ARCHITECTURAL PRACTICE V

outline of PROJECT MANAGEMENT

A PROJECT is defined as “a temporary endeavour undertaken to create a unique product or service”, or “a
carefully planned piece of work that has a particular purpose”.

An official definition of PROJECT MANAGEMENT – provided by the Project Management Institute – is “the
application of knowledge, skills, tools and techniques to project activities to meet project requirements”.

Until 1900, construction / civil engineering projects were managed by architects, engineers and master builders.
In the 1950s organizations started to systematically apply project-management tools and techniques to complex
engineering projects. This marked the beginning of project management as a PROFESSION. In response to very
complex engineering projects in the USA, mathematical project-scheduling models were developed.

In South Africa, the profession is regulated by the PROJECT AND CONSTRUCTION MANAGEMENT
PROFESSIONS ACT (Act 48 of 2000), which provides for the establishment of a juristic person known as the
South African Council for the Project and Construction Management Professions (SACPCMP).

The field of project management is divided into the

following parts, known as the ten KNOWLEDGE AREAS:

SCOPE ● TIME ● COST ● QUALITY ● HUMAN RESOURCE

● COMMUNICATION ● RISK ● PROCUREMENT
● INTEGRATION ● STAKEHOLDER
BALANCE QUADRANT
Each one of these is interrelated
construction project management

All construction projects require a level of management:

▪ to establish and define the client’s needs and coherently convey these to the professional team, which
in turn enables the creation of a design that is appropriate to the needs of the client’s expectations;
▪ to ensure that the designs of the professional team is constructed in accordance with the proposals of
the various members of the team, within the project budget and completed by an agreed date;
▪ to ensure that claims or disputes are avoided or timeously resolved and that completion of the building
delivery process is completed without the need for arbitration and/or unresolved disputes.

An expansive set of skills is required in the provision of the architect’s standard service as design consultant,
principal consultant and principal agent – and the reality is that it is not always the case that one individual
will have equal aptitude throughout. Some architects are extremely competent at project management,
while others are brilliant designers but have no desire to administer the project management.

Project managers have made inroads into the services traditionally provided by architects.
In certain circumstances, the fees for project managers are compiled by reducing the fees
of the other members of the professional team – particularly that of the architect!

Where projects are large and complex, and where deadlines for completion are tight, it may become
necessary for the client to appoint a project manager as an independent consultant, whose sole function is
to manage the building delivery process and to ensure proper coordination and efficient functioning of the
parties involved.

The role and service of the project manager must be clarified in relation to that of the architect (who is
equipped to also fulfil the roles of PRINCIPAL CONSULTANT and PRINCIPAL AGENT ). There is no reason
why architects – with our unique level of TOTAL PROJECT COMPREHENSION – should not be able to fulfil
the role of project manager.

Tshwane University of Technology: Department of Architecture + Industrial Design Emile Paulsen 2023/02/13
 project life cycles

The LIFE CYCLES of projects have a beginning and an end (remember that a project is a temporary
endeavour). These life cycles each also have defined phases between the project kick-off and project
closeout. The phases represent a grouping of similar activities that have a loosely defined beginning and end
– some activities may overlap. This is in contrast to project beginning and ending dates and milestone dates,
which will be clearly defined with the expectation that these dates will be met.

There are different forms of project life cycles, which divide the overall project into between four and ten
phases. The choice life cycle and phases will depend on the nature of the project, but the elements of a
project life cycle should define:

▪ what work must be accomplished

▪ what deliverables must be generated and reviewed
▪ who must be involved
▪ how to control and approve each phase

Despite the fact that each building project is unique, the flow of activities necessary for a building project’s
realisation is fundamentally the same in all buildings.

The type project life cycle that most closely resembles the
building delivery process comprises the following FIVE PHASES:

1_Feasibility + Initiation
This is the start of the project, and the goal of this phase is to define the project at a broad level. This phase
usually begins with a business case and due diligence to help decide if the project is a “go.”

2_Definition + Planning
This phase is key to successful project management and focuses on developing a roadmap that everyone will
follow. This phase typically begins with setting goals.
During this phase, the scope of the project is defined and a project management plan is developed. It involves
identifying the cost, quality, available resources, and a realistic timetable. The project plans also includes
establishing baselines or performance measures. These are generated using the scope, schedule and cost of
a project. A baseline is essential to determine if a project is on track.
Roles and responsibilities are clearly defined, so everyone involved knows what they are accountable for.

3_Launch / Execution
This is the phase where deliverables are developed and completed. This often feels like the meat of the
project since a lot is happening during this time, like status reports and meetings, development updates, and
performance reports. A “kick-off” meeting usually marks the start of the Project Execution phase where the
teams involved are informed of their responsibilities.

