Table Contents

I. COMPREHENSIVE ARCHITECTURAL SERVICES .......................................................................................... 2

2. SCOPE OF SERVICES .......................................................................................................................... 3
OFFICE PROJECT MANAGEMENT IN ARCHITECTURE ................................................................................... 9
What Is Construction Project Management? .............................................................................................. 9
The Challenges of Construction Project Management: A Closer Look ...................................................... 14
Cost Overruns Amidst Scope Creep ....................................................................................................... 15
Time Management & Scheduling .......................................................................................................... 16
Resource Allocation & Coordination ..................................................................................................... 17
Project Teams ............................................................................................................................................ 18
PROJECT MANAGER .............................................................................................................................. 18
TRAITS AND ABILITIES ........................................................................................................................... 18
MANAGING STAFF & CONSULTANTS ..................................................................................................... 19
THE COMPONENT PROJECT MANAGER FROM THE CLIENTS’ PERSPECTIVE .......................................... 19
PROJECT TEAM WORKING APPROACH .................................................................................................. 21
PROJECT OPERATIONS ........................................................................................................................... 21
PROJECT AUTHORIZATION..................................................................................................................... 22
RISK MANAGEMENT ............................................................................................................................. 23
Reach New Heights With Construction Project Management ............................................................... 24
The Risk Management Process in Project Management ........................................................................... 25
Architecture and risk ................................................................................................................................. 25
Most common risks for architects ............................................................................................................. 26
The Importance of General and Professional Liability Insurance for Architects ........................................ 30
Do Architects Need Professional Indemnity Insurance? ........................................................................... 31
Project Management for Architects: A Comprehensive Guide .................................................................. 36
Understanding Project Management .................................................................................................... 36
The Project Management Process......................................................................................................... 36
Tools for Project Management .............................................................................................................. 37
Best Practices for Project Management ................................................................................................ 38
Conclusion ............................................................................................................................................ 38
ARCHITECTURAL DESIGN TEAM ARRANGEMENTS AND ALLIANCES .......................................................... 39
REFERENCES:............................................................................................................................................. 44
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I. 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.

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).

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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)

2.1.1.1 Consultation

2.1.1.2 Pre-Feasibility Studies

2.1.1.3 Feasibility Studies

2.1.1.4 Site Selection and Analysis

2.1.1.5 Site Utilization and Land-Use Studies

2.1.1.6 Architectural Research

2.1.1.7 Architectural Programming

2.1.1.8 Space Planning

2.1.1.9 Space Management Studies

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2.1.1.10 Value Management

2.1.1.11 Design Brief Preparation

2.1.1.12 Promotional Services

2.1.2 Regular Design Services (SPP Document 202)

2.1.2.1 Project Definition Phase

2.1.2.2 Schematic Design Phase

2.1.2.3 Design Development Phase

2.1.2.4 Contract Documents Phase

2.1.2.5 Bidding or Negotiation Phase

2.1.2.6 Construction Phase

2.1.3 Specialized Architectural Services (SPP Document 203)

2.1.3.1 Architectural Interiors (AI)

2.1.3.2 Acoustic Design

2.1.3.3 Architectural Lighting Layout and Design

2.1.3.4 Site Development Planning (SDP)

2.1.3.5 Site and Physical Planning Services (including Master Development Planning, Subdivision Planning

and Urban Design)

2.1.3.6 Comprehensive Development Planning (CDP)

2.1.3.7 Historic and Cultural Heritage Conservation and Planning

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2.1.3.8 Security Evaluation and Planning

2.1.3.9 Building Systems Design

2.1.3.10 Facilities Maintenance Support

2.1.3.11 Building Testing and Commissioning

2.1.3.12 Building Environmental Certification

2.1.3.13 Forensic Architecture

2.1.3.14 Building Appraisal

2.1.3.15 Structural Conceptualization

2.1.3.16 Preliminary Services

2.1.3.17 Contract Documentation and Review

2.1.3.18 Post-Design Services (including Construction Management Services)

2.1.3.19 Dispute Avoidance and Resolution

2.1.3.20 Architectural Research Methods

2.1.3.21 Special Building/ Facility Planning and Design

2.1.3.22 Building Components

2.1.3.23 Management of Architectural Practices

2.1.4 Construction Services

2.1.4.1 Fulltime Supervision Services (SPP Document 204-A)

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2.1.4.2 Construction Management Services (SPP Document 204-B)

2.1.5 Post-Construction Services (SPP Document 205)

2.1.5.1 Building and Facilities Administration

2.1.5.2 Post-Construction Evaluation

2.2 PROJECT MANAGEMENT (PM)

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.

2.2.1 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.

