THE FIRM

MANAGING ARCHITECTURAL PRACTICE

HISTORICAL OVERVIEW of FIRM PRACTICE

▐ 2600 BC: The earliest recorded Egyptian Architect *IMHOTEP (master of

Pyramids) 80-15 BC: Roman Architect *VITRUVIUS, who wrote the
oldest surviving book De Architectura. *There maybe no record of their
practicing as a "firm" but however being and as nobles, it is reasonable
to assume that they had staff and assistants to assist them in their
function to implement the work.

▐ Late 1800's: McKim, Mead & White, the first to establish large, modern
architectural office in the US by Henry Richardson

▐ 1750, Brierley Groom, the oldest continuing practice at York, England

▐ 1853, Smith Group of Detroit and Luckett & Furley of Kentucky are the
oldest active architectural firms in the US.

▐ 19th Century, Charles Bulfinch is the first person believed to have

worked a s full time professional architect.
 FIRM PRACTICE in the PHILIPPINES

During the Spanish era, Architects as Maestro de Obras since there were no
architectural schools during that time.

▐ Early 1930's to late 50’s arch'l associations come and go, LPA, PIA, APGA.
In 1950, the Architectural professions was given a separate statute under
RA 545, followed by RA9266. In 1973, PRC was created

▐ 1974, UAP By-laws was approved by the 3 organizations and in 1975 PRC
issued Cert 001 to UAP as the first accredited professional organizations of
Architects.

▐ Currently scores of practicing Filipino Architects, partnership and firms,

and ten of them has been awarded by the BCI Asia in 2013 with the
prestigiuous award as leading design & development enterprise.

▐ 3 National Artist for Architecture has been bestowed for their contribution
to the professions.
TYPES & SIZES of FIRM/ORGANIZATION

SMALL, MEDIUM & LARGE FIRMS

SMALL FIRM: 5 and below

▐ No formal organizational structures depending on the

relationship of the Principal* and Employees.
▐ Example: One-Principal Architect, Asst.Architect, Draftsman/
Renderer, Secretary could function as a small firm.
▐ The *Principal Architect personally choose and select
employees.
*The Principal Architect is likely the Registered Owner of the
Small Firm.
(Discuss advantages of working for a Small Firm)
TYPES & SIZES of FIRM/ORGANIZATION

MEDIUM SIZE FIRM: 5 to 50

Organized departmentally / in groups, i.e.:

▐ - Design & Proposals

▐ - Production (CAD, Specs, Estimate/QS)

▐ - Construction Administration (Site Supv.)

▐ - Business Development (Proj. Finder)

▐ - Management/Office Admin/Accounting/Human
Resource
TYPES & SIZES of FIRM/ORGANIZATION

LARGE FIRM: 50 and above

Organized Departmentally

▐ Regionally, with Studios / Branches specializing in

project types, or

▐ with alliance with International Firms.

▐ Current trend: Hiring of Asian nationals as staff due to

lower cost and equal or even higher quality of work

(Discuss Advantages in gaining experiences)

TYPES & SIZES of FIRM/ORGANIZATION
TYPES & SIZES of FIRM/ORGANIZATION
TYPES & SIZES of FIRM/ORGANIZATION
HEIRARCHY of an ARCHITECTURAL FIRM

OWNER OF THE FIRM/ PRINCIPAL ARCHITECT

APPROVAL OF DESIGN PROPOSALS TO CLIENT

▐ SELECTION OF STAFF, HIRING
▐ ROLE IN PLANNING, ORGANIZING, LEADING,
MONITORING
▐ RESOLVE ALL ISSUES AFFECTING THE FIRM,
INCLUDING
LEGAL MATTERS
HEIRARCHY of an ARCHITECTURAL FIRM

PROJECT MANAGER/CHIEF ARCHITECT

▐ PLAN THE PROJECT, IMPLEMENT AND CONTROL
▐ RESPONSIBILE FOR OVERALL SUPERVISION OF
▐ DESIGN WITH AN ALLOCATED PERIOD OF TIME
▐ DEVELOP A SCHED FOR PROJ. COMPLETION
▐ IDENTIFIES ACTIVITIES NEEDED TO COMPLETE
▐ CONTROL THE ASSISTANT ARCHITECT GROUP.
▐ ATTEND MEETINGS AS REQUIRED BY THE PRINCIPAL
ARCHITECT.
HEIRARCHY of an ARCHITECTURAL FIRM

ASSISTANT ARCHITECT (i.e. Job Captain, Jr. Architect)

