Professional Documents
Culture Documents
I. Project Teams
- Even the smallest project requires a team of two: an architect and client
- Relationships expand as teams become larger and it includes office colleagues, consultants,
contractor, etc.
1. PROJECT MANAGER
- Central figure on a project team.
- The person in the architectural firm who is responsible of managing design, schedule and budget
concerns to meet the client’s expectations.
- Effective project managers assume project leadership responsibility, accept certain challenges and
bring certain traits and abilities to their work
Responds to requests from clients quickly, don’t wait for a convenient time.
Be prepared to discuss the projects’ status (technical, budget, or schedule) at any time.
Keep files so information is readily available when client asks for it.
Arrive at meetings on time and prepared.
Keeps client informed by routinely sending copies of correspondence, telephone logs and other
project documentation.
Review all invoices before they mailed and prepared to answer any questions about them from
the client.
3. PROJECT OPERATIONS
- Project planning and team – building put the resources needed to execute a project in place. The next
part, and the hardest part, is making it all work – orchestrating and integrating these plans and
resources to produce a successful project
- Project management also involves collecting, processing and communicating changes and closing
out the project
A. START – UP
- Includes project definition, acquisition, planning and contract negotiation
o Team Briefing and Kickoff
Reviewing:
Project requirements
The project work plan
Schedules and milestone dates
Project policies which include project responsibilities and authorities, client
structure and relationships, teem meetings and communications, approaches
to identifying and solving problems, project change and reports and other key
management issues
B. PROJECT AUTHORIZATION
o Includes
Establishing the necessary projects accounts
Providing information on what can be charged to the project and what cannot
especially reimbursable and non – reimbursable expense
Identifying the internal project reports that will be prepared and distributed
Providing the accounting department/ bookkeeper/ principal with information about
the project milestones, deliverables and billing details
C. PROJECTS’ FILES
- The most effective project filing system is one that can be easily understood and used by everyone
II. Communications
- Professional services involve a continuing exchange of information including data, advice and
opinions, proposals and decisions
o TALKING and LISTENING
Direct personal interaction
Meetings provides opportunities for groups to exchange information and make, modify,
and affirm project decisions
Consider “stand – up ” meetings
o These are short sessions usually directed to a single subject or decision
to be made or reviewed. Also called conference call.
Other ways: memos, telephone calls, faxes emails, letters
o ROUTINE COMMUNICATIONS
Information is often conveyed to a formal transactions between individuals and within
groups – i.e. telephone conversations, fax and email message correspondence,
transmittals of documents, reports and memos.
These transactions serve two purposes: to convey important information and become
part of the project record
IV. Decisions
- The management of decision making is a key project management task
o Understand the decisions made
What are the most important project decisions?
When they must be made?
Who will make them?
Who needs to contribute data, opinions / advice?
Who needs to approve the design?
Who needs to be informed?
o Submittals and of approvals
Most projects include the milestones points at which project decisions are synthesized,
presented, discussed and affirmed. The project agreement provides the first of
milestone dates of deliverables
V. Documentation
- Even the smallest project generates a great deal of paper such as notes, meeting agendas and
minutes of meetings, technical materials, and other documentation
- The project manager correspondence and for documenting significant developments on all projects
- Good business practice suggests it is nicer to document transactions that take place between the
parties in the design team and the client. Doing so keeps the project on track, and when a claim is
filed, there is a record