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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:

3.1.2.1 Architects

3.1.2.2 Engineers

3.1.2.3 Market Analysts

3.1.2.4 Accountants

3.1.2.5 General Contractors

3.1.2.6 Real Estate Consultants

3.1.2.7 Sociologists

3.1.2.8 Planners

3.1.2.9 Bankers

3.1.2.10 Lawyers

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.

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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:

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

plan/design of the project.

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

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

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

project.

4.1.1.5 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.

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OFFICE PROJECT MANAGEMENT IN ARCHITECTURE

What Is Construction Project Management?

Construction project management involves overseeing the planning, coordination, and execution of

construction projects. This process involves defining project objectives, creating a comprehensive plan,

assembling a competent team, and managing activities such as procurement, scheduling, and risk.

If you’re in the construction industry, it’s important to possess leadership, organization, and problem-

solving skills, along with technical knowledge of construction. The ultimate goal is to deliver successful

projects that meet client objectives, minimizing risks and ensuring satisfaction.

Do you know that construction projects can be of various types?

Types of Construction Projects

Here are some common types of construction projects:

1. Residential Projects: Focuses on building homes and housing complexes, including single-family houses,

apartments, and townhouses.

Commercial Projects: Involves constructing buildings for commercial purposes, such as office buildings,

retail stores, restaurants, hotels, and shopping malls.

2. Industrial Projects: Deals with constructing facilities for industrial activities. These facilities can include

factories, warehouses, power plants, refineries, and manufacturing plants.

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Institutional Projects: Involves building facilities for public or institutional use, such as schools, hospitals,

government buildings, and religious structures.

3. Infrastructure Projects: Focuses on developing essential infrastructure systems, such as roads, bridges,

tunnels, and airports.

4. Renovation and Remodeling Projects: Refers to renovating or modifying existing structures to improve

functionality and aesthetics or adapt them to new purposes.

1. Planning & Design

The planning and design stage is the first and most crucial stage of any construction project. It involves

defining the scope, deliverables, budget, deadline, and specifications of the project.

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It also involves selecting the design team, consultants, contractors, and suppliers for the project.

This stage involves four sub-stages, and each sub-stage requires different levels of analysis,

creativity, and coordination among the project stakeholders.

Feasibility study: The feasibility study is the initial assessment of the project’s risks and constraints. It

evaluates the project from different aspects, such as technical, economic, and legal. It also identifies the

project’s goals, requirements, and potential impacts.

Conceptual design: The conceptual design is the preliminary sketch of the project’s vision and layout. It

illustrates the general concept, function, and aesthetics of the project. It also establishes the design

criteria, standards, and guidelines for the project.

Schematic design: The schematic design is the development of the project’s architecture, engineering,

and systems. It defines the size, shape, structure, and materials of the project. Here, it also determines

the major components, systems, and equipment used throughout the project.

Detailed design: The detailed design is the finalization of the project’s plans, specifications, and

documents. It describes the exact dimensions, details, and features of the project. The detailed design also

prepares the construction documents, contracts, and permits for the project.

The planning and design stage is essential for ensuring that the project meets the expectations

and needs of the clients. It also sets the foundation for the successful and smooth execution of the

subsequent stages of construction project management.

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2. Pre-Construction

The pre-construction stage is the second stage of any construction project. It involves preparing the site,

mobilizing the resources, and coordinating the activities for the construction phase.

This stage can be divided into three sub-stages.

• Site investigation: As a construction project manager, you evaluate the site’s suitability and

availability for the project. This sub-stage also aims to identify what will be the challenges, hazards,

and opportunities if the site is finalized.

• Resource allocation: Resource allocation is the distribution of the manpower, material, and

funding for the project. It estimates the quantity, quality, and cost of the resources needed for the

project. Here, you also select the best sources and suppliers for the project.

• Activity planning: Activity planning defines the scope, sequence, and duration of the activities

involved in the project. This also includes establishing the roles, responsibilities, and

communication channels among the project team.

The pre-construction stage is vital for ensuring that the project is ready and feasible for the

construction phase. It also sets the expectations and standards for timely and efficient execution of the

subsequent stages of construction project management.

3. Procurement

In the procurement stage, you acquire the goods, services, and equipment for the project. Here, you must

also ensure that the required contracts are ready for the project.

This stage can be divided into three sub-stages.

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 • Procurement planning: In this sub-stage, you develop the procurement strategy and arrange for

required documents such as requests for proposals, bids, and quotations.

• Procurement execution: Here, you evaluate and select the suppliers and subcontractors for the

project. This ensures that the procurement process is fair, transparent, and competitive.

• Procurement control: This sub-stage involves the oversight of the procurement performance, such

as tracking, verifying, and reporting the progress and quality of the deliveries and payments for

the project. It also takes into account any changes, issues, or disputes that may arise during the

procurement process.