OVERALL IN-CHARGE IN:
▐ TIMELY COMPLETION OF ALL SUBMISSIONS
REQUIRED INCLUDING BUT NOT LIMITED TO:
- EXECUTE DESIGN DRAWINGS, PRESENTATION REQUIRED
FOR APPROVAL AND FOR FINAL CONSTRUCTIONS.
- DRAWINGS, PLANS, DIAGRAMS, LAYOUT & SKETCHES.
- ALL COMPLETE DOCUMENTATION PACKAGES
ATTEND MEETINGS AS REQUIRED BY THE CHIEF ARCHITECT.
SITE SUPERVISION AND INSPECTION OF PROJECTS INVOLVED.
HEIRARCHY of an ARCHITECTURAL FIRM

TECHNICAL STAFF (DRAFTSMEN/CAD/3D RENDERER/SPECS

WRITER/ESTIMATOR, SITE INSPECTOR)
EXECUTE AND COMPLETE THE FOLLOWING WITH THE
GUIDANCE OF THE CHIEF/ASSISTANT ARCHITECT:
▐ DESIGN DRAWINGS, PRESENTATION REQUIRED FOR
APPROVAL AND FOR FINAL CONSTRUCTIONS INCL
DRAWINGS, PLANS, DIAGRAMS, LAYOUT & SKETCHES.
▐ OPERATE CAD/3D EQUIPMENT or A CONVENTIONAL
DRAFTING STATION AS APPLICABLE
▐ COMPLETE DOCUMENTATION PACKAGES, PLOTTING,
PRINTING INCL. BUT NOT LIMITED TO SPECIFICATIONS, BILL
OF MATERIALS & OTHER TECHNICAL REPORTS
▐ SITE SUPERVISION/INSPECTION & REPORTS AS PER
ASSISTANT ARCHITECT INSTRUCTION/S.
 OFFICE MANAGEMENT BASICS
To successfully manage a firm or office, regardless of your
company's size or even your customer base, you should
adhere to some basic guidelines. The following are the six
areas to keep in mind:
1. EMPLOYMENT & HUMAN RESOURCES

It's critical to have an employment policy in place. A policy

manual gives you a blueprint for the way the company
approaches employment. It spells out rules in a way that can
prevent later problems. (Imagine working for an organization
that came to a standstill each time an employment issue
arose.)
Include a training and development program under this
area. Even if your training & development program is modest,
you still need to consider building this into your policy.
 OFFICE MANAGEMENT BASICS

2. PROJECT MANAGEMENT

Keeping track of projects is critical to the successful

completion of important tasks and represents an essential
piece of documentation.

Knowing when things have to be completed and by

whom gives everyone a clear idea of what's ahead.

Deadlines are less likely to be missed and people are

more likely to know their roles.

Plus, each project, through careful documentation, can

become a useful case study for future assignments.
 OFFICE MANAGEMENT BASICS

3.EQUIPMENT & FURNITURE REQUIREMENTS

You don't need every piece of office equipment out there to

run a smooth operation. But you do need certain
products that are going to optimize people's
performance.

What you need and how much it will cost are simple but
important considerations. And what about software? Are
you trying to achieve a paperless office? If not, do you
know how you'll store certain documents?

Answering these and other questions about equipment will

help you to prepare for the growth of your office.
 OFFICE MANAGEMENT BASICS

4. INTER- & INTRA-OFFICE COMMUNICATIONS

For many small firms/businesses, the responsibility for

communication falls upon the office management. Knowing
how and when to communicate key information is vital
to successful office management.

E-mail blasts, posted instructions at the copier, and weekly

staff meetings are just a few of the types of communication
that occur within a busy office.

Having a communication plan that everyone can adhere

to will increase an office's productivity and ensure that
information is disseminated clearly and quickly.
 OFFICE MANAGEMENT BASICS
5.CONFLICT RESOLUTION

Conflicts are inevitable. Knowing how to handle them properly,

however, will make life easier. Whether you have a formal policy
or rely on your own wits, you need to prepare yourself for a wide
variety of disagreements.
Even with an employment manual, such issues as equitable
distribution of work, pay rates, and job descriptions often
arise in a company. Ignoring a conflict or waiting for it to
dissipate is never the right solution.
Having a plan or a policy for conflict resolution will help
everyone navigate through a disagreement in a professional
manner.
 OFFICE MANAGEMENT BASICS

6 .THE COMPANY & ITS PEOPLE

Running an firm must include understanding the company and its

people. Knowing the product line and how it fulfills a need is just as
important as ordering more toner for the printer.
If you don't understand your company's mission, you won't know
how best to support its various functions. The same goes for people
— knowing employees' roles, where they fit into the big picture, and
how they operate will help you manage the office so that every
function supports the people tasked with getting things done.
The more you know about how the company works and what people
are doing to build business, fulfill customer requests, meet
deadlines, and otherwise perform their duties, the more successful
you'll be in creating and sustaining an environment that fosters
success.
The FIRM
MANAGING ARCHITECTURAL PRACTICE

End of Presentation

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