HOPE ENTERPRISE

UNIVERSITY COLLEGE
ARCHITECTURAL PRACTICE AND MANAGEMENT
(ARCH 611)
 RUNNING AN
ARCHITECTURAL OFFICE
LECTURE
03

November 05, 2021GC

 FOR INSPIRATION

•RAHEL SHAWL

• ARCHITECT, EDUCATOR & MENTOR

• RAHEL SHAWL (ADDIS ABABA, ETHIOPIA, 1968) GRADUATED IN

1991 FROM THE ADDIS ABABA SCHOOL OF ARCHITECTURE. IN 1994,
SHE FOUNDED ABBA ARCHITECTS, AND IN 2004, RAAS
ARCHITECTS. SHAWL’S CAREER IS FRUITFULLY ROOTED IN THE
CULTURAL AND PROFESSIONAL CONTEXT OF CONTEMPORARY
ETHIOPIA. THANKS TO LOCAL NEWBUILDS AND INTERNATIONAL
COLLABORATIONS WITH FOREIGN FIRMS, RAAS ARCHITECTS
WORKS ON ARCHITECTURAL DESIGN AS WELL AS BUILDING
SUPERVISION
 FOR INSPIRATION

•RAHEL SHAWL

• ARCHITECT, EDUCATOR & MENTOR

• Rahel shawl is founder and principal of RAAS architects in addis ababa,

ethiopia. Since 1991, she has participated in and completed various notable
building projects within ethiopia; including embassies, schools, health care
centers, offices, commercial, industrial and residential buildings both local
and through international collaborations. Rahel blends her industry know-
how with her passion for people and identity, constantly using architecture
to bring about positive impact.
Rahel Shawl
• Architect, Educator & Mentor
• She received the Aga Khan Award for architecture in
2007; the Loeb Fellowship at Harvard Graduate
School of Design in 2017; was one of the finalist for
the Dorfman Award at the Royal Institute of Art in
the UK including the recent selection of RAAS
architects as one of the 50 best architecture firms
2020 by DOMUS magazine.
Rahel Shawl
• Architect, Educator & Mentor
• Through her initiative abRen, and using her practice
RAAS Architects as a platform, Rahel continues to
mentor young professionals and encourage women in
particular to elevate their knowledge of architecture
through practice-based learning. The empowerment
of young architects, Rahel believes will help create a
new wave of design thought leaders, promoting the
emergence of more sustainable, just and equitable
architecture practices serving communities and
societies in Ethiopia and the rest of Africa.
Rahel Shawl
• Architect, Educator & Mentor
• Built projects include embassies, schools, hospitals, clinics, housing, hotels, master plans for
campuses, landscaping and interiors. All have the aim of being innovative while using local
knowledge, and being sensitive toward the context and landscape that hosts and generates them.
One illustration of these principles is given by the Cure Ethiopia Children’s Orthopaedical
Hospital built in two phases (2014 and 2018) in Addis Ababa, which offers optimum
connectivity between the hospital rooms and the surrounding forest. The construction method
uses easily available materials to create quality space.
Rahel Shawl
• Ethiopia
Children’s
Orthopaedical
Hospital
Rahel Shawl
• Architect, Educator & Mentor
• The same type of intelligence applied to the relation between inhabitants and context
characterises the Irish Embassy (2011) in the Ethiopian capital: it is conceived as an oasis in the
middle of urban concrete. Raas’s quest for individual uniqueness is seen in the differently
designed open spaces for each living unit at the Ska-1 apartment building (Addis Ababa, 2019).
Rahel Shawl
• Irish Embassy
(2011) in the
Ethiopian
Rahel Shawl
• The Royal
Embassy of
Netherlands
Rahel Shawl
• The SKA-1
apartment
building.
Lecture Content
• Running an architectural office
• Office structure
• Teamwork
• Procuring services
• Financial planning
INTRODUCTION
• Completion of registration as an architect seems to inspire the new architect into
considering a practice of his own. In many cases he may have been employed by
a firm for several years, and while having been periodically promoted, may not
entirely be satisfied with the prospects of his future. He may have been offered a
commission to do a project on a "moonlighting" basis or the office In which he
works may have passed along a small project which they could not handle for
some reason. Probably everyone dreams of someday being "the boss" and young
architects are no exception. In addition, the actual cash or equipment required to
start an office for the practice of architecture or engineering is quite minimal.
INTRODUCTION (Cont..)
• For young people, the starting of an office should not be too
difficult, considering the possible workload that may be
available. The young architect has, by this time, been an
employee of a larger firm and should been able to observe quite
a bit of the requirements.
INTRODUCTION (Cont..)
• He should be familiar with most of the operations necessary for the
production of contract documents. He may not be too familiar with the
business end, the cash flow or the process of finding clients. One of the
biggest surprises may be the number of hours that are worked per week. As
an employee he probably worked a standard 40 hour week and had vacation
or sick- time leave. With a beginning practice, and perhaps for quite a
while .after starting, the 40-hour week will be a forfeited pleasure,and the
new architect will work days, nights, and weekends to keep his office open.
 RUNNING AN
01 ARCHITECTURAL
OFFICE
01. TYPES OF OFFICE ORGANIZATION
• FIVE PRIMARY TYPES OF OFFICE ORGANIZATION
1. SINGLE PROPRIETOR
2. THE PARTNERSHIP
3. ASSOCIATES
4. THE CORPORATION
5. JOINT-VENTURES AND OTHERS
1.1. SINGLE PROPRIETOR
• The individual owner or single proprietorship type of operation
• The Primary advantage, of course, is that the prospector is his own boss and can
accept or reject any clients as he feels inclined.
• This may be good or bad. If there are enough clients with the right kind of projects,
the new firm should not have much trouble. However, if the proprietor is a little
particular about the type of work he does, and there isn't enough of that available,
the going may be a bit more difficult.
• There is a considerable satisfaction in doing only the interesting and challenging J)
projects, but many young offices find that some compromise usually necessary.
1.1. SINGLE PROPRIETOR (Cont…)
• The disadvantages seem to outweigh the advantages. While the architect may be a good designer and
like to do this part of the total work, someone must be out finding more work to keep the office alive.