The procurement stage is essential for ensuring that the project has the necessary resources for the

construction phase.

4. Execution:This stage involves overseeing the execution of the construction activities and ensuring that

they are aligned with the project plan and objectives.

To achieve this, you need to communicate and collaborate effectively with all the stakeholders

involved, such as the client, the contractors, and the suppliers.

You also need to monitor and control the project’s performance and progress. Moreover, you need to

implement changes and manage risks that might arise during the construction process by following a

systematic process.

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The execution stage can be divided into four sub-stages.

1. Communication management: Communication management implies streamlining communication and

collaboration among the project stakeholders.

Effective communication management ensures that the feedback is clearly and consistently

communicated among the stakeholders.

2. Monitoring and control management: This sub-stage measures and compares the actual outcomes with

the planned progress. It also identifies any deviations or issues that may affect the project objectives,

scope, schedule, budget, or quality.

3. Performance management: Performance management is the evaluation and improvement of project

outcomes and outputs. It assesses and reports the achievements and challenges of the project. It also

proactively takes corrective and preventive measures to enhance the project’s performance and quality.

4. Change and risk management: This sub-stage anticipates and mitigates any changes or risks that may

impact the project. It analyzes and prioritizes the potential risks based on their probability and impact.

The execution stage is critical for ensuring that the project fulfills the pre-defined design and specifications.

The Challenges of Construction Project Management: A Closer Look

Construction project management is a demanding field that has its own set of unique challenges.

As a construction manager, you must be adept at handling these challenges to ensure long-term project

success.

It’s time to uncover some of the key challenges you might encounter during construction project

management.

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Cost Overruns Amidst Scope Creep

Construction projects need substantial funding and precise cost estimation, expense tracking, and

budget control.

But managing changes like design alterations or unforeseen conditions pose a challenge in this process.

For instance, unexpected soil conditions during excavation can inflate costs and require modifications at

the ground level.

To overcome these hurdles, proactive project management techniques are crucial.

Implementing a change management system, promoting collaboration, and utilizing technology enable

better cost control and decision-making. By addressing these challenges head-on, you can ensure project

viability and successful outcomes.

In the above-mentioned scenario, there also arises the need for additional labor to handle modifications.

This highlights the importance of utilizing the right tool to track time spent on such tasks.

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By accurately measuring the task duration, you can adjust costs which ensures accurate financial

management throughout the process.

Time Management & Scheduling

Managing construction project timelines can be challenging due to factors such as weather

conditions, unforeseen delays, and coordination issues among different trades.

Effective time management demands the creation of realistic schedules, meticulous progress monitoring,

and proactive strategies to mitigate potential delays.

You can employ robust project planning and implementing strategies, leverage technology for real-

time monitoring, and foster seamless communication among stakeholders to address this challenge.

Here, using a tool, you can use a tool to plan your project

workflow and define clear tasks, due dates, and assignees.

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Resource Allocation & Coordination

Construction projects require efficient allocation and coordination of resources, including labor,

equipment, and materials. Challenges can arise from resource shortages or scheduling conflicts.

Effective resource management involves careful planning, regular communication, and proactive problem-

solving. So, for example, if there is a delay in the delivery of construction materials, it can impact the

sequencing of tasks and require adjustments to resource allocation and coordination.

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Using the right tool empowers you to define task timelines and prioritize them accordingly. Furthermore,

you can allocate specific tasks to users or teams, fostering accountability and transparency among

stakeholders.

For instance, excavation work can be allocated to the site preparation team, while roofing and

waterproofing tasks can be assigned to the roofing contractors.

Project Teams
-Even the smallest project requires a team of two: an architect and client

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

etc.1.

PROJECT MANAGER
-Central figure on a project team.

- The person in the architectural firm who is responsible of managing design, schedule and budget

concerns to meet the client’s expectations.

-Effective project manager s assume project leadership responsibility, accept certain challenges and bring

certain traits and abilities to their work

TRAITS AND ABILITIES

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

b. Is enthusiastic about achieving high standards’.

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

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

e. elegates when appropriate

.f. Listens well and can interpret clearly team members’ issues and opinions.

g. Attacks aggressively every problem important to the projects’ success.

h. Is persuasive in a pleasing manner.

i. Has a conscious sense of time, knows what to accomplish a task, and is aware of howmuch time is left

to finish a task.

j. Know where to find the answers for technical and managerial problems.

k. Knows that it takes a team to accomplish outstanding results and gives a credit to theteam.

l. Is results – oriented always keeping the final outcome of the project in mind.2.

MANAGING STAFF & CONSULTANTS

- The team may include a part

– time draftsperson, a consultant, the contractor and the client.

