PROJECT MANAGEMENT FOR

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