• The same is of course true of all other phases of the project.
• Finances to operate the offices are available through only one source the owner.
• When the architect is out of the office, too often the office is closed, with the possibility of missing
important telephone calls manufacturer's representatives, or prospective clients.
• A small office usually does small work-perhaps better quality, but nonetheless small in size or personal
value.
• If draftsmen are employed, there is always the problem of keeping them busy if projects are not
available, and the additional lack of ability to do all phases of the project may cause some problems.
1.1. SINGLE PROPRIETOR (Cont…)
• For those who like to have the entire responsibility, and can handle the financial and other
aspects that go with it, single proprietorship is certainly rewarding.
• There Is a pride in being able to feel that you, and you alone, operate a successful business
doing quality work.
• There is also a responsibility to any employees to keep them happily employed and of course
to the architect’s family. The latter can be a major problems since many more hours , nights,
and weekends will be used in finding work and processing it properly.
• Until a single proprietor office really develops, there is usually a minimal chance that
multimillion projects will be offered , due strictly to office size , but as the office continues to
grow this deterrent may be gradually eliminated.
1.1. SINGLE PROPRIETOR (Cont…)
• The principal disadvantage of the small office Is the simple fact that the office is small.
• Work that requires more facilities than are available In this size office may go elsewhere
simply because of this fact.
• One method that may be used is, to create Joint-ventures with other offices, but limit the
freedom experienced by the single proprietor.
• The fact that an office is led by a single proprietor also does not necessarily mean that it has to
be small.
• Quite a few large offices started as a small single-owner operations, but grew by good
management and still maintained the single-owner status by employing the expertise
necessary.
1.2. THE PARTNERSHIP
• This form of office organization may be considered In two major styles :two
or more equal active partners, or a senior or a junior partner.
• Each condition may also involve associates. Partnerships exist where all
partners are registered architects, where partners are architect or engineers, or
even where only one person is a registered architect but other partners are
contractors, lawyers, or good businesaman in related fields.
• Which is best depends greatly upon the qualifications, financial status,
capabilities and interest of those concerned.
1.3. ASSOCIATES
• When younger employees reach an advanced stage of value to the office, they may consider
staying their own office.
• Or they may simply want recognition.
• Enter the senior staff status, name on the door and letterhead, with no change in financial
situation, or office responsibility may be the answer.
• If this arrangement continued, an additional raise in pay or a part of the profits may result.
• In larger firms there may be quite as many associates as numbers of partners.
• Associates from members expect to ultimately become partners and usually do or they use that
status symbol to negotiate for a better situation elsewhere.
1.3. ASSOCIATES (Cont..)
• As the office gets the better of the deal as the associate feels a greater responsibility since he is
now a part of management and perhaps someday may become a partner.
• As a result he often takes on additional responsibility and works more diligently.
• It’s great chance for the employee either since it indicates to the public that his firm considers
him a cut above some others in the office by such recognition.
• Some firms avoid the word associate but create directors of this or that, which usually
amounts to the same as associate.
1.4. THE CORPORATION
• The corporation is a theoretical employer organization and all members (stockholder)
• Stockholders are employees with financial responsibility limited by the amount of their
investment.
• When a partnership becomes so large or unwieldy that efficient operation becomes difficult,
the partners may decide that a corporation type office with its benefits, would be very
interesting.
• A corporation is formed by obtaining approval of articles of incorporation, a charter from the
city. Establishing a board of directors, and electing a slate of controlling officers.
1.4. THE CORPORATION (Cont..)
• A stock Issue is provided and may be common stock or preferred stock, the latter having priority or
preference when dividends are declared.
• Stock may have an initial per value or no value and the investors either buy shares, or acquire them
by their monetary interest in the office.
• This cash Inflow provides the starting finances tor the corporation.
• The board of directors and elected officers-are responsible for the efficient operation of the
corporation and all persons work foe the corporation as employees and receives a salary, plus stock
dividends, plus a bonus if profits are more than those expected.
• Market value of stock fluctuates up or down from issue price depending upon amount of dividend or
other indications of profitable operation and may or may not be indicated in stock market quotations.
1.4. THE CORPORATION (Cont..)
• A stock Issue is provided and may be common stock or preferred stock, the latter having priority or
preference when dividends are declared.
• Stock may have an initial per value or no value and the investors either buy shares, or acquire them
by their monetary interest in the office.
• This cash Inflow provides the starting finances tor the corporation.
• The board of directors and elected officers-are responsible for the efficient operation of the
corporation and all persons work foe the corporation as employees and receives a salary, plus stock
dividends, plus a bonus if profits are more than those expected.
• Market value of stock fluctuates up or down from issue price depending upon amount of dividend or
other indications of profitable operation and may or may not be indicated in stock market quotations.
1.5. JOINT-VENTURES AND OTHERS