THE COMPONENT PROJECT MANAGER FROM THE CLIENTS’ PERSPECTIVE

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

Be prepared to discuss the projects’ status (technical, budget, or schedule) at any time.

Keep files so information is readily available when client asks for it.

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 Arrive at meetings on time and prepared.

Keeps client informed by routinely sending copies of correspondence, telephone logs andother project

documentation.

Review all invoices before they mailed and prepared to answer any questions about them fromthe

client.

EFFECTIVE PROJECT TEAM CHARACTERISTICS

Small enough to convene and communicates easily

Foster discussions that are interactive and open to all members

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

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

interpersonal skills

Has a truly meaningful purpose – clearly articulated, understood, and advocated for by allmembers

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

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

The group plans for a specific set of teamwork product.

Team members have a sense of mutual accountability with the members feeling individuallyand jointly

responsible for the teams purpose, goals, approach and work products

The team is able to measure progress against specific goals

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

PROJECT TEAM WORKING APPROACH

1.Is understood and agreed to by everybody2.

2. Capitalizes on (and enhances ) the skills of those on the team3.

3. Provides for open interaction fact– based problem – solving and results – based evaluation4.

4. Can be modified and improved overtime.

PROJECT OPERATIONS
-Project planning and team – building put the resources needed to execute a project in place. Thenext

part, and the hardest part, is making it all work – orchestrating and integrating these plans andresources

to produce a successful project

-Project management also involves collecting, processing and communicating changes and closingout the

project

A.START – UP- Includes project definition, acquisition, planning and contract negotiation

oTeam Briefing and Kickoff

Reviewing:

Project requirements

The project work plan

Schedules and milestone dates

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 Project policies which include project responsibilities and authorities, clientstructure and relationships,

teem meetings and communications, approachesto identifying and solving problems, project change and

reports and otherkey management issues

PROJECT AUTHORIZATION
Includes

Establishing the necessary projects accounts

Providing information on what can be charged to the project and what cannotespecially reimbursable

and non – reimbursable expense

Identifying the internal project reports that will be prepared and distributed

Providing the accounting department/ bookkeeper/ principal with information aboutthe project

milestones, deliverables and billing details.

C.PROJECTS’ FILES

–The most effective project filing system is one that can be easily understood and used by everyoneD.

D. KEY PROJECT INFORMATION

Includes:

Project directory (list of names, addresses, phone and fax no.’s of key participants)

Project program and construction budget requirements

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 Site information including climatic, environmental surveys, and geotechnical data

Applicable codes and regulations

Project schedule, milestones and list of deliverables

List of project files, locations and access guidelines

RISK MANAGEMENT

Effectively managing the inherent risks in construction projects is an uphill battle, as it involves

navigating a complex landscape laden with safety hazards, unpredictable site conditions, and dynamic

design changes.

These challenges demand constant vigilance and proactive measures to identify, assess, and

mitigate risks. Failing to address these challenges can lead to costly delays, compromised safety, and

diminished project outcomes.

To ensure smooth processes, you can create contingency plans, implement safety protocols, and

regularly review and update risk assessments.

Stakeholder Communication & Expectations

Construction projects involve multiple stakeholders with different expectations and requirements.

Communication challenges can arise from misalignment, differing priorities, or inadequate stakeholder

engagement.

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To prevent these, you need to establish clear communication channels, manage expectations, and ensure

regular updates on project progress.

For instance, if a nearby community has concerns about noise during construction, open and

transparent communication can help address their expectations and minimize potential conflicts.

Navigating the unique challenges of construction project management requires a combination of

technical expertise, strategic planning, and effective communication skills. Responding to these challenges

with meticulous planning, proactive management, and a solution-oriented mindset is key to achieving

project success.

Reach New Heights With Construction Project Management

From the initial blueprint to the final completion, each day presents a fresh challenge to overcome.

Managing costs, timelines, resources, risks, and stakeholder expectations require careful planning and

execution.

As you navigate the challenges, adhere to a well-structured construction project management

plan. This framework will guide you through the complexities, ensuring effective coordination, decision-

making, and successful project outcomes.

So with each remarkable structure you shape, witness the transformative power of turning dreams

into tangible realities with effective project management.

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The Risk Management Process in Project Management

When you start the planning process for a project, one of the first things you need to think about

is: what can go wrong? It sounds negative, but pragmatic project managers know this type of thinking is

preventative. Issues will inevitably come up, and you need a mitigation strategy in place to know how to

manage risks when project planning.

But how do you work towards resolving the unknown? It sounds like a philosophical paradox, but

don’t worry—there are practical steps you can take. In this article, we’ll discuss strategies that let you get

a glimpse at potential risks, so you can identify and track risks on your project.

