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 the best standards and
properly documenting project status and strategy.

The project manager or project management department must head projects and see to it that the
budgeting, scheduling and operations go in sync. He/she must meet with the client and form a
channel between the architects and the client.

The small project.

Small projects are perceived to be relatively easy, but other than this there is no one way to
define a small project. In some cases small could be defined on the basis of cost, such as costing
less than $1million. Cost is relative, however, and depends on the income of the organization.
Parth (1998) uses two indicators. The first indicator of a small project is its impact on the
company's bottom line. If a company loses a large project, it may have significant detrimental
impact to the company's future.

Charactherized by
Short project duration
-usually within month
Staff hours
-low person hours
number of members in a team
-around 10 or less
project scale
-small-scale
impact on company
-will there be or none?
finance and funding
-allocated budget and time

Project Teams
  A project team is composed of individuals that are working together towards
a common goal and meeting the expectations of client.
 A project team is composed of individuals that are working together towards
a common goal and meet the expectations of client

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

result-based evaluations.

Project Team Roles

Every organization executes projects of some sort. For that reason, it’s important that
you develop your team management skills, whether you’re a project manager,
business owner, program manager, or anyone who’s leading projects.

Project Manager
Project Teams Head
Function

 The Project Manager operates as a member of an Owner-Architect

Engineer-Contractor Team.
 Plan, program and monitor the various activities, and act as an adviser on
material costs and construction methods.
 His primary responsibility is to exercise of overall cost

Characteristics

 Organized, directs and controls all key aspects of the project

 Communicates well among project team members and interpret clearly their
issues and opinions
 Motivate project team members in achieving a high standard outcome and
meeting the project goals

Project Manager Detailed Functions

Pre-Construction Phase
As early as practicable during design development, The project manager should
enter regular consultation with Architects and Engineers (AE) and with the Owner
on all aspects of planning for the project.
Services
Advise the Architect Engineer and the Owner whenever the refined estimates show
the probability of exceeding the budget allocation Or when construction time
required is likely to delay completion schedule Prepare preliminary cost evaluations
and estimates

Construction Phase
Reviews all bids for compliance with the stipulated conditions and makes
recommendations for awards with the architects, engineers and owner enter into the
prequalifying and actual awarding process.
Services
Manage general coordination & scheduling of work.
Observe work in progress to assure compliance with the drawings and
specifications.
Establish procedures or coordination among the
administrator, architects, engineers, separate contractors, and the construction
management

Project Manager
Limitation of Authority
Shall provide the necessary management support, by applying his leadership and
showing respect for co-professionals to be more effective participants in the team.
Shall not interfere with the work of the Contractor and Architect' s design
Legal Responsibilities
The Project Manager has no legal responsibility insofar as design and construction is
concerned.
Not allowed to interfere in the field of design and construction.

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

Design 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
Electrical Engineer
Designing, implementing, maintaining and improving electrical products and
systems.
Mechanical Engineer
Design the mechanical components of a building, the air and plumbing systems
within a building

Construction
Construction Manager
Schedules, coordinates, and oversees construction of multiple single family homes
simultaneously including but not limited to scheduling of sub-contractors, resolving
day-to-day problems on the job site, and inspecting all work during construction to
ensure quality and compliance with plans and specifications.

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 assist in determining the cost of the product or service that will be
manufactured.

Project Operations
The position entails aiding the leadership and architectural teams within an
architectural firm, with a primary emphasis on improving workflow efficiency and
ensuring seamless project execution from start to finish. This involves managing
schedules, timelines, procurement, staffing, and budgets for individual projects.

In essence, the responsibilities entail:

1 Supporting Leadership and Architectural Staff: Assisting the firm's leadership and
architectural teams in various administrative tasks to streamline their workflow and
enhance productivity.

2 Coordinating Project Teams: Working closely with multiple project teams to

facilitate efficient design work by providing administrative support throughout all
project phases.

3 Analyzing and Coordinating Project Operations: This involves analyzing the

requirements and target dates for each project and coordinating the schedule,
timeline, procurement, staffing, and budget on a per-project basis.