4_Performance + Control
This is all about measuring project progression and performance and ensuring that everything happening
aligns with the project management plan. Project managers will use Key Performance Indicators (KPIs) to
determine if the project is on track. Schedules and resources to ensure the project is on track

5_Project Close
This phase represents the completed project. Contractors hired to work specifically on the project are
terminated at this time. In some instances, a “post mortem” meeting will be held to evaluate what went well
in a project and identify project failures. This is especially helpful to understand lessons learned so that
improvements can be made for future projects.

Tshwane University of Technology: Department of Architecture + Industrial Design Emile Paulsen 2023/02/13
types of management

There are different types of management that an architectural professional should be aware of, as these will
influence the environment in which our work occurs.

General Management
In addition to the ten KNOWLEDGE AREAS in the field of project management (see above), the following
general management SKILLS may be required:
▪ personnel and human resources
▪ recruiting and selecting the team
▪ business accounts and salaries
▪ project economics
▪ computing systems
▪ contracts and legality

Production Management
Although projects are seen as unique, there may be a number of similar or repetitive tasks that could be
grouped into a production line (Henry Ford pioneered the production line in manufacturing the Model T).

Process Management
This is used by companies that manage a product that typically flows from one process to another (such as
manufacturing a soft drink, producing bottles, filling with beverage, fixing labels, and packaging for
distribution).

Program Management
The coordinated management of various projects and other management activities to achieve an overall
strategic goal.

Portfolio Management
A portfolio is a set of unrelated projects that are brought together to optimise control and coordination.
Portfolio management is applied to groups of projects and programs that may not be related in a business
sense, but draw on a common pool of resources.

Small Projects
Although small projects appear to be simple, often these have a lack of definition, instructions are only given
verbally, and minimum standards are not established. Bear in mind that all projects should be planned, taking
into account what could go wrong.

project targets

Before a project team does any work, it should spend time ensuring that it has a shared understanding of
where it is going. The terms used to define that destination are “mission,” “vision,” “goals,” and “objectives.”
And it is at this very early stage that projects tend to fail, because everyone takes for granted that “we all
know what the mission is.”

Every project solves a PROBLEM of some kind, but people are A problem is a gap between where
inclined to skip over the definition of the problem. The way you you are and where you want to be,
define a problem determines how you will solve it, so it is with obstacles existing that prevent
critical that a proper definition be developed. easy movement to close the gap.

Tshwane University of Technology: Department of Architecture + Industrial Design Emile Paulsen 2023/02/13
The “MISSION” for a project is always to achieve the “VISION”. For architects, this is the client’s vision for
the building project which one must satisfy. Your motive may be to make a profit in the process, but the
mission is always to meet the needs of the client. That means, of course, that you must know what those
needs are, and sometimes this isn’t easy because even the client isn’t clear about them. So you have to
translate or interpret as best you can. Your best safeguard is to keep the client involved in the project from
concept to completion so that there is a constant check on whether what you are doing will achieve the
desired result.

Project OBJECTIVES are much more specific than the mission statement itself and define results that must
be achieved in order for the overall mission to be accomplished. Also, an objective defines the desired end
result. The following acronym sums up the essential qualities that a statement of objectives must have. We
say that an objective must be SMART , each letter standing for a condition as follows:

SPECIFIC ● MEASURABLE ● ATTAINABLE ● REALISTIC ● TIME LIMITED

Ask the following when setting objectives and in monitoring progress toward those objectives:
What is our desired outcome? It helps keep you focused on the result you are trying
to achieve, rather than on the effort being expended to get there (the outcome frame)
How will we know when we achieve it? This question is very useful for establishing
exit criteria for objectives that cannot be quantified (the evidence question)

On every project, an architect will carry out these activities almost

instinctively as part of the design process. The client’s brief is used to
guide this process, which is carried out in a cyclical pattern throughout
work stage 1: Inception and work stage 2: Concept and Viability, and
even as part of work stage 3: Design Development.

project brief

The formulation by the client of the outline brief is an essential task. The purpose of the brief is to inform the
architect and the professional team of the design parameters, particularly and essentially relating to TIME,
COST and QUALITY. This is a commitment by the client outlining requirements and expectations and
provides a basis for the assessment and approval of the design(s). The recording in broad outline of the
proposed building, the method of financing, and the limits imposed are essential.

A thorough and informative DESIGN BRIEF is an imperative part of the design process. It is an essential
point of reference not only for the architect, but for all people involved in the design and implementation of
the project. The more information we can gain from the client in the early stages of design, the more effective
our decision making and problem solving process will be. A comprehensive and objective brief eliminates as
far as possible those misunderstandings, unstated facts and expectations of the client's intention, and the
resultant inadequate understanding of the architect and the professional team.

Often clients (particularly on residential projects) may find it daunting to compile a design brief
and therefore it is important that we – the professionals – guide our clients to give us the
information we need. You may also find that the brief will change and develop as you work on your
early proposals as you interact with your client and gain a better understanding of their needs.

Tshwane University of Technology: Department of Architecture + Industrial Design Emile Paulsen 2023/02/13