URDANETACITYUNIVERSITY
COLLEGE OF ENGINEERING AND ARCHITECTURE
Course Code: Q414
Subject: Professional Practice 3
Requirement No.: MT – Assignment No. 1
Requirement Title: “Office Project Management”
Date Due: April 13, 2023
Submitted by:
Jan Kristopher Ray Bautista
20190020
Submitted to:
Arch’t. Raymund Sarmiento Dulla, UAP
CEA- Instructor
Office Project Management
1. What is Architectural Project Management?
• The Architectural Project Management is the coordination and supervision of all aspects of a
building or architectural project, from concept development to final construction and
commissioning, is referred to as architectural project management. Budgeting, scheduling,
resource allocation, risk management, quality control, and stakeholder communication are all
part of this. The project manager must have a thorough understanding of architecture,
engineering, construction, and project management principles in order to perform this role
effectively. Strong leadership and communication skills are also required for managing and
motivating the project team. Overall, the goal of architectural project management is to ensure
that the project is completed on time, on budget, and to the required quality standards, all while
meeting the needs of the client and end-users.
1. a) What is a Small Project?
• A small project is a building or design project that is small in scale and scope. It could include
smaller and less complex architectural projects such as renovations, additions, or new
construction. Small architectural projects include home additions, backyard structures,
commercial space renovations, and small-scale public space improvement projects. While
these projects require fewer resources, a lower budget, and a shorter timeline than larger
projects, they still necessitate careful planning, attention to detail, and effective project
management to be successful.
1. b) Define a Project Team.
• A project team is a group of professionals who collaborate on a specific building or design
project. The team includes architects, engineers, interior designers, landscape architects,
project managers, and other specialists who each bring their own set of skills and expertise
to the project. The team is in charge of meeting the client’s needs and requirements,
adhering to building codes and regulations, and completing the project within the time and
budget constraints. To resolve issues and ensure that the project meets the highest quality
standards, team members must communicate and collaborate effectively.
1. c) What are Project Operations?
• It is a day-to-day task involved in managing a building or design project are referred to as
project operations. These responsibilities include coordinating with the project team,
managing project schedules and budgets, ensuring regulatory and standard compliance, and
managing risks. Close collaboration and communication between the project team and
stakeholders are required for effective project operations. The goal of project operations is
to ensure that the project is carried out efficiently and effectively, that it meets the client's
expectations, and that it is completed within the timeframe and budget specified.
1. d) Project Controls
• Project controls refer to the processes and tools that help project managers and stakeholders
monitor and manage different aspects of a project. These aspects include tracking progress,
managing budgets, identifying and mitigating risks, and ensuring that the project is
completed within the set time and quality standards. The project controls in office project
management include planning, scheduling, budgeting, risk management, quality control, and
change management. Effective project controls are crucial to ensure that the project is
completed successfully within the set parameters. By implementing robust project controls,
project managers can identify issues early, manage project risks, make informed decisions,
and keep the project on track to achieve success.
2. What is Risk Management (In Project Management)?
• In project management, risk management entails identifying, assessing, and controlling
potential risks that could jeopardize the project's success. Its goal is to minimize negative
consequences while maximizing opportunities. To effectively manage risks, project managers
take a systematic approach that includes identifying potential risks, analyzing their likelihood
and impact, developing and implementing risk-mitigation and risk-aversion strategies, and
monitoring and controlling risks throughout the project's lifecycle. To effectively manage
risks, project managers must take a structured and systematic approach that includes
identifying potential risks, analyzing their likelihood and impact, developing and
implementing risk-mitigation and risk-aversion strategies, and monitoring and controlling
risks throughout the project's lifecycle. Risk assessment, risk mitigation planning, risk
transfer, and risk avoidance are all common risk management techniques.
2. a) Managing Project Risk and Opportunities
• Managing project risk and opportunities entails identifying and assessing potential risks and
opportunities that could jeopardize a project's success, as well as developing strategies to
mitigate the negative effects of risks and maximize the benefits of opportunities. Effective
risk management includes identifying potential risks, analyzing their potential impact,
developing risk mitigation strategies, and monitoring risks throughout the project's lifecycle.
