Profprac 3 Module 5

ARC 050
Professional Practice 3
Global Practice for 21st Century
This document
Office Project Management

With the continuous rise of various professional services and practices,
organizations are facing competitive and globalized markets that put
stress on the structure of a company, firm, business model, and the like to
boost performance. This is where office project management comes into
play, as future architects, and in-charge of multiple professionals,
understanding operations on ground and how to maximize time is
imperative. Project Management (PM) involves management activities
over and above the normal architectural and engineering (A&E) services
carried out during the pre-design, design and construction phase. The
over-all objective is to have control over time, cost, and quality relative to
the construction of a project.
PROJECT MANAGEMENT (PM)
➢ By his education and training, the Architect may perform any or all of the services as
stipulated under Section 2.1 below. However, when the Owner hires an Architect or a firm
to coordinate the whole range of Comprehensive Architectural Services (CAS), this
constitutes Project Management (PM).
➢ Project Management (PM) involves management activities over and above the normal
architectural and engineering (A&E) services carried out during the pre-design, design and
construction phase. The over-all objective is to have control over time, cost and quality
relative to the construction of a project.
➢ The presence of a Project Manager does not relieve the designers and contractors of their
respective normal duties and responsibilities in the design and construction of the project.
The PM complements the functions of the Architects, Engineers and Contractors in
meeting the broad and complex requirements of projects.
PROJECT MANAGER
Project Manager (PM) is hired by the Owner, it may be the responsibility of the PM to either
hire the Construction Manager (CM) to be paid either by him or directly by the Owner on
salary, or on the basis of percentage of construction cost or to serve as the CM
himself. In like manner, the Fulltime Supervisor can either be a staff member of the PM or
hired directly by the Owner.
The Project Manager (PM, whether individual or firm) operates as a member of an

Owner-Architect-Engineer-Contractor Team. In the Team Approach, each member of the
team will have precedence in his own field of operations or expertise. In accordance with
this principle:
a. The Architect and the Specialist Consultants (SCs) will have prime responsibility for
the plan/design of the project.
b. The Engineers will be responsible for their respective engineering plans.
c. The Contractor shall be responsible for his men and equipment and the delivery of the project.
d. The Owner makes decisions on the project and assures that funds are available to
complete the project.
e. The Project Manager (PM)’s primary responsibility is the exercise of overall cost control.
He will plan, program and monitor the various activities, and will act as an adviser on material
costs and construction methods.
PROJECT OPERATIONS
The key thing in ensuring smooth project implementation is using effective plans for
scheduling and staffing. Development of a work plan for the project begins with
consideration of schedules, ways to organize relationships between the parties, the firm's
available resources, and perhaps fees. In addition, how the leadership for the project will be
organized and what experience and specialty levels will be required are identified.
A work plan should include:
a. Project description e. Preliminary Project Schedule

b. Statement of deliverables f. Preliminary Staffing needs
c. Team Org Chart g. Project directory
d. Responsibility Matrix h. Internal project budget and profit plan
i. Code information (optional).
1.3 Project Teams
The chart is an example of how a

PM works as the client’s
representative that oversees all
aspects of design and
construction to ensure cost and
time efficiency.
The project team includes the project manager and the group of individuals
who work together on a project to achieve its objectives. It consists of the
project manager, project management staff, and other members who are
maybe not directly involved with management but carry out the work related
to the project. In an Architecture setup, project teams may involve those
who are focused on design, those in construction, and those in
administrative work. Knowing each team’s responsibility increases
productivity and redundancy of roles and tasks.
Scope of Services
1.) Pre-Construction Phase
As early as during the design development phase, perhaps even concurrently with the
Architect’s commission, the Project Manager (PM) should conduct regular consultations with
the Owner and with the Architects and Engineers (for A&E services) on all aspects of
planning for the project.
2.)Construction Phase
If the Project Manager (PM) also serves as the Construction Manager (CM) to oversee time,
cost and quality control during the construction of the project, he shall provide the services
detailed under the CM role.
Manner of Providing Services
i. Normally, the Architect enters into a contract with the Owner to perform comprehensive
architectural services. By the very nature of the services, he assumes the dual role of the
Project Manager (PM) and the Construction Manager (CM), or effectively the overall
coordinator whose functions are outlined under this SPP.
ii. To perform the variety of services indicated under the Comprehensive Architectural
Services, the Architect must make full use of his own capability as well as of services offered
by other professionals. He may expand his staff by hiring the experts needed, or he may
form a team consisting of professionals such as but not limited to:
1. Architects, Engineers, Market Analysts, Accountants, General Contractors, Real Estate
Consultants, Sociologists, Planners, Bankers, Lawyers
iii. If a Project Manager (PM) is hired by the Owner, it may be the responsibility of the
PM to either hire the Construction Manager (CM) to be paid either by him or directly
by the Owner on salary, or on the basis of percentage of construction cost or to serve
as the CM himself. In like manner, the Fulltime Supervisor can either be a staff
member of the PM or hired directly by the Owner.
METHOD OF COMPENSATION
Recommended Professional Fee
o RPF = 2 % to 5% of Project Construction Cost (PCC)

o If the PM is also the Architect for regular design service, he is compensated separately.
Methods of Compensation:
Percentage (%) of Project Construction Cost (PCC)

Multiple of Direct Personnel Expenses (1.5 – 2.5)
Professional Fee Plus Expenses
Lump Sum or Fixed Fee

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ARC 050

Office Project Management

The Project Manager (PM, whether individual or firm) operates as a member of an

b. The Engineers will be responsible for their respective engineering plans.

A work plan should include:

a. Project description e. Preliminary Project Schedule

The chart is an example of how a

1.) Pre-Construction Phase

Recommended Professional Fee

o RPF = 2 % to 5% of Project Construction Cost (PCC)

Percentage (%) of Project Construction Cost (PCC)

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