Project management

Article Abstract:

The success of project management in the form of architectural or construction management depends on several factors. The project manager's co-operation with workers, over whom he has little control, is important. Compromise is sometimes necessary. Planning is important, and changes may be required. The project manager needs to communicate well with all kinds of people and organisations. The role of project manager must be assigned its own time, if the manager has other functions to perform as well. Books on architectural and construction management are also listed.

Methods, Construction industry, Project management, Architecture, Bibliography

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Business strategy for architects: there is no single business strategy suitable for the whole architectural profession, so every practice must develop its own

Article Abstract:

Architectural practices saw rapid growth in the late 1980s and they expanded, appointed new staff, invested in premises, computers and support services. However by the early 1990s practices faced retrenchment, intense fee competition and the disposal of surplus space proved impossible. Strategies should now be based on economic conditions remaining roughly the same and not on expecting conditions of the late 1980s to return.

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How to make more money: Your practice can achieve greater profitability, without increased fee levels, by fundamentally changing the way its workload is organized

Article Abstract:

Architectural practices should aim to improve profitability, rather than merely survive, whilst maintaining current fee levels. Profitability can be controlled by projects or by people, and managers should know what work is available so that they can allocate tasks to suitable staff. The ending of the crisis culture can take time and patience, and staff will need to be trained to implement certain changes.

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