Practice management - Revision history

Designing Buildings at 08:48, 13 November 2020

2020-11-13T08:48:00Z

← Older revision		Revision as of 08:48, 13 November 2020
Line 28:		Line 28:
	* What is a Chartered Practice?		* What is a Chartered Practice?

−	[[Category:~~Organisations~~]] [[Category:~~DCN_Organisation~~]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Roles_/_services]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Organisations]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Roles_/_services]]

Editor at 16:09, 5 April 2019

2019-04-05T16:09:19Z

← Older revision		Revision as of 16:09, 5 April 2019
Line 13:		Line 13:
	The principle architect should hold regular staff meetings as a means of improving and encouraging communication and sharing knowledge amongst employees. Conflicts that may arise between team members must also be carefully managed by the principle.		The principle architect should hold regular staff meetings as a means of improving and encouraging communication and sharing knowledge amongst employees. Conflicts that may arise between team members must also be carefully managed by the principle.

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Appointing consultants.		* Appointing consultants.
Line 24:		Line 22:
	* Design management.		* Design management.
	* Professional practice.		* Professional practice.
		+	* Project architect.
	* Project manager.		* Project manager.
	* The architectural profession.		* The architectural profession.
Line 29:		Line 28:
	* What is a Chartered Practice?		* What is a Chartered Practice?

−	[[Category:Organisations]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Roles_/_services]]	+	[[Category:Organisations]] [[Category:DCN_Organisation]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Roles_/_services]]

Editor at 16:25, 11 April 2018

2018-04-11T16:25:46Z

← Older revision		Revision as of 16:25, 11 April 2018
Line 27:		Line 27:
	* The architectural profession.		* The architectural profession.
	* Types of construction organisation.		* Types of construction organisation.
		+	* What is a Chartered Practice?

	[[Category:Organisations]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Roles_/_services]]		[[Category:Organisations]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Roles_/_services]]

Editor at 11:51, 20 February 2017

2017-02-20T11:51:05Z

← Older revision		Revision as of 11:51, 20 February 2017
Line 23:		Line 23:
	* Consultant team.		* Consultant team.
	* Design management.		* Design management.
		+	* Professional practice.
	* Project manager.		* Project manager.
	* The architectural profession.		* The architectural profession.

Editor at 13:07, 2 January 2017

2017-01-02T13:07:08Z

← Older revision		Revision as of 13:07, 2 January 2017
Line 1:		Line 1:
−	There are several core techniques and processes that are important for managing an architectural practice, regardless of the size. Practice management is the responsibility of the ~~principal~~ or, in small firms, the sole architect. In large firms the principal may not necessarily be an architect but someone with construction project management experience, or there may be several ~~principals~~ working in partnership.	+	There are several core techniques and processes that are important for managing an architectural practice, regardless of the size. Practice management is the responsibility of the principle or, in small firms, the sole architect. In large firms the principal may not necessarily be an architect but someone with construction project management experience, or there may be several principles working in partnership.

−	As with individual projects, the overriding goals of architectural practices will be to deliver projects on time, to budget, and that meet or surpass client expectations. The defining goals of the practice should be determined by the ~~principal~~ architect and could be to focus on sustainable projects, develop innovative designs, to grow and take on increasingly large projects, and so on. The goals will determine the forward strategy for the practice.	+	As with individual projects, the overriding goals of architectural practices will be to deliver projects on time, to budget, and that meet or surpass client expectations. The defining goals of the practice should be determined by the principle architect and could be to focus on sustainable projects, develop innovative designs, to grow and take on increasingly large projects, and so on. The goals will determine the forward strategy for the practice.

	Smaller architectural practices may need to employ consultants for services necessary for each project, such as mechanical engineers, civil engineers, structural engineers, and so on, rather than relying on in-house staff.		Smaller architectural practices may need to employ consultants for services necessary for each project, such as mechanical engineers, civil engineers, structural engineers, and so on, rather than relying on in-house staff.

−	Time management relating to work schedules is an important responsibility for a ~~principal~~ architect of a practice. Smaller practices, that tend to work on smaller projects, tend to be more proficient at time management. However, project monitoring is often more effective in larger practices, where the ~~principal~~ is able to allocate specific periods of time to monitor a particular project as opposed to being involved in it on a daily basis as the principal of a smaller practice may be.	+	Time management relating to work schedules is an important responsibility for a principle architect of a practice. Smaller practices, that tend to work on smaller projects, tend to be more proficient at time management. However, project monitoring is often more effective in larger practices, where the principle is able to allocate specific periods of time to monitor a particular project as opposed to being involved in it on a daily basis as the principal of a smaller practice may be.

