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35 Cards in this Set
- Front
- Back
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the essence is to ensure that work on a project is cost-effective, to achieve a balance between profitability and design quality. |
architectural management |
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falls into 2 distinct parts |
- office management - project management |
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provides an overall framework within which individual projects are commissioned, designed and completed. Both parts have the same objectives but are typically addressed by separate management systems. |
office management |
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Office management involves: |
• the allocation and financing of resources, • principally premises, • trained staff and computer systems, and on • establishing and charging appropriate fees for the services rendered. |
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focuses on timescales, developing a design from initial concept to working drawings, and managing the construction process |
project management |
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is a profession involving the design, implementation, evaluation, and maintenance of the process of work within an office or other organization, in order to sustain and improve efficiency and productivity. |
office management |
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thus a part of the overall administration of business and since the elements of management are forecasting and planning, organizing, command, control and coordination, the office is a part of the total management function. |
office management |
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project management |
• The Small Project • The Project Teams • Project Operations • Project Controls |
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a cross-functional group of individuals that are working together towards a common goal. This can include executives, a project manager, team leaders from different departments and team members. |
project team |
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Project Planning and team building put the resources needed to execute a project in place. The next step, what some call the hard part is making it all work-orchestrating and integrating these plans and resources to produce a successful project. |
project operations |
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the key resource of an archi firm |
people |
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If the project is typical, it has been "starting up" for some time- all though the processes of project definition, acquisition, planning, and contract negotiation. At this point, however, everything is ready to go, and it's time to start performing the contracted professional services |
the start-up |
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One of the first steps is to be sure the team members are on board and up-to-date with current project requirements and plans, which may have changed in the negotiation process. One way to accomplish this is to hold a formal team briefing and kick-off meeting. Which may include the following elements: |
Team briefing and kick-off. |
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elements of team briefing and kick-off |
- reviewing proj requirements as developed w the client and by the firm - reviewing the proj work plan -reviewing the sched and milestone dates - reviewing proj policies |
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Most firms assemble the key information needed to inform project decisions at the outset of the project. Some of this may be placed in th project file; some may be located on a project shelf so it is accessible tc all participants. |
key project information |
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project shelf collection may include: |
This collection may include: • Project directory (lists of names, addresses, and phone and fax numbers of key participants) • Project program and construction budget requirements. • Site information, including climatic, environmental, survey, and geotechnical data. • Applicable codes and regulations. • Project schedule, milestones, and list of deliverables. • List of project files, locations, and access guidelines |
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is a professional function not widely recognized as a set of specialized skills in its own right. It is a function that is critical to achieving successful project and program comes i.e. delivering required benefits to cost, time and performance. |
project controls |
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"___ are the data gathering, data management and analytical processes used to predict, understand and constructively influence the time and cost outcomes of a project or program through the communication of information in formats that assits effective management and decision making." |
project controls |
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risk management |
• Managing Project Risks and Opportunities • Project Disputes • Firm Insurance |
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inter-professional relationships |
• Inter-Firm Alliances • Design Team Arrangements |
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by far the most common form of project enacted by institutions and large-scale organisations who may use small projects in order to accomplish a range of small-order tasks. |
small-scale project management |
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small scale projects are characterized by factors such as: |
• short duration; • low person hours; • small team; • size of the budget and • the balance between the time committed to delivering the project itself and • the time committed to managing the project. |
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perceived to be relatively easy, but other than this there is no one way to define a small project. |
small projects |
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2 indicators of a small proj |
- impact on the company's bottom line - parth uses whether or not the proj has dedicated resources |
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small proj typ last ____ |
less than six months, usually part-time in effort hours |
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therefore, a small proj generally:ma |
• Is short in duration, typically lasting less than six months, and usually part-time in effort hours • Has 10 or fewer team members • Involves a small number of skill areas • Has a single objective and a solution that is readilv achievable • Has a narrowly defined scope and definition • Affects a single business unit and has a single decision maker • Has access to project information and will not require automated solutions from external project sources • Uses the project manager as the primary source for leadership and decision making • Has no political implications with respect to proceeding or not proceeding • Produces straightforward deliverables with few interdependencies among skill areas • Costs less than $75,000 and has available funding. |
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managing small projects |
- apply best practices - define objectives & scopes - define deliverables - proj planning - communication - tracking and reporting progress - change management - risk management |
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It is common to establish a separate file (of set of files) for each project in the office. The most effective project filling system is one that can be easily understood and used by everyone in the firm. |
project files |
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In organizing the office, the architect should be familiar with most of the operations necessary for the production of contract documents. |
office organization |
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FIVE PRIMARY TYPES OF OFFICE ORGANIZATION |
SPACJ SINGLE PROPRIETOR - THE PARTNERSHIP - ASSOCIATES - THE CORPORATION - JOINT-VENTURES AND OTHERS |
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The Primary advantage, of course is that the proprietor is his own boss and can accept or reject any clients as he feels inclined. |
single proprietor |
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For those who like to have the entire responsibility and can handle the financial and other aspects that go with it, ______ is certainly rewarding. |
single proprietorship |
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This form of office organization may be considered in two major styles: |
the partnership |
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two major styles of partnership |
- two or more equally active partners, or - a senior or a junior partner. |
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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 businessman in related fields. |
