Project Management in Architectural firms

Day to Day project events such as meetings, communications, and decision require careful management by those in charge. - Frank A. Stasiowski, FIIA 

During initial phases of a start-up Architectural firm, an Architect may also be able to play the role of a Project Manager, single-handedly and efficiently. But as the firm grows, projects multiply; an architect single-handedly can no longer continue to optimally function as a project manager; managing resources, time and cost for multiple projects at the same time. 

One of the reasons why Project Management becomes overwhelming in an Architectural firm is the sheer complexity involved in the Building process. It definitely requires an additional team member to exclusively serve as a ‘Project Manager’ or ’Project Coordinator’ or ‘Project In-charge’ whose primary responsibility would involve integrating management of Clients, Design, Consultants, Construction, Administration, Marketing, and Finance for one or more projects.

Introducing - Architectural Project Management!

The degree of complexity and the magnitude of uncertainty are very high in Building projects; which is why I believe an Architectural firm needs strong Project Management. In the past, the Construction process was solely managed by Construction managers. But today, with technological advancements creating paradigm shifts in role definitions and ways of operating, Architects are also actively engaged in the Construction process. Their services are no longer limited to just Design services. They also offer services that involve post-construction demands planning, co-ordination and control of diverse people, activities and challenges with modern building. This certainly demands strong Project Management skills.

Architectural Project Management is unavoidable today!

Architectural Management is a constantly evolving field. The traditional definition of Project Management is limited to managing the construction and delivery of a Building as per agreed Design within the given time, cost and resources. A decade ago, there were hardly any large-scale Architectural firms and firms run by 20 people handling about 20 projects were looked upon as highly successful. Today, our country has a lot of regional and international players. Firms run by 50 people handling more than 100 projects is not uncommon and is considered a good practice. These economical shifts have created a need for integrated Project Management without which a firm cannot sustain and grow in this profession. Integrated Project Management involves taking ownership of managing quality through all stages of the Building process and not just delivering the Building.

Architectural Projects are not the same as Business projects!

Architectural projects are different from other Business projects. Architectural projects are Design-based and need creative solutions that are unique to each project; unlike Business projects where generic solutions can be practised and re-used. There may be a generic set of Rules or Procedures or Best Practices embraced as an Organizational standard in an Architectural firm; but blind compliance to these standards only restricts opportunities for generating unique, customized solutions needed for Architectural projects.  

Who is an Architectural Project Manager?

An Architectural Project Manager need not necessarily be an Architect but any individual with following capabilities and qualities.