• Regardless of the basic structure of a professional office, there are times when
it may become expedient to combine offices or reorganize to better advantage.
• When several small offices feel that it may be advantageous to combine forces
they may joint-venture the same as many other groups.
• This usually results in a form of partnership since each office functions as an
individual, so joint-venture is to continue for a rather extended period of time,
a corporation agreement may be best for the participants.
1.5. JOINT-VENTURES AND OTHERS (Cont.…)
• Sooner or later most architectural offices consider Inclusion of full services (structural,
mechanical, and electrical) within their organization.
• Depending upon the amount or work in these specialized fields, this may be an advantage, but
in many cases the amount of architectural work is far greater than the engineering work.
• This immediately poses the question of separate but interlocked offices, one for architecture,
and another for engineering.
• In most of such cases the corporation form or limited partnership is more desirable.
02. SPACE REQUIREMENTS
• Depending upon the physical arrangement of drafting table and layout board, the average space is two by
three
• meters: six square meters.
• Additional space for circulation, conference, storage, and other desirable areas brings this up to
approximately 15 square meters per person.
• A recent survey indicated that about one, half the total floor area is devoted to administration: about 20% to
production, 12% to storage, and 10% to service.
• With a minimum-sized office these figure do not mean much, however, area of 55 to 60 square meters are
minimum for a one- man office ad about 100 square meters for the average office of seven or eight persons.
02 ORGANIZATIONAL CHART
THE TEAM
01. THE ARCHITECT
• The architect is usually the boss. He is normally college educated in the field of
architecture and registered by examination in the country in which his office does
business.
• He has at least four or five years experience in other offices. And may have been in
his own office for many years.
• He has the ability to meet and talk to clients as well as others in the community,
and probably belongs to one or more clubs, primarily for possible client contacts.
• Despite the fact that he is essentially a businessman he knows his profession and
can probably "double "in any position in the office.
02. PROJECT MANAGER
• A person with experience in all aspects of architecture and engineering and project management, the
project manager may be registered as an architect or engineer, or it may be simply a title, to forestall
any question of registration.
• Experience is relative, but would probably be in the area of five to twenty years in various positions.
• He manages the total project, and typical responsibilities normally include·: obtaining and analyzing
client requirements, establishing concepts for structural, mechanical and electrical systems, developing
design concepts, checking project development against budgeted time, representing the client at public
hearings and/or governmental agencies, and the general super vision of progress of the entire project.
• He may be a partner or associate in the firm.
03. JOB CAPTAIN
• The job captain may or may not exist in many offices.
• In the smaller offices this position may roughly correspond to that of project manager while in larger offices he
is an assistant to the project manager.
• As an assistant to the project manager, the duties of the job captain are primarily concerned with the production
of the working drawings. While the project manager handles the general affairs to a project, the job captains
plans the sheet arrangement, assigns the various forms of drafting to the crew, helps coordination with
consultants, and compiles notes and other information for the specifications department.
• In some offices he may be termed a chief draftsman although his position is more than that of a lead draftsman.
• As with many others in an Architectural and Engineering office, the education of the job captain may be formal
or based upon years of experience and he may or may not be registered.
04. SENIOR DRAFTSMAN
• Usually this person has at least eight to ten years experience.
• Major responsibility for him is In coordinating details and dimensions checking working drawings tor
omissions or conflicts prior to bid time; checking for code compliance; controlling design continuity
in detailing; and in smaller offices he does major drafting such as floor plans and elevations.
• In architectural offices this person is fully capable of interpreting any sketches from the design
department completely through the finished drawing stage.
• The designer seldom sketches all door or window details, roof flashings, railing details, and similar
parts.
• The senior draftsman is able to select proper details or draw them from experience.
05. INTERMEDIATE DRAFTSMEN
• Education for an intermediate draftsman includes graduation from a college of architecture
or engineering plus three to five years of progressive experience.
• If not already registered this employee may be nearly ready for the final examination for
registration.
• With less experience than the senior draftsmen, the intermediate draftsman prepares
working drawings, coordinates details with plans or elevations, and works with the senior
draftsman.
• In some cases the intermediate draftsman is proficient in executing presentation drawings,
graphics or renderings.
06. BEGINNING DRAFTSMAN
• A person with limited experience in architectural drafting, normally less than
two years experience, and without a degree in architecture, is a beginning
draftsman.
• He helps to prepare working drawings, helps prepare presentation drawings,
does more correcting of drawings under supervision of others, and traces
details.
• In small offices he may replace a trainee in this work.
07. BEGINNING DRAFTSMAN
• With little or no architectural education or experience beyond high school, a
trainee often starts as the blueprint machine operator.
• In addition, he folds drawings, delivers office material and drawings, and is
generally "handy“ around the office.
• He may do some basic drawings or tracing of details with supervision.
