Arch 371 Practice Management Notes

Course Content

  • Introduction and Case Study (first lecture)

  • Key areas of practice management (Lectures 2 – 11):

    • Professionalism and ethics in architecture.

    • Client and stakeholder management.

    • Design management processes.

    • Architect's role in construction projects.

    • Building contracts and legal frameworks.

    • Procurement options and health & safety.

    • Practice management essentials.

    • Construction and site-related considerations.

  • Summary and further Case study (final lecture)

  • Coursework:

    • Design report (40%): A comprehensive report detailing a specific design project, focusing on the application of practice management principles.

    • Final 'in person' 2hr scenario-based exam (60%): An examination involving real-world scenarios to assess understanding and application of course content.

Lecture Schedule

  • Week 1 (27/1):

    • Lecture 1 (29.1.25): Case study and Introduction

    • Presenter: PF

    • Chapter: 1

    • Overview of the course and its objectives.

    • Introduction to the case study that will be used throughout the course.

  • Week 2 (3/2):

    • Lecture 2 (5.02.25): Professionalism, Introduce Report

    • Presenter: PF

    • Chapter: 1

    • Guest: Craig Allen, Architect RIBA

    • Discussion on professionalism in architecture.

    • Introduction to the design report assignment.

  • Week 3 (10/2):

    • Lecture 3 (12.02.25): Clients and stakeholders

    • Presenter: PF

    • Chapter: 2

    • Guest: Andy Murphy, Client, UoL

    • Understanding the roles and responsibilities of clients and stakeholders.

    • Effective communication strategies.

  • Week 4 (17/2):

    • Lecture 4 (19.02.25): Design Management

    • Presenter: PF

    • Chapter: 4

    • Guest: Paul Parry, QS, Cunliffe

    • Principles of design management.

    • RIBA Plan of Work.

    • Life cycle costs.

  • Week 5 (24/2):

    • Lecture 5 (27.02.25): Architect’s Role in Construction

    • Presenter: PF

    • Chapter: 4

    • Guest: Mike Cunningham, Mersey Design Group

    • Exploring the architect's role in construction.

    • Responsibilities and liabilities.

  • Week 6 (3/3):

    • Lecture 6 (5.03.25): Building Contracts

    • Presenter: Brook-house

    • Chapter: 5, 6

    • Guest: Stephen Brookhouse, University of Westminster

    • Understanding building contracts.

    • Standard forms of contract.

  • Week 7 (10/3):

    • Lecture 7 (12.03.25): The Legal Framework

    • Presenter: Dave Watkins

    • Chapter: 7

    • Guest: Dave Watkins, Conservation DW Architects

    • Overview of the legal framework impacting architectural practice.

    • Planning system and building regulations.

  • Week 8 (17/3):

    • Lecture 8 (20.3.25): Procurement options

    • Presenter: PF

    • Chapter: 4

    • Guest: Dave Harding, Contractor UoL

    • Exploring various procurement options.

    • Advantages and disadvantages of each method.

  • Week 9 (24/3):

    • Lecture 9 (26.03.25): Health and Safety

    • Presenter: PF

    • Chapter: 9

    • Guest: Maria O’Malley, H + S UoL

    • Health and safety regulations and practices.

    • CDM Regulations 2015.

  • Week 10 (31/3):

    • Lecture 10 (2.4.25): Practice management

    • Presenter: PF

    • Chapter: 3

    • Guest: Adam Hall, Architect FCH

    • Assignment submission: Thursday 3rd April 2025

    • Key aspects of practice management.

    • Forms of trading, fees, and finances.

  • Easter Break: 3 weeks starting 7/4

  • Week 11 (28/4):

    • Lecture 11 (30.4.25): Construction and Site matters

    • Presenter: PF

    • Chapter: 10

    • Guest: Dan Smith, Architect Smith and Young

    • Construction site matters and quality control.

    • Claims and dispute resolution.

  • Week 12 (5/5):

    • Lecture 12 (7.05.25): Case study and summary

    • Presenter: PF

    • Chapter: 10

    • Final case study analysis.

    • Course summary and review.

Course Content Details
L2. Professionalism

  • Architects, professionalism, what it means:

    • Ethical responsibilities and standards.

  • RIBA, what it does, codes of conduct:

    • Role and functions of the Royal Institute of British Architects.

  • ARB, what it does, codes of conduct:

    • Role and functions of the Architects Registration Board.

  • Sustainability, duty to wider society:

    • Environmental considerations in architectural practice.

  • BREEAM: Building Research Establishment Environmental Assessment Method.