4 Ensuring Success and Client Satisfaction: The overarching goal is to ensure that
projects are completed successfully, meeting both the client's expectations and the
firm's standards.

Developing Project Operations Plans: Creating and implementing project operations

plans that outline the company's strategy for executing projects, particularly useful
for contractors and subcontractors involved in large public works projects.

Overall, the focus is on orchestrating the various elements of project operations to

achieve success in project execution while meeting client expectations and adhering
to budget and timeline constraints.

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

I Pre-Design >II Schematic Design> III Design Development>IV Construction

Documents> V Building Permits> VI Bidding & Negotiation>VII Construction
Administration

Pre-Design 2-4 weeks

In the pre-design phase, also known as programming, the owner and architect
interface with one another to learn about the needs of the future building. The
architect will ask many questions and do a lot of listening; the architect must
understand the owner’s desires for the project. No owner wants to invest time and
money into a project that does not meet their expectations due to the pre-design
phase missing the mark.

Schematic Design 4-8 weeks

the architectural team translates what they heard from the owner during pre-design
into an initial, conceptual design. The schematic phase is the meat of the general
design, without a lot of detail.’

Design Development 8-12 weeks

The entire project's design takes a significant jump forward during Design
Development. Utilizing the SD documents and the feedback provided by the owner,
the architect advances the plans with more detail, interior layout and room sizes, a
structural foundation and design, material and finish selections, and further
development of building systems.

BUILDING PERMITTING 12-24 weeks

During this phase we add to the drawings any additional information required to get
a building permit. This is the information needed to show the project complies with
the applicable land use, building, and energy codes, and any other applicable
guidelines and regulations required by the city or jurisdiction issuing the permit. We
submit these drawings along with the various forms required for the permit
application to the local plans reviewer, monitor the progress during the review
period, and give additional information or clarifications as requested.

CONSTRUCTION DOCUMENTS

In this phase we develop the Design Drawings into a thorough and precise set of
Construction Documents. These drawings and specifications have all of the details,
dimensions, and notes necessary to communicate the entire design intent to the
builder. We show how the building components should be connected, specify all of
the materials, finishes, fixtures, equipment, and appliances to be installed, and
coordinate our drawings with the structural engineers and any other consultant
drawings.

BIDDING & NEGOTIATION

We are happy to introduce our clients to a number of reputable builders we work

with and trust. We can also be available to attend interviews and walk-throughs, help
you evaluate contractor qualifications, and provide assistance with obtaining and
reviewing bids. Some clients already have a contractor in mind when they come to
us, but many take advantage of our extensive contractor rolodex and relationships to
find their builder.

CONSTRUCTION ADMINISTRATION

While most of the architect’s work is done before any building begins, our consistent
presence during the construction phase is equally important. During this phase we
visit the jobsite at regular intervals to answer questions from the builder and
proactively address potential issues.
Project Controls
Project controls encompass the procedures used to collect and assess project
data to maintain adherence to cost and schedule parameters. These procedures
involve initiating, planning, monitoring and controlling, communicating, and
finalizing project costs and schedule
Processes That Define Project Controls
Project Planning
Planning aligns controllers and project managers, establishing project frameworks
such as schedules and cost estimates for cohesive project execution.
Budgeting
Incorporating budgeting into project tasks ensures accurate cost calculation,
revealing variances. Time-phased budgets create transparency, aiding senior
managers and team members.
Risk Management
Project controls manage risk by identifying, monitoring, and developing contingency
plans, reducing impacts on budget and schedule, and preventing future risks.
Change Management
Change management tracks and evaluates impacts, ensuring projects stay on track
by addressing cumulative factors effectively.
Performance Management
Using KPIs and performance data, like in Earned Value Management, boosts project
success rates significantly by guiding corrective actions.
Project Administration
Establish systems for seamless team communication and collaboration, tracking
updates, capturing minutes, and managing workflows, facilitating execution focus.