Architecture and risk

Architecture and risk have always walked hand in hand. Considering the amount of stakeholders

and interests to balance, architects are always at risk of becoming liable for direct or indirect damages.

Add that to the fact that commercial real estate projects are very competitive, demanding, and expensive

– and you will see how much legal pressure there is with every blueprint.

As an architect, you must ensure your risk management is on point.

Risk management in architecture identifies, assesses, and mitigates potential risks that may affect

the design, construction, and operation of a building or project.

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 The goal of risk management in architecture is to protect the interests of the architect, the client,

the contractor, and the end-users, as well as to ensure the built environment’s quality, safety, functionality,

and sustainability.

Most common risks for architects

Among all the risks you face as an architect, these are the most common ones:

Liability for free advice

Architects can be sued for negligence if they give free advice that causes economic loss to

someone who relies on it, even if they did not intend to create a professional relationship.

To avoid this risk, – use disclaimers or refrain from giving free advice.

Liability for design and documentation errors

Any architect can be sued for negligence if they make mistakes in their design or documentation

that result in defects, delays, or damages in the construction or operation of a building or a project.

To avoid this risk, architects should follow the standards of care, use quality control procedures, and carry

professional liability insurance.

We take documentation extremely seriously at PlanMan – and our document management module makes

sure you always use the latest versions of all of your documents and manage client access to them.

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Liability for contract administration

Architects can be sued for negligence if they fail to properly perform their contract administration duties,

such as supervising the contractor, issuing certificates, or resolving disputes.

To avoid this risk, follow the contract terms, document their actions, and communicate clearly with the

client and the contractor.

Double-check yourself using this guide on architectural contracts and invoicing to make sure you’re not

repeating common mistakes.

Liability for certification

Architects can be sued for negligence if they issue inaccurate, incomplete, or misleading certificates, such

as certificates of compliance, occupancy, or payment.

To avoid this risk, architects should inspect the work thoroughly, verify the information, and use standard

forms.

Liability for inspections and valuations

Architects can be sued for negligence if they conduct inspections or valuations that are inaccurate,

incomplete, or misleading, such as pre-purchase inspections, condition reports, or cost estimates.

To avoid this risk, you should inspect the work thoroughly, verify the information, and use standard forms.

Liability for pro bono services

Architects can be sued for negligence if they provide pro bono services that cause economic loss to

someone who relies on them, even if they did not charge a fee.

Use disclaimers or treat pro bono services as regular services to minimise this risk.

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Liability for working in specialist areas

Architects can be sued for negligence if they work in specialist areas that require specific skills or

knowledge that they do not possess, such as heritage conservation, sustainability, or accessibility.

To make sure this risk does not affect you, always try to obtain the necessary qualifications (e.g. BREEAM

and LEED), experience, or advice before working in specialist areas.

Liability for secondment of staff

Architects can be sued for negligence if they second their staff to another firm or organization and their

staff cause economic loss to someone who relies on their work.

Always work with vetted sub-contractors and co-consultants, and our co-consultant project management

module will make sure you’re always on the same page with them.

Risk management for architects

Risk management is a complex area – but you can get the most covered using the basic techniques

we’ll list below.

Conduct risk assessment

You should identify and analyze the potential risks affecting their projects, such as design errors,

construction defects, legal disputes, or financial losses. Evaluate the level of risk and prioritize the most

critical issues.

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Implement mitigation measures

As an architect, you should select and apply the appropriate strategies to reduce or eliminate the risk level,

such as avoiding, transferring, reducing, or retaining the risk.

For example, use quality control procedures, contract terms, insurance policies, or contingency plans.

Monitor and review the risk management process

Architects track and measure the performance and effectiveness of the risk management process and the

risk mitigation measures using indicators, audits, or feedback mechanisms.

You should also review and update the process and the measures as needed.

Communicate and consult with the stakeholders

Impeccable communication with all the parties involved sets beginner architects apart from true

professionals.

You should engage and inform the relevant stakeholders about the risk management process and its

outcomes using appropriate methods and channels, such as reports, meetings, or workshops.

We have added an advanced client communication module to PlanMan specifically for that purpose – so

you can never be out of sync with your clients or project stakeholders.

Align risk management with their business strategy

You should ensure that your risk management process supports the strategic goals and needs of your

clients and their projects. Risk management needs to be a part of your business plan as you grow your

architecture business.

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Adapt to changing circumstances

More than anyone, architects should be aware of the changing needs and challenges of their

clients and their projects due to external factors, such as market trends, regulations, or pandemics.

Demonstrate the value of your design solutions and address factors such as health, safety, resilience, and

sustainability. Our project management software will help you care for the mundane and focus on growth.