Opportunities are positive events that can benefit a project, and project managers can devise
strategies to capitalize on them. By effectively managing both risks and opportunities, project
managers can minimize negative impacts while maximizing benefits, resulting in the
successful completion of the project within the predetermined constraints of time, budget,
and quality.
2. b) Project Disputers
• Project disputers are conflicts or disagreements that arise among project stakeholders during
the project's lifecycle. Effective dispute management entails identifying and addressing
disputes early on, communicating regularly with stakeholders, seeking professional advice
when necessary, and working collaboratively with stakeholders to resolve disputes. By
effectively managing project disputes, project managers can minimize their negative impact
on the project and ensure that it is completed successfully within the predetermined
constraints of time, budget, and quality.
2. c) Firm Insurance
• Professional liability insurance, which protects architecture firms from financial losses caused
by claims of negligence, errors or omissions, or mistakes in their work, could be mentioned.
Legal fees, settlements, and judgments incurred as a result of such claims can be covered
by this type of insurance. Professional liability insurance is required for architecture firms
because even minor errors or oversights can cause significant financial and reputational
harm. In the event of a claim, having professional liability insurance gives architecture firms’
peace of mind, allowing them to continue operating their business and serving their clients.
3. Inter Professional Relationships
• Architects frequently hire consultants. Because of this connection, the architect is also liable
for any damage caused by the consultant's negligence. Insured architects should review their
consultant's insurance status, as they will serve as their consultant's insurer if that status is
insufficient. Similarly, if an architect agrees in writing to limit a consultant's liability, the
architect may discover that the risk of the consultant's negligence has been transferred to
the architect and the architect's insurer. Architects are sometimes subconsultants to other
professionals or subcontractors to construction companies. Examining the coverage of the
prime design professional—or the professional liability coverage of a construction contractor
through which the architect is providing services to a client—can alert the sub-consultant
professional to coverage gaps that could result in the sub-consultant being the sole target of
a claim.
3. a) Inter Firm Alliances
• A teaming agreement, like a memorandum of understanding, specifies the terms and
conditions under which each member of a design-build team will operate. It defines each
team member's role as well as the parties' relationship. The teaming agreement is a legal
document because it will serve as the foundation for subsequent contracts between the
parties if the team is chosen for the design-build project. As a result, before entering into a
teaming agreement, each party should consult with their legal counsel about the document.
While teaming agreements typically involve designers and builders, depending on the type
of design-build project proposed, other key consultants may become involved.
The project design team could be a small group, or it could be a single architect who has the
necessary expertise and performs all of the professional services required. However, other
firms with special expertise in building engineering systems are frequently included on the
team. Where design or construction consultants are required, it is common for architects to
select them and include them on the project team, with the architect being held accountable
to the clients for their professional services. The architect-consultant relationship may be
established solely for the project at hand, it may be a strategic alliance developed between
the participants, or the two firms may have a long history of working together.
3. b) Design Team Arrangements
• Once formed, the design-build team must decide on the type of the organizational structure
that is best suited to their situation and most likely to meet the needs of the owner. There
are two basic options:
o One option is to establish a separate entity, such as a joint venture or limited liability
company.
o One of the team members will have the primary contract with the owner and will
subcontract the work to the other members of the team.
• Before deciding on an organizational structure, consider the following: it must be compatible
with jurisdictional statutes and licensing laws. Other factors to consider when choosing an
organizational structure are:
o Owners’ preference
o Type of design-build project
o Liability issues
o Ability to achieve owner’s objectives
o A brief discussion of the options for structuring a design build team follows:
o Joint Venture
o An association of two or more entities for the purpose of performing a design-build
project.
o The entities maintain their separate identities and join forces, usually, for a specific
project.
o From both a legal and a tax standpoint a joint venture is viewed as a general
partnership.
o Accordingly, each joint venture partner is jointly and severally liable for both the
actions and debts and obligations of the other party.
• Once the team members have been chosen and the organizational structure has been
established, the parties must assign each party's roles and responsibilities in the preparation
of the team's proposal. They must also address the allocation of proposal preparation costs,
the protection and ownership of confidential and/or proprietary information, and the teaming
arrangement's exclusivity. If they are chosen for the project, they must also discuss post-
award issues. Because of their financial resources, one party, usually the constructor,
executes the design-build contract with the owner and subcontracts the design portion and
other project elements under this structure.
