Architectural management: Difference between revisions
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'''Architectural management''' can be defined as ‘an ordered way of thinking which helps to realize a quality building for an acceptable cost’ or as a ‘process function with the aim of delivering greater architectural value to the client and society’. A research by Ar. Kiran Gandhi describes [http://www.managearchitecture.com Architectural Management] as a subject of practical aspects for an architect to successfully operate his practice. |
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'''Architectural management''' falls into two distinct parts, [[office management]] and [[project management]] (Brunton et al., 1964; Emmitt, 1999a & 1999b). Office management provides an overall framework within which individual projects are commissioned, designed and completed. Both parts have the same objectives but are typically addressed by separate [[management systems]]. Office management involves the allocation and [[Financial management|financing]] of resources, principally premises, trained staff and [[computer systems]], and on establishing and charging appropriate fees for the services rendered. Project management focuses on timescales, developing a [[design]] from initial concept to working drawings, and managing the [[construction]] process (see for example Emmitt, 2014). |
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== Establishment == |
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The essence of architectural management is to ensure that work on a project is cost-effective, to achieve a balance between profitability and design quality. |
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The management techniques and tools, borrowed mainly from repetitive industrial processes, did not comfortably fit in the seemingly chaotic and ephemeral world of architecture. There was a need for management thinking and tools to support and enhance, rather than distract from, the act of creating architecture. Efforts to combine managerial thinking with the management of architectural design organizations eventually gave rise to the establishment of architectural management as a new discipline of research and practice4. |
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== Development == |
== Development == |
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Standard management techniques and tools, borrowed mainly from repetitive industrial processes, have not always fitted comfortably with the image of the [[architect]] as a creative individual, rather than a professional member of a business team. The term ‘architectural management’ has been in use since the 1960s as building construction became more complex, because of a shift from standard traditional construction details, to innovation and experimentation. [[Architectural practice]]s generally employ an office manager who may have at their disposal an [[Administrative Assistant|administration assistant]] or team of assistants. Project management is increasingly a role played by an independent consultant, especially during the construction phase. Project managers are typically from one of the [[surveying]] disciplines, leaving only the architectural elements to be managed in-house by the architects. |
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The term ‘architectural management’ has been in use since the 1960s. The evolution of the field of architectural management has not been a smooth affai. Architectural practice was merely considered a business until after [[World War II|the Second World War]], and even then practitioners appeared to be concerned about the conflict between art and commerce, demonstrating indifference to management. There was apparent conflict between the image of an architect and the need for professional management of the architectural business. Reluctance to embrace management and business as an inherent part of architectural practice could also be seen in architectural education programs and publications. It appears that the management of architectural design, as well as architectural management in general, is still not being given enough importance. |
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== |
== See also == |
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* [[Building management]] |
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Architectural management falls into two distinct parts: office or [[practice management]] and [[project management]]. [[Office management]] provides an overall framework within which many individual projects are commenced, managed and completed. Both parts have the same objectives, and the techniques vary and mesh only at certain points. Achieving synergy between the management of design office and of individual projects (which are still commonly addressed separately) is crucial to ensure a profitable business – the essence of architectural management. |
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* [[Facility management]] |
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== References == |
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{{Reflist}}--> |
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==Sources== |
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Other sources distinguish three major aspects of architectural management: the product, the process and the organizational aspects pertaining to the quality of the building. |
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* {{cite journal|last1=Brunton|first1=J.|last2=Baden Hellard|first2=R.|last3=Boobyer|first3=E.H.|title=Management Applied to Architectural Practice|journal=The Builder|date=1964|location=London}} |
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* {{cite journal|last1=Emmitt|first1=Stephen|title=Architectural management: an evolving field|journal=Engineering, Construction and Architectural Management|date=1999a|volume=6|issue=2|pages=188–196}}# |
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== Conclusion == |
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* {{cite book|last1=Emmitt|first1=Stephen|title=Architectural Management in Practice: a competitive approach|date=1999b|publisher=Longman|location=Harlow}} |
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Architectural management extends between the management of the [[design process]], construction and project management, through to [[Facility management|facilities management]] of buildings in use. It is a powerful tool that can be applied to the benefit of the professional service firms and the total building processes, yet it continues to receive too little attention both in theory and in practice. |
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| ⚫ | |||
The Master in Architectural Management and Design is aimed to bridge the gap between advanced design and the business management facet in the architectural field. |
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The innovative and pioneering profile of this master course lies in the combination of IE’s entrepreneurial spirit and business expertise in conjunction with the design approach of IE School of Architecture. |
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Its blended format allows students to meet their professional obligations while studying. The master combines online sessions with on-site periods and is completed over 13 months. |