L3. Clients, Stakeholders, Terms of Appointment, and Communications

  • Clients, their roles and responsibilities:

    • Defining client expectations and managing relationships.

  • Stakeholders:

    • Identifying and engaging with relevant stakeholders.

  • Professional Engagement:

    • Establishing clear terms of appointment.

  • Communications:

    • Effective communication strategies within the project team.

L4. Design Management, RIBA Plan of Work, Life Cycle Costs

  • Design Management:

    • Managing the design process from inception to completion.

  • RIBA Plan of Work:

    • Understanding the RIBA Plan of Work stages.

  • Costing of Projects:

    • Methods for cost estimation and control.

  • Life Cycle costs:

    • Considering long-term costs in design decisions.

L5. Architects and the Design Team. Copyright and Indemnity Insurance

  • Architect's role and responsibilities:

    • Scope of services and professional duties.

  • The Design Team:

    • Collaboration and coordination within the design team.

  • Indemnity Insurance:

    • Importance of professional indemnity insurance.

  • Copyright:

    • Protecting intellectual property rights.

L6. Procurement, Project Management, and Cost Control

  • Collaborative working:

    • Benefits of collaborative project delivery.

  • Procurement options:

    • Different methods of procurement and their implications.

  • Project management:

    • Key project management principles and techniques.

  • Balancing Programme, Cost, and Quality:

    • Managing trade-offs between these key factors.

  • Responsibility and Liability:

    • Understanding legal and ethical responsibilities.

L7. Health and Safety

  • Introduction:

    • Importance of health and safety in construction.

  • Health and Safety Framework:

    • Overview of relevant legislation and regulations.

  • Health and Safety at Work Act:

    • Key provisions of the Act.

  • CDM Regulations 2015:

    • Roles and responsibilities under the CDM Regulations.

  • Risk assessments:

    • Conducting and documenting risk assessments.

L8. Contracts

  • Principles of contract:

    • Essential elements of a legally binding contract.

  • Sources of English law: common law, contract law

  • Why contracts are important:

    • Minimizing risk and ensuring clarity.

  • Agreement, Intention, Consideration, Capacity:

    • Key components of a valid contract.

  • Standard building contacts: Traditional, D+B:

    • Types of standard building contracts.

  • Professional service contracts:

    • Contracts for architectural services.

L9. The Legal Framework

  • The LA Planning system, History of legislation

  • Use classes, NPPF and Local plans:

    • Understanding land use classifications.

  • Conservation

  • Process of submission / determination:

    • Procedures for planning applications.

  • Appeals

  • Building regulations

  • Approved documents

  • Fire and life safety

L10. The architect in business

  • Practice management

  • Forms of Trading

  • Fees and Finances

  • Human Resources and Employment Legislation

  • Marketing and PR

L11. Construction Site Matters, Quality Control, and Claims

  • Construction issues, Buildability

  • Effective specification and detail

  • Site monitoring and Quality Control

  • Payments and Valuations

  • Claims and Dispute resolution

Introduction

  • Architects have a wide range of professional responsibilities.

  • RIBA and ARB, codes of conduct.

  • Society at large, design, and sustainability.

  • Clients and other stakeholders.

  • Design Management and life cycle costs.

  • Administration of Building Contracts and site issues.

  • Coordinating the Project Design Team.

  • Health and Safety.

Project Team

  • Client

  • Architect

  • Stakeholder

  • Cost Consultant

  • Structural Engineer

  • Services Engineer

  • Contractor

  • Sub Contractor

  • Specialist Consultant

The Case Study: Library Project

  • Project for an Education Institution.

  • Commission was a result of a competition.

  • Brief followed extensive research.

  • Consultation with stakeholders.

  • Design development and Client sign off.

  • Planning and Building Regulations approval.

  • Procurement options and obtaining competitive quotations.

  • Managing the construction contract.

  • Handover to Client.

RIBA Work Stages

  • Stage 0 – Strategic definition

  • Stage 1 – Preparation and Brief

  • Stage 2 – Concept design

  • Stage 3 – Developed Design

  • Stage 4 – Technical Design

  • Stage 5 – Construction

  • Stage 5 – Handover

  • Stage 6 – In use

Stage 0 – Strategic Definition

  • The University considered that its existing Library was dated.

  • Wanted a non-institutional “learning café”.

  • Had asked one firm of architects, but results were uninspiring.

  • Decided to have a limited competition with 6 architects.

  • Put together a very preliminary brief, including budget.

  • Provided a site.

