of all necessary references, standards,

etc.

Senior Architect/ Designer

 Licensed and qualified professional performs the main tasks assigned by Project Design

Manager. Responsible for the selection, evaluation, and implementation procedures.

Manages designers and below positions.

Architect/ Designer

 Perform core designing tasks for the clients/firm Perform tasks as per the instructions of

the senior designers

 Technically knowledgeable on design and provide different design ideas supporting

 supervisors. Communicate on time and take necessary action to meet/ finish drawings as

per schedule.

Assistant Designer

 Assist more experienced architect/designers in accomplishing tasks Designing plans,

changing designs, compiling project design, recording contracts, evaluating financial

demands, and disbursing resources to the architecture team

Intern

 Are unregistered or still graduating architecture students who work as trainees in the firm.

They may handle day-to-day tasks and assist designers in their duties.

ENGINEERING DEPARTMENT

Project Engineering Manager

 Coordinates designs and develops detailed architectural and engineering plans in

compliance with applicable regulations.

Civil Engineer

 Managing, designing, developing, creating, and maintaining construction projects

CONSTRUCTION

Construction Manager

 Responsible for budgeting, organization, implementation, and scheduling of the projects.

PROJECT CONTROLS

Project Administrator

 Responsible for supporting the firm’s leadership and architectural staff. Works closely

with multiple project teams to help design staff work more efficiently by assisting with

administrative tasks required throughout all project phases.

Estimating

 Responsible for estimating the cost of the project and assisting in determining the cost of

the product or service that will be manufactured.

PROJECT OPERATIONS

This pertains to the timeline and flow of work in an architectural firm. Includes the

requirements and target date for each project. A good project operations flow achieves success

in the project and meets client’s expectations and standards.

A. Start-up

 This includes the project definition, acquisition, planning, and contract negotiation.

 Team briefing

B. Project Authorization

 Establishing necessary project accounts and reports that will be distributed to the team.

 Providing the accounting department/ bookkeeper/ principal with information about the

project milestones, deliverables and billing details

C. Key Project Information

 List of project files, locations and access guidelines

PROJECT CONTROLS

 To keep costs and timelines on track, project controls are procedures for acquiring and

analyzing project data. Initiating, planning, monitoring, regulating, communicating, and

closing out project expenses and schedule are some of the duties of project controls.
PROCESSES THAT DEFINE PROJECT CONTROL

Project Planning

 Tells all involved parties where you're heading and how you're going to get there The

project planner collaborates closely with the project manager and their team to establish

the project scope, time-phased construction of these items, and create a project schedule

Cost Management

 Implemented to aid project teams in planning and maintaining budgets during the course

of the project. Resource planning, cost estimation, cost budgeting, and cost control are the

four stages that make up the detailed process of cost management.

Risk Management

 By anticipating, identifying, analyzing, and responding to project-related events, it

focuses on risk control. In order to save time, money, and reputation, risk

management aims to increase the Likelihood and effect of good events in the

project while lowering those of unfavorable events.

Change Management

 Projects can stay on their planned course by documenting changes, comprehending their

effects, and following a defined process for evaluation, approval, and accountability.

Project Administration

 To enable teams to concentrate on actual execution rather than routine tasks, the goal is to

track status updates, record meeting minutes and learnings, and manage processes.

Importance of Project Controls

 Despite being a subset of project management, controls still interact with more people than

just the project managers to whom they report; they give the project a structure, encourage

collaboration, unleash the power of data, and free project teams to concentrate on taking

actions rather than processing data.

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