The Importance of General and Professional Liability Insurance for

Architects

Professional liability insurance provides the

type of coverage that protects both the architect's

firm and its employees against any claims filed against

it. These claims include negligence, errors, or

omissions that may occur during an architectural

project.

Other times, professional liability (PL) insurance is procured when the firm sees a similar-sized firm

having to close its doors due to losses suffered in a court case.

General liability insurance is not a requirement for every business and is not normally at the top

of the to-do list when a small architecture firm is formed. Usually, the reality of needing this type of

insurance comes as a client request upon award of a new project.

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Why is Professional Liability Business Insurance for Architects Overlooked?

The number of professional liabilities claims for every 100 firms each year is a relatively low 15 to

21. When firms are initially starting up, they may overestimate the costs of specialty insurance or believe

that the risks are too low to worry about.

In reality, these policies are quite affordable. These firms overlook the fact that specialized insurance

covers all legal costs should a claim be filed. Ultimately, with the high hourly rates charged by law firms,

legal assistance coverage can be the most attractive service provided by these specialty policies.

Do Architects Need Professional Indemnity Insurance?

Architects can be held liable for the actions or inactions of those working on a project. Claims of

negligence can arise from errors in cost estimates or any construction delays that can occur. Other

legitimate claims can come from the planning or feasibility studies conducted before the architect was

awarded the project.

Some clients will fail to pay, leading to the architect filing a lawsuit to collect monies due. It is

common for clients in collection to claim negligence leading to a long legal battle. Some other specific

activities that can lead to claims being filed can come from client expectations, architect scope of work,

non-traditional practices, and a lack of communication. Professional indemnity insurance can help protect

you against these claims.

Below we take a deep dive into each one of these 4 most common actions against architects that

result in insurance claims:

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1. Client expectations: Most professional liability claims are the result of the architect's failure to manage

the client's expectations. Most clients have limited experience with the numerous components of

construction projects which can lead to unreasonable expectations related to time and costs.

2. Architect scope of work: It is not uncommon for an architect to fail to divulge to a new uneducated

client the exact scope of work related to the architect's responsibilities. This can lead to numerous

misunderstandings of the timing leading up to the final project. Even when the situation is clarified, the

client may be quick to file a claim against the architect.

3. Nontraditional practices: In a bid to be innovative, young architects might choose to design their

projects and custom build them as well. Since the architect is not technically a builder, their project might

not be covered by traditional architecture insurance policies. An untrained builder could be an easy target

for an unhappy client.

4. Lack of communication: Many architectural projects can be an intricate juggling act of construction

delays and cost overruns. Occasionally, an experienced firm that knows that everything will balance out in

the end may fail to communicate some of the more minor issues. When the client learns of the omission,

they may lose trust in the architect, which can result in legal claims related to a lack of communication.

What are the E&O Insurance Costs?

The process begins with a lengthy application that the architect will fill out in detail. The

information in the application will determine whether certain policies will cost more or less than others.

Detailed information includes the type of project, the extent of coverage needed, claims history, use of

standardized contracts, and internal organizational policies:

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1. Type of project

Some projects will need to have more coverage than others. For example, the construction of an

apartment or condominium complex might leave an opening for lawsuits related to design flaws. A skate

park will certainly have injuries from those who use it.

The difference in types of projects can also be illustrated by the different types of architecture. Building

architecture projects are going to differ from landscape architectural services.

2. Claims history

This is not just the claims history of the architectural firm itself, but the history of claims related

to similar projects. If a project has an extensive claims history, the premium will be higher than a project

with fewer claims.

3. Internal organizational policies

Company policies related to training are not always included in the application. However,

providing detailed documentation that proves that the company properly trains its personnel can bring

the premium costs down.

4. Extent of coverage needed

The extent of coverage needed is determined by projects similar in scope and size. Some types of

projects will have little to no claims against them, while others will consistently have many claims filed.

Many architecture projects can be fully covered under a $1 million policy.

What Is Covered by E&O Insurance for Architects?

A traditional E&O professional liability insurance for architects will include coverage for personal

injury, costs related to the defense of claims, negligence issues, and costs related to past-rendered
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services. An E&O policy is most valuable in services related to legal assistance coverage in defending any

related case.

Personal injury costs

If someone is injured while on a site that

was designed by a specific architectural firm, it is

not unheard of for the injured party to go after the

architects themselves. While many of these suits

are not related to a specific flaw in the design,

victims look to blame everyone for their injuries.

With an E&O policy in place, the architects will be protected from personal injury costs.

Costs related to the defense of claims

Perhaps the most important aspect of the E&O policies is the coverage of costs related to legal

assistance when confronting a claim. When a claim is filed, the architecture firm will need to consult legal

professionals. If a case is drawn out over a long period of time, the legal costs can be overwhelming to a

small firm. With this coverage in place, their portion of the legal costs is negligible in comparison.