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The Master in Architectural Management and Design is conceived for a range of professionals within the field; from young, independent professionals willing to start their own practice and junior designers immersed in professional practices looking to take on management responsibilities, to partners in architectural firms willing to reinvent their practices. |
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While studying the Master in Architectural Management and Design, you will develop the necessary skills to fill the gap between advanced design and the business management facet in the architecture field. Most architects are, in fact, entrepreneurs and vocational designers who face business responsibilities without adequate tools and training. This program addresses the design implications of business decisions and vice versa. |
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The combination of hands-on practice and teamwork with innovative online teaching methods creates a new, advanced, and culturally diverse platform, exposing you to an international network of professional contacts in your professors, corporate collaborators, and of course, your fellow students, equipping you with the up-to-date specialized skills that you will need as you embark on your career. |
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== Bibliography == |
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| ⚫ | |||
|first=Stephen |
|first=Stephen |
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|last=Emmitt |
|last=Emmitt |
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|year= |
|year=2014 |
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|title=Design Management for Architects, Second Edition |
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|title=Architectural management — an evolving field |
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|location=Chichester |
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|journal=Engineering Construction and Architectural Management |
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|publisher=Wiley-Blackwell |
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|volume=6 |
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|issue=2 |
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}} |
}} |
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* {{cite book |
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|first=Stephen |
|first=Stephen |
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|last=Emmitt |
|last=Emmitt |author2=Matthijs Prins |author3=Ad den Otter |
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|coauthors=Matthijs Prins and Ad den Otter |
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|year=2009 |
|year=2009 |
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|title=Architectural management: International research and practice |
|title=Architectural management: International research and practice |
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|publisher=Wiley-Blackwell |
|publisher=Wiley-Blackwell |
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}} |
}} |
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* {{cite book |
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|first=Stephen |
|first=Stephen |
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|last=Emmit |
|last=Emmit |
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|publisher=Blackwell Publishing |
|publisher=Blackwell Publishing |
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}} |
}} |
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* {{cite journal |
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|first=Gustaaf W.O. |
|first=Gustaaf W.O. |
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|last=Boissevain |
|last=Boissevain |
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| |
|author2=Matthijs Prins |
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|year=1995 |
|year=1995 |
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|title=Architectural management and design management - the state of the art in Netherlands and ideas for research |
|title=Architectural management and design management - the state of the art in Netherlands and ideas for research |
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}} |
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[[Category:Architecture |
[[Category:Architecture]] |
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[[Category: |
[[Category:Construction management]] |
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Latest revision as of 20:36, 24 August 2024
 | This article includes a list of references, related reading, or external links, but its sources remain unclear because it lacks inline citations. (March 2013) |
Architectural management falls into two distinct parts, office management and project management (Brunton et al., 1964; Emmitt, 1999a & 1999b). Office management provides an overall framework within which individual projects are commissioned, designed and completed. Both parts have the same objectives but are typically addressed by separate management systems. Office management involves the allocation and financing of resources, principally premises, trained staff and computer systems, and on establishing and charging appropriate fees for the services rendered. Project management focuses on timescales, developing a design from initial concept to working drawings, and managing the construction process (see for example Emmitt, 2014).
The essence of architectural management is to ensure that work on a project is cost-effective, to achieve a balance between profitability and design quality.
Development
[edit]Standard management techniques and tools, borrowed mainly from repetitive industrial processes, have not always fitted comfortably with the image of the architect as a creative individual, rather than a professional member of a business team. The term ‘architectural management’ has been in use since the 1960s as building construction became more complex, because of a shift from standard traditional construction details, to innovation and experimentation. Architectural practices generally employ an office manager who may have at their disposal an administration assistant or team of assistants. Project management is increasingly a role played by an independent consultant, especially during the construction phase. Project managers are typically from one of the surveying disciplines, leaving only the architectural elements to be managed in-house by the architects.
See also
[edit]Sources
[edit]- Brunton, J.; Baden Hellard, R.; Boobyer, E.H. (1964). "Management Applied to Architectural Practice". The Builder. London.
- Emmitt, Stephen (1999a). "Architectural management: an evolving field". Engineering, Construction and Architectural Management. 6 (2): 188–196.#
- Emmitt, Stephen (1999b). Architectural Management in Practice: a competitive approach. Harlow: Longman.
- Emmitt, Stephen (2014). "Design Management for Architects, Second Edition". Chichester: Wiley-Blackwell.
{{cite journal}}: Cite journal requires|journal=(help) - Emmitt, Stephen; Matthijs Prins; Ad den Otter (2009). Architectural management: International research and practice. Oxford: Wiley-Blackwell.
- Emmit, Stephen (2007). Design Management for Architects. Oxford: Blackwell Publishing.
- Boissevain, Gustaaf W.O.; Matthijs Prins (1995). "Architectural management and design management - the state of the art in Netherlands and ideas for research". International Journal of Architectural Management, Practice and Research. 9.