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1.1.1 K.Indd 2.3.1 2.32.3 ManagementManagement ofof thethe ProjectProject 2.3.12.3.1 Management Management of the Project of the Project Canadian Handbook of Practice forfor Architects 2.3.1 Introduction Project Organization In-house Teams Role of the Project Manager Client-Architect Agreements Project Cost Control Coordinating Engineers and Other Consultants Communications Scheduling the Project Project Closeout Project Evaluation Record Drawings Archiving Firm Database Promotional Documentation Use of the “Checklist for the Management of the Architectural Project” References Appendix — Characteristics of an Effective Project Manager Checklist for the Management of the Architectural Project Management of the Project Chapter 2.3.1 Volume 2 Management of the Project Introduction • ensuring continuous and effective communications; Effective management of the project is an • delegating tasks appropriately; essential element of good professional practice. • arranging and managing meetings; • controlling and managing design changes; This chapter describes the role of the project • managing time effectively; manager (also called a project architect or • scheduling, estimating, and project control. design team leader) — the person in an architect’s office who directs and administers an In-house Teams architectural project. Sometimes the project For small projects, project managers may carry manager may be the principal or partner-in-charge out several of the tasks themselves. For large or they may report to the principal or partner-in- and complex projects, several people participate charge. in the same task. The project manager must identify the manpower and skills required, This chapter does not cover: and must also constantly direct and motivate the • project management as a separate in-house team. The composition of the team is professional service or form of delivery; the key factor in achieving both architectural • construction management as a form and financial objectives. of project delivery. The team may include the project manager and These topics are discussed in Chapter 2.3.2, several architects, intern architects and Types of Construction Project Delivery. technicians. More complex projects or very specialized services (such as acoustics, vertical The project manager may be a senior architect transportation systems, architectural or other individual (preferably an architect) conservation, and wind studies) often require with experience in the practice of architecture hiring outside experts. and management. Role of the Project Manager Refer to “Appendix — Characteristics of an Effective Project Manager” at the end of this The project manager is a leader responsible for: chapter. • ensuring that the project proceeds through successive stages from program approval to Refer also to the standards of the Project project implementation; Management Institute which provide a • keeping the project on time and within structured methodology for project management budget; at www.pmi.org • managing the progress of the project by: • directing an internal team; Project Organization • directing and coordinating the contribution of engineers and other Good project management means: consultants; • selecting and managing people, including • achieving the firm’s financial objectives; in-house staff and outside consultants; • providing proper project closeout. Canadian Handbook of Practice for Architects January 2009 1 Volume 2 Chapter 2.3.1 Management of the Project Client-Architect Agreements Coordinating Engineers and Other Consultants The project manager should review the client- Usually the “design team” has already been architect agreement before starting work. selected when the commission is awarded. Refer to Chapter 1.2.3, Consultants, regarding the role It is preferable to use either the Canadian of consultants and agreements with consultants. Standard Form of Contract Between Client and Refer to Chapter 2.1.9, Risk Management and Architect: RAIC Document Six or the Canadian Professional Liability, for issues to consider when Standard Form of Agreement Between Client and assembling the design team. Architect — Abbreviated Version: RAIC Document Seven, because: The project manager is responsible for: • these agreements are widely recognized • providing engineers and consultants with all and accepted; information promptly and clearly in order to • the architect’s and the client’s optimize their participation; responsibilities are clearly defined; • ensuring that their designs and specifications • they clearly identify the scope of work by are properly coordinated; distinguishing between Basic Services and • maintaining morale as well as ensuring the Additional Services. respect and recognition of all consultants. The prudent project manager will review the Communications terms of the agreement, to fully understand the Managing communications throughout the scope and limitations of the consulting services entire project is crucial to its success. Good to be provided. This should forestall later communications require the efficient and misunderstandings or unreasonable expectations. effective management of: The project manager should identify when any increase in fees as a result of additional services • meetings; is warranted and then consult with the principal • telephone communications; or partner-in-charge and assist in any • electronic and paper messages such as adjustment to fees. correspondence, memos, E-mail; • record-keeping, such as meeting minutes, Refer to Chapter 2.1.9, Risk Management notes, project files, and other and Professional Liability, for more detail on documentation. client-architect agreements. Refer also to Chapter 2.1.6, Communications. Project Cost Control Generally, at the beginning of a project, the Scheduling the Project client will prepare an overall project budget. The project manager’s goal is to: Project schedules are planning tools that help project managers and teams organize various • manage the results of the design team; defined tasks in order to meet deadlines or dates • administer the design and construction which may be set out in an agreed-upon schedule of the best possible project within the or in the contract. In addition, schedules help available funds; to monitor tasks until the project is complete. • achieve the firm’s financial objectives Although many different scheduling techniques are (profit margin) for the project. available for many types of projects, the project manager must select a method which can be Refer to Chapter 2.3.3, Cost Planning and adapted to the scale and complexity of the work. Control, for information on planning and controlling costs for a specific project. Refer Simple bar charts and milestone charts are to Chapter 2.1.4, Financial Management, for usually appropriate for scheduling architectural controlling costs within the architectural office. projects. However, for complex projects with many teams and tasks, refer to the scheduling techniques outlined in “Appendix — Project Management” in Chapter 2.3.2, Types of Construction Project Delivery. 2 January 2009 Canadian Handbook of Practice for Architects Management of the Project Chapter 2.3.1 Volume 2 Project Closeout Promotional Documentation Based on some of the project documents Project Evaluation (such as sketches, perspectives, plans, and The firm should assess whether the project photographs) and data, project managers should has achieved its financial and professional prepare a “project record” or “project data objectives. This might include an external sheet” that can be added to the firm’s portfolio evaluation with the client. The project manager for future use. This record should highlight the should analyze the project and, if the objectives project’s special features and main challenges, as were not met, determine why and suggest well as demonstrate the architect’s contribution corrective action for future projects. to its success. Refer also to Chapter 2.1.3, Public Relations and Marketing. Record Drawings If engaged for this service, the project manager Use of the “Checklist for the will oversee the preparation of CAD record Management of the Architectural drawings for the client based on the contractor’s Project” “mark-ups” which show changes made to the construction documents. Also, the project A “Checklist for the Management of the manager should return to the client any Architectural Project” has been provided at the documentation, such as construction drawings end of this chapter. The checklist is based on and specifications, which was provided as the Ontario Association of Architects former reference for the design of renovations or Practice Bulletin Number 67, Architect’s Project additions to an existing building. Progress Record. The document has been reformatted, references to provincial terms have Archiving been modified, and minor editorial improvements have been included. Project documents, including all electronic communications and record drawings, should Although the design and management of be kept and filed so that they may be readily architectural projects are not necessarily and quickly retrieved if they are needed for linear nor quantifiable, this checklist can other projects or must be consulted in the assist the architect in scheduling and event of a claim. recording the status of principal tasks during the course of a project. Firm Database The project manager should extract any information which could be used to develop a database for future work, such as the preparation of construction
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