Costs related to negligence

Negligence can take many forms when it comes to architecture. An injured party might claim that

there were inadequate plans or drawings for the project, negligent supervision during the construction

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process, negligent design advice, poor project management that resulted in financial losses for the client,

or contractual disputes during the course of the project that might have cost the client unexpected

charges.

Costs related to past-rendered services

Costs related to past-rendered services can occur long after a project has been completed. If, for

example, a structural failure during a fire occurred, a party could attempt to hold the architect negligent

for any loss of life or damages.

Do Architects Need General Liability Insurance?

General liability insurance is essentially a requirement for any business to be covered by. This type of

insurance covers the more common issues such as third-party injuries that occur in the workplace,

damages brought by a third party on a job site, or theft at any of these related properties.

Conclusion

When you consider everything that can happen on an architectural project, the basis for claims and

tendencies of a litigious society to file suits, the costs of both general liability insurance and professional

liability insurance for architects should be incorporated into the budget early in an architecture firm's

existence.

No matter how large or small your architecture firm may be or your architectural specialty, contact us

today for free insurance quotes, and let us show you how to best protect your business.
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Project Management for Architects: A Comprehensive Guide

As an architect, you are responsible for designing and creating buildings that meet the needs and

desires of your clients. However, the success of your projects depends not only on your design skills but

also on your project management abilities. In this article, we will guide you through the basics of project

management for architects, from planning to execution, to ensure that your projects are completed on

time, within budget, and to the satisfaction of your clients.

Understanding Project Management

Before we dive into the specifics of project management for architects, let us first define what

project management is. Project management is the process of planning, organizing, and controlling

resources to achieve specific goals and objectives within a specified time frame. It involves identifying the

tasks that need to be completed, determining the resources required, and monitoring the progress of the

project to ensure that it stays on track.

The Project Management Process

1. Defining the Project Scope

The first step in project management is to define the project scope. This involves identifying the goals and

objectives of the project, as well as the tasks that need to be completed to achieve those goals.

2. Creating a Project Plan

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Once the project scope has been defined, the next step is to create a project plan. This plan should outline

the resources required for the project, the timeline for completion, and the budget.

3. Assigning Roles and Responsibilities

Every project needs a team, and each team member should have a defined role and responsibility.

Assigning roles and responsibilities will ensure that everyone knows what they need to do and when they

need to do it.

4. Creating a Schedule

A schedule is essential to ensure that the project stays on track. The schedule should include start and end

dates for each task and should take into account any dependencies between tasks.

5. Monitoring and Controlling the Project

Monitoring and controlling the project is critical to ensure that it stays on track. This involves monitoring

the progress of the project, identifying any issues, and taking corrective action if necessary.

6. Closing the Project

Once the project has been completed, it is time to close it out. This involves reviewing the project to ensure

that it met the goals and objectives, finalizing any documentation, and conducting a post-project review

to identify areas for improvement.

Tools for Project Management

Several tools are available to assist architects with project management, including:

Project management software: Project management software such as Monograph, Trello, Asana, and

Monday.com can help architects track progress, assign tasks, and communicate with team members.
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Budgeting software: Budgeting software such as Quickbooks and FreshBooks can help architects manage

their finances and stay on budget.

Communication tools: Communication tools such as Slack and Microsoft Teams can help architects

communicate with team members, clients, and other stakeholders.

Best Practices for Project Management

To ensure the success of your projects, there are several best practices that you should follow:

• Communicate regularly with your team and clients to ensure that everyone is on the same page.

• Use project management software to track progress and keep everyone up to date.

• Keep your budget up to date and adjust it as necessary.

• Conduct regular project reviews to identify areas for improvement.

• Continuously improve your project management skills by attending training and professional

development courses.

Conclusion
Project management is a critical component of any successful architecture project. By using the

right tools and following best practices, architects can ensure that their projects are completed on time,

within budget, and to the satisfaction of their clients.

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ARCHITECTURAL DESIGN TEAM ARRANGEMENTS AND ALLIANCES

When you hire an architect, you gain access to a team of professionals from various disciplines.

These professionals—called a design team—contribute their expertise to develop the design and bring

your vision to life.

Often, your architect holds the contracts with the design team members and will account for

their time and effort in the fee proposal. The team will differ depending on the project’s size and

complexity, but most involve architects, interior designers, BIM specialists, and third-party engineers.

Throughout the design process, you will likely interact with various members of your design

team, so it helps to familiarize yourself with their roles and responsibilities. This article will discuss some

of the professionals you can expect to meet during the design process.

