Project management for architects involves planning, organizing, coordinating, and controlling architectural projects. As project managers, architects forecast project requirements, create schedules and budgets, and ensure projects are completed on time and within budget. Architects are well-suited for project management roles as they have design and technical skills as well as experience coordinating different teams. Project management provides opportunities for architects to take a leadership role and manage entire development processes from inception to construction.
Project management for architects involves planning, organizing, coordinating, and controlling architectural projects. As project managers, architects forecast project requirements, create schedules and budgets, and ensure projects are completed on time and within budget. Architects are well-suited for project management roles as they have design and technical skills as well as experience coordinating different teams. Project management provides opportunities for architects to take a leadership role and manage entire development processes from inception to construction.
Project management for architects involves planning, organizing, coordinating, and controlling architectural projects. As project managers, architects forecast project requirements, create schedules and budgets, and ensure projects are completed on time and within budget. Architects are well-suited for project management roles as they have design and technical skills as well as experience coordinating different teams. Project management provides opportunities for architects to take a leadership role and manage entire development processes from inception to construction.
ARCHITECTS Management • Henri Fayol – French Mining Engineer – Acknowledged as Founder of Modern Management
– According to him “to manage is to forecast and to
plan, to organise, to command, to co-ordinate and to control.” Project • “A project is an temporary endeavour undertaken to create a unique product, service, or result.” Market and Demand Analysis • Situational analysis and specification of objectives • Collection of secondary information • Conduct of Market Survey • Characterisation of Market • Demand forecasting • Uncertainties in demand forecasting • Market planning Financial Estimations and Projections • Cost of Project • Means of finance • Estimates of Sales and Production • Cost of Production • Working Capital requirement and its Financing • Profitability projections • Projected Cash Flow Statement • Projected Balance Sheet Characteristics of Project Management in Architecture • Coordination • Qualities of a good Project Manager – He should be flexible – Does not order – Uses rational rather than emotional means – Offers constructive criticism and generous praise – Pays attention to staff members personal attitude – Helps colleagues be productive • Project Planning – CPM – spot scheduling crises well ahead of time – Time management – Cost estimation and Budgeting • Project Monitoring • Contractual issues • Controlling the conflict within the architectural office – working as team leader • Successful Project Managers – On time – Within Budget – Goal achievement -> making clients happy Role of an Architect as Project Manager • PM does the planning of the operation regarding – quality, time and cost, – previewing the cash flow and – margin of benefits. • If there are different options they possess to be considered individually • PM evaluates the feasibility of a project or different projects, selects and handles the contracts of the various professionals who will carry out the work: architects, engineers, contractor etc. • PM co-ordinates the development of the project and establishes the mark of quality, time and cost that have to be followed according to the instructions received from the client • When PM receives a proposal for a plot of land, he/she needs to analyse it from diverse points of view, such as urban planning issues; Financial, Legal, Political, Technical & Economical issues; in order to inform the client if it is suitable for the purpose of the operation • The PM also co-ordinates the building approval process with the appropriate authority • Manages the contracts and follows the development of works both at a technical level and at coordination level where he deals with all project partners (architects, engineers, suppliers etc.) • Follows the development of the previewed planning, implementing the corrective actions that should be needed, this could include the change of people or teams involved if they are not working properly. • Handles all the modifications that could be brought out during execution phase - ensuring that the goals of time, cost and quality established by the client are achieved. • Manages the closing of the project, including the elimination of all the contracts and the licenses for the correct operation of the facility. • Being an executive project manager - Mr Gus Maimis, Sr. VP STV Construction Inc – https://www.coursera.org/learn/construction-project- management/lecture/ApBDP/being-an-effective-project- manager • PM Software for architects – PRAESTO, ProjecTools, Virtual Project office, The power tools,etc Opportunities and Responsibilities to carry as Project Manager • The primary responsibility of a Project Manager would be integrating management of Clients, Designers, Consultants, Contractors, Administration, Marketing, and Finance for one or more projects. • Many architects later realized that with their experience, skill-sets and aptitude; Project Management is not a big deal. This has give rise to many new opportunities for architects which also carry along with them the responsibilities. Design – Build Practice • Today, thousands of architects are embracing ‘Design- Build’ practice as it is much more powerful “enabler” than other traditional practices for many reasons such as : – Design-Build firm enables you to effectively manage the entire process of project development; right from inception to construction.
– The project can be started much earlier and delivered on time,
within the given budget.
– The scope of innovation is much higher.
• A related survey by the National Study of Project Delivery Methods, sponsored by the Construction Industry Institute supports all the above by proving that a Design-Build firm is:
12% faster for Construction than
Design
33% faster for Delivery of Design &
Construction process
5% less in Project’s “cost of growth”
despite change orders Site Management
• Establishment of a construction site requires
– Managing equipments
– Accommodation for labour
– Arranging infrastructure for construction – water, electricity,
road, safety, insurance, etc
– It is emerging as a new service
– Develop quality control framework
– Requires working in the field
Financial Control • “Always think how you can accomplish things economically” – Warren Buffet • Allot budget for each project • Accounting and keeping records is a must • Maintaining a good balance between Profitability and Liquidity • Preparing cash flow for short term and long term • Review your accounts periodically at least once a month • Ploughing back of profit • Borrow money only if you require • PM’s duty is to ensure timely payments to suppliers, subcontractors and employees • Most firms fail due to mismanagement of funds and cash flow • Common mistake contractors make is to divert finds of one project to another project indulging in over trading. Communication Strategy
• It is the PM’s responsibility to educate the client
and manage the sentiments attached to the project
• Establish good communication strategy which will
generate goodwill and help you establish yourself as credible and responsible project manager
• Prof Peter Murray – the imp of communication
for architects Maintenance and Post Construction services • Care and regular service will ensure clean and pleasing environment, giving the building long and healthy life. • Design an maintenance strategy and educate the client about it • It can be taken up as an extended service and take an opportunity to be a part of the complete lifecycle of the building Real Estate Sector • Indian real estate growth expected to be 1.92 times by 2020 • Comprises of housing, retail, hospitality and commercial – Booming consumerism – Organised retail growing at 25% - 30% p.a. – Entry of MNCs in retail – 100% FDI in Township projects – Fourth largest sector in terms of FDI Inflow – Growth in Tourism providing opportunities – By2022, 2 cr houses in Rural area and 4 cr houses in Urban area are required • Second largest employer after agriculture • Expected to grow at 30% over the next decade • Indian real estate sector is one of the most preferred destinations in Asis-Pacific as overseas fund accounted for more than 50% in 2014 Infrastructure Sector
• Infrastructure sector includes power, bridges,
dams, roads and urban infrastructure development. • Mr Nitin Gadkari, Minister of Road Transport and Highways, and Shipping, has announced the government’s target of $376.53 bn investment in infrastructure over a period of three years – which will include $ 120.49 bn for developing 27 industrial clusters and – an additional $ 75.30 bn for road, railway and port connectivity projects • Indian power sector has an investment potential of $250bn in the next 4-5 years