08. CONSTRUCTION ADMINISTRATOR
• With a major position in the firms, the construction administrator should have a total knowledge of construction
methods, codes and contracts.
• He may be a graduate of college with a degree in architecture, construction engineering. construction management,
or may have come from the ranks of construction superintendents.
• His responsibility includes actual administration of all projects under construction, periodic inspections of the onsite
work, review and decision on shop drawings, communication with the contractor regarding change orders and
payment requests, some contact with manufacturers representatives regarding proper materials and supervision of
field inspectors in larger offices.
• This individual may also act as the checker of contracts, plus the fact that he has not worked on the drawings or
specifications, makes it easier for him to spot errors or omissions.
• He is also ready source for information regarding qualification or ability of general contractors and -subcontractors
and by his field contacts usually knows about availability of materials .
• In small offices this position may be filled by the principal, and in other offices It may be a combination with the
project manager spot.
09. SPECIFICATIONS WRITER
• The specifications writer must have substantial knowledge of the use of
materials and construction methods and may or may not be registered as an
architect or engineer.
• Responsibilities include preparation of preliminary and final specifications,
checking working drawings for compliance with specifications, evaluating
and recommending new materials and construction methods dealing with
manufacturer's representatives, and advising other office personnel on
materials or methods.
• This person may also be in general charge of the library and sample room.
09. SPECIFICATIONS WRITER (Cont..)
• Great literary ability is not a requirements but the "spec" writer must be able to clearly and
concisely describe materials and methods to be used in the project.
• Sound knowledge of actual construction methods is a must, and with a bit of experience a
better-than- average.
• The "spec" writer will be a major office contact for most manufacturer's representatives and
must have, or develop, the ability to compare equal products to determine if they are indeed
essentially equal.
• Through his constant contact with producers, the "spec" writer is in a good position also to
advise the designer in regard to availability of materials and their relative costs.
• Many designers do not consider this possible help, and costly revision of design sometimes
results due to poorly selected material or difficult and expensive installation methods.
10. THE DESIGNER
• College education is normal, and registration may or may not be coincidental but
is not mandatory.
• The designer is responsible for the layout and appearance factors of the project
and works with the project manager to provide proper facilities for the client.
• Work includes preparation with schematics preliminary layouts, renderings, and
sometimes interiors or special phases of the work
• In an engineering office, the designer works out the system to be used, makes
and rough diagrammatic sketches to be further developed by the draftsmen.
11. LIBRARIAN
• A simple check-out system helps keep track of references and a limited ability to
type is helpful in writing to manufacturers for literature.
• Some prior exposure to building products via manufacturer, distributor, or
contractor is helpful.
• The librarian's position, in a number of cases, has been the starting spot for
specifications writers since constant handling of catalogs and samples often creates
an interest in specifications.
• Split-job responsibility such as secretary librarian, or office trainee-librarian, do
not usually work out so an office should arrange for a full-time position in most
cases. or none at all.
12. ENGINEERS-ARCHITECTS
• In some larger offices the special fields of mechanical and electrical design for projects is done "in-
house", that is in the A/E office rather than being "farmed out" to consultants.
• This then requires education and registered engineers to design the various system and different levels of
draftsman to produce their working drawings.
• These engineering positions parallel the architectural positions very closely.
• The same is true of those responsible f or the structural design of a project.
• An increasing number of engineering offices are including some architectural work and reverse of the
above is obviously true.
• Contractors also employ design personnel and a drafting force, so some positions may be comparable In
the larger contracting offices. As with the A/E office, some public organizations such as large school
districts, federal, state, and city-county governments also maintain A /E departments and their operation
and personnel may be similar, even if called by other names to suit civil service requirements.
13. NON-ARCHITECTURAL PERSONNEL
• Almost all offices require the normal complement of secretaries office accountants, file
checks receptionists, and other non architectural personnel.
• The customary requirements tor taking dictation, typing, etc are necessary and a great
variety of education and experience may need to be considered.
• Smaller offices may need a combination type person who can handle reception typing,
filing, and perhaps even the accounting.
• In larger organizations, a number of very specialized positions may be needed: typists with
training on special machines accountants with special tax, knowledge, and private
secretaries with good organizational ability.
• And in some large offices even people trained in food handling or processing may be
necessary.
03 TEAM
WORK
01. TEAM WORK
• A team is a special type of group in which people work interdependently
to accomplish a defined common goal which requires coordinated
interactions to complete specific tasks
• Teamwork creates synergy – where the sum is greater than the parts
• Teams are used for a variety of purposes
• Teams are smaller than groups, empowered to act, and members are
interdependent and accountable
02. DIFFERENCE BETWEEN GROUPS AND
TEAMS
03. TEAM DYNAMICS