−	The ~~principal~~ architect is also responsible to people management. This involves attracting and retaining employees, which is often dependent on creating a positive and engaging professional culture. All employees should feel like they have a stake in the success of the practice and should feel like their point-of-view is considered. Junior members should be effectively mentored with opportunities for them to grow within the practice and take on further responsibilities, as this will help improve staff retention levels.	+	The principle architect is also responsible for people management. This involves attracting and retaining employees, which is often dependent on creating a positive and engaging professional culture. All employees should feel like they have a stake in the success of the practice and should feel like their point-of-view is considered. Junior members should be effectively mentored with opportunities for them to grow within the practice and take on further responsibilities, as this will help improve staff retention levels.

−	Project work should be shared as fairly as possible around the team, and the ~~principal~~ architect must carefully consider the most efficient and effective means of allocating tasks and responsibilities to challenge certain team members, play to the strengths of other team members, and ensure a higher chance of project success.	+	Project work should be shared as fairly as possible around the team, and the principle architect must carefully consider the most efficient and effective means of allocating tasks and responsibilities to challenge certain team members, play to the strengths of other team members, and ensure a higher chance of project success.

−	The ~~principal~~ architect should hold regular staff meetings as a means of improving and encouraging communication and sharing knowledge amongst employees. Conflicts that may arise between team members must also be carefully managed by the ~~principal architect~~.	+	The principle architect should hold regular staff meetings as a means of improving and encouraging communication and sharing knowledge amongst employees. Conflicts that may arise between team members must also be carefully managed by the principle.

	= Find out more =		= Find out more =

Editor at 12:59, 2 January 2017

2017-01-02T12:59:51Z

← Older revision		Revision as of 12:59, 2 January 2017
Line 18:		Line 18:

	* Appointing consultants.		* Appointing consultants.
−	* Architectural profession.
	* Business administration.		* Business administration.
	* Business model.		* Business model.

Editor: Created page with "There are several core techniques and processes that are important for managing an architectural practice, regardless of the size. Practice management is the responsibility of th..."

2017-01-02T12:59:36Z

Created page with "There are several core techniques and processes that are important for managing an architectural practice, regardless of the size. Practice management is the responsibility of th..."

New page

There are several core techniques and processes that are important for managing an architectural practice, regardless of the size. Practice management is the responsibility of the principal or, in small firms, the sole architect. In large firms the principal may not necessarily be an architect but someone with construction project management experience, or there may be several principals working in partnership.

As with individual projects, the overriding goals of architectural practices will be to deliver projects on time, to budget, and that meet or surpass client expectations. The defining goals of the practice should be determined by the principal architect and could be to focus on sustainable projects, develop innovative designs, to grow and take on increasingly large projects, and so on. The goals will determine the forward strategy for the practice.

Smaller architectural practices may need to employ consultants for services necessary for each project, such as mechanical engineers, civil engineers, structural engineers, and so on, rather than relying on in-house staff.

Time management relating to work schedules is an important responsibility for a principal architect of a practice. Smaller practices, that tend to work on smaller projects, tend to be more proficient at time management. However, project monitoring is often more effective in larger practices, where the principal is able to allocate specific periods of time to monitor a particular project as opposed to being involved in it on a daily basis as the principal of a smaller practice may be.

The principal architect is also responsible to people management. This involves attracting and retaining employees, which is often dependent on creating a positive and engaging professional culture. All employees should feel like they have a stake in the success of the practice and should feel like their point-of-view is considered. Junior members should be effectively mentored with opportunities for them to grow within the practice and take on further responsibilities, as this will help improve staff retention levels.

Project work should be shared as fairly as possible around the team, and the principal architect must carefully consider the most efficient and effective means of allocating tasks and responsibilities to challenge certain team members, play to the strengths of other team members, and ensure a higher chance of project success.

The principal architect should hold regular staff meetings as a means of improving and encouraging communication and sharing knowledge amongst employees. Conflicts that may arise between team members must also be carefully managed by the principal architect.

= Find out more =

=== Related articles on Designing Buildings Wiki ===

* Appointing consultants.
* Architectural profession.
* Business administration.
* Business model.
* Commercial management.
* Consultant team.
* Design management.
* Project manager.
* The architectural profession.
* Types of construction organisation.

[[Category:Organisations]] [[Category:Construction_management]] [[Category:Cost_/_business_planning]] [[Category:Roles_/_services]]