Project Architects and Project Managers

Most building projects involve a project architect and a project manager. A project architect

leads the other designers on the project, oversees drawings and modeling, and coordinates with third-

party consultants. They also oversee Contract Administration and visit the construction site to ensure the

work matches the design intent.

A project manager is responsible for billing, budgeting, client communication, and scheduling.

They are the client’s primary contact throughout the design process. On smaller projects, the roles of

project architect and project manager are combined.

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Interior Designers

Most projects also involve an interior designer.

The interior designer works with the project architect to

develop interior layouts, select furniture and finishes,

and create a cohesive look and feel for interior spaces.

On some projects, they may work directly with the

client to select FF&E.

Interior designers select materials to create a cohesive look and feel.

Interior designers can also produce drawings, like interior elevations. For a smaller interior fit-out

project, the interior designer may take on a project manager role.

Landscape Architect

Typically, projects that include outdoor spaces involve a landscape architect. These professionals work

with architects and engineers to design the building site, including elements like walkways, landscaping,

grading, and more.

Depending on the architecture firm, the landscape architect can be a part of the internal team or a third-

party consultant. At Neumann Monson, we work with third-party landscape architects.

BIM Specialists

Building Information Modeling (BIM) is the process of managing digital information throughout a

building project’s life cycle. This information can include digital design plans, drawings, models,

performance data, and more.

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Most architecture firms use some form of BIM. A BIM specialist will oversee its use, help create 3D

models, and manage other digital data associated with the project.

Third-Party Engineers

Most building projects involve several engineers with different types of expertise. While some

architecture firms have engineers on staff, many firms (including Neumann Monson) work with third-

party consultants.

Structural Engineers

Structural engineers work with the architects to design

the building’s structural system and ensure its stability

and safety. They detail all structural building elements—

from the foundation to the roof.

Structural engineers design and assess a building's

structural system.

Civil Engineers

Most projects—save interior renovations—involve a civil engineer. Working with the landscape architect,

they focus on site development and infrastructure design.

They design plans for traffic circulation, parking, pedestrian pathways, grading, drainage, and stormwater

management.

MEP Engineers

Mechanical, Electrical, and Plumbing (MEP) engineers collaborate with architects and interior designers

to create plans for the building’s mechanical, electrical, and plumbing systems.
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Occasionally, the mechanical and plumbing engineer may be the same person. On more complex

projects, these roles are separate.

The electrical engineer is nearly always a separate professional. Occasionally, they may oversee the

design of telecommunications, IT, and AV systems.

Special-Case Consultants

Depending on the size and complexity of the project, your architect may recommend additional

third-party consultants.

For example, on a smaller project, the mechanical engineer may oversee fire protection

drawings. An additional consultant may be necessary on a larger project to complete the work and

comply with the necessary codes. Similarly, your architect may recommend an additional consultant for

IT/AV design, depending on the project’s requirements.

Building projects with unique sustainability goals may involve the input of a sustainability

consultant. This professional can help you meet the requirements and complete the necessary

documentation for LEED or Living Building Challenge (LBC).

A project with unique acoustic

requirements, like Voxman School of Music, may

require an acoustician’s expertise. Other projects

may involve a code or accessibility specialist.

An acoustician can help meet a project's

unique acoustic requirements.

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There is no limit to the number of consultants involved in a project. As your architect develops a better

understanding of your project’s size and scope, they may need additional expertise. While a large

number of consultants may seem overwhelming, your architect should act as their leader—directing the

team to realize your goals.

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REFERENCES:

• Miller, D. (2024, January 23). Complete guide for construction project management in

2024. ProProfs Project Blog. https://www.proprofsproject.com/blog/construction-

project-management/

• Snape, B. (2023, July 18). Risk Management for Architects - The Basics. PlanMan.

https://www.planman.app/blog/architecture/risk-management/

• Republic Act No. of 9266. (n.d.). United Architects of the Philippines. https://united-

architects.org/publications/republic-act-no-9266/

• Schwartz, B. (2024, January 5). The risk management process in project management.

ProjectManager. https://www.projectmanager.com/blog/risk-management-process-steps

• Carnegie Mellon University. (n.d.). The Owner's Perspective: Organizing for Project

Management. Retrieved from

https://www.cmu.edu/cee/projects/PMbook/01_The_Owners'_Perspective.html.

• SPP 206 Comprehensive Architectural Services. (n.d.). Philippine Architecture 101 -

College and University Notes - UST UPD FEU UE SLU CIT.

http://philarchitecturenotes.weebly.com/spp-206-comprehensive-architectural-

services.html

• Neumann Monson Architects. (n.d.). Who is on an architectural design team? Retrieved from

https://neumannmonson.com/blog/who-is-on-architectural-design-team

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