  • DGC were included because of their previous involvement.

  • Architects must check if a previous firm has been involved.

  • There are recommended codes for Clients to run competitions.

  • Briefs can be very vague to start with.

  • DGC had continued with marketing to keep them in mind.

Stage 1 – Preparation and Brief

  • DGC receive a short letter notifying of success at competition.

  • Now need to agree a fee / schedule of service.

    • Standard RIBA appointment templates – Programme/Fee/Quality

  • Still at feasibility stage, so separate fee.

    • Because the brief is ill-defined, it is difficult to give a firm fee and service proposal.

  • Agree who we should speak to.

    • Communication is an important part of an Architect's role.

  • Review aspirations with key personnel.

  • Put together an Initial Project Brief.

  • Advise what site surveys are needed.

    • Site conditions may have a big bearing on cost and viability.

  • Advise if other consultants are needed at this stage.

    • Cost advice, structural viability, Services infrastructure.

Stage 2 – Concept design

  • Brief / scope / budget / quality are all now defined.

  • Possible to move on to Outline Proposals.

    • Broadly in line with budget and brief – obtain feedback from stakeholders.

  • Structural and Services strategy.

    • In line with Client aspirations and sustainability requirements.

  • Outline specifications.

  • Design Programme.

    • May discuss procurement options at this early stage.

  • Project strategies.

  • Finalise Architects service and Fee agreement.

    • Now scope of project is properly defined.

  • Confirm appointment of other consultants.

    • May need a responsibility matrix.

Stage 3 – Developed design

  • Now that the concept design is agreed, move forward to Developed design – i.e., “signed off”.

  • Coordinated set of proposals for structure, building services with KPIs agreed.

    • Requires other consultants' input and Client involvement.

  • Outline specification to allow more detailed cost check.

    • Cost is often the deciding factor – Clients have limited budgets!

  • Submit Planning application.

    • In line with Pre-app discussions.

  • Review procurement options to allow a clear Project Strategy and design programme.

    • May choose to involve a Contractor at this early stage.

  • More detailed research and development.

  • Review health and safety.

    • Because this may have a fundamental effect upon the design.

Stage 4 – Technical design

  • Prepare the technical design.

    • Everything needed to allow the contractor to construct the building.

  • Input from Structural / Services / IT / Landscape specialists.

    • Coordination is one of the architect's most important roles.

  • Input from specialist suppliers and sub-contractors.

  • Submit a Building Regulations application.

  • Review operational and maintenance issues with the Client.

    • To ensure that the building can be used as the architects intend.

  • Decide upon details of procurement, tender, and prospective contractors.

    • The Client has a big say in this.

  • Prepare pre-tender Health and Safety information.

(This project was a traditionally procured job)

Stage 5 – Construction

  • Review tenders received and prepare a report for the Client.

    • Like for like basis – then Client decides.

  • Decide upon which contractor offers the best value.

    • Form a contract.

  • Set up a pre-start meeting.

    • Agree key issues and procedures for communication.

  • Allow for mobilization.

    • (the contractor has to set up their own domestic contracts).

  • Agree “site rules”.

  • Communicate the programme to Client.

    • To ensure a smooth interface and minimize disruption.

  • Administer the Building contract.

  • Periodic site visits.

    • To check progress, quality, and resolve any queries.

Stage 6 – Handover and Close out

  • At practical completion, hand over the building to the Client.

    • This is an important point in the process.

  • Carry out commissioning and testing.

    • To ensure all KPIs are met.

  • Provide operational manuals and tutorials as required.

    • To ensure the Clients understand how to use the building.

  • Ensure Building Control is satisfied.

    • Minor issues can make it illegal to use the building.

  • Agree on a final account.

    • This can be contentious with the Client if there are many extras.

  • Issue a final certificate.

Stage 7 – In use

  • Post occupancy evaluation.

    • This may form part of the original architect's appointment.

  • Feedback to the client on the performance of the building.

    • To see how the building actually works.

  • Research and Development (for Client or Architects Practice).

    • To learn for the future.

Summary

  • Define commission and level of professional service

  • Put a design team together and then communicate effectively

  • Establish the brief and the Clients criteria

  • Obtain statutory approvals (Planning & Building Regulations)

  • Put technical drawings and other information together

  • Decide on a procurement route, obtain tenders

  • Administer the building contract

  • Deal with valuations

  • Issue practical completion certificate

Key takeaway

  • It's a team effort!

Reading

  • Professional Studies in Architecture, Stephen Brookhouse, RIBA Publications. Ch 1, pages 1 - 7