• Fostering Communication and Promoting Cooperation

• Problem-solving and Decision Making Processes
• Handling Conflict
• Dealing with Power and Influence
04. SUCCESSFUL TEAMS
• Develop strong relationships and incorporate effective group processes
• Work together to establish and meet agreed upon goals
• Have relationships that are based on commitment, cooperation, and trust
• Foster team members’ participation, satisfaction, learning, and growth.
05. SUCCESSFUL TASK COMPLETION OCCURS
WHEN…

• The team establishes a common goal/set of goals

• The criteria for team success are clearly established
• The goal(s) take all relevant stakeholders into consideration
• Team performance is enhanced because of the team members and
teamwork
 06. CHARACTERISTICS OF SUCCESSFUL TEAMS

• Successful Teams Develop Strong Working Relationships By Ensuring:

• Defined Roles
• Accountability
• Clear And Proactive Communications

• Successful Teams Incorporate Effective Processes By Incorporating:

• Shared Leadership Among Team Members
• Diversity Of Skills And Personalities
• Frank And Frequent Critique
07. EFFECTIVE SOCIAL RELATIONS OCCUR
WHEN…

• The workload is evenly distributed among team members

• Team members listen to/respect the input of others
• The team leadership style is appropriate for the team’s developmental stage and goals
• The decision-making process is fair
• Conflict (if any) is resolved by satisfying the interests of all team members
• All team members met the team’s expectations of them
• Relationships among team members are strengthened by working together
 THANK YOU

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