Stephen Emmitt, BA(Hons), Dip. Arch, MA (Prof. Ed.), PhD., Department of Architecture and Civil Engineering, University of Bath, UK. Emmitt is an architect, professor of architectural practice and author of 21 books on architectural management and architectural technology. He is Editor-in-Chief of the journal Architectural Engineering & Design Management. Mohammed Alharbi, Dip., BSc., MSc., PhD., Department of Architectural Engineering, Taibah University, Saudi Arabia. Alharbi is an architect, assistant professor of project management and a member of CIBW096 Architectural Management. He has a PhD in architectural management and has published in Engineering, Construction and Architectural Management and Frontiers of Architectural Research.

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• Preface ix1 Introduction 11.1 An Argument for a Management Framework 11.2 Agenda 41.3 Structure 41.4 Value 52 Architecture and Management 72.1 Setting the Scene 72.2 Architecture and Management 72.2.1 Architectural Practice 82.3 Design 92.3.1 Design as an Activity (Process) 92.3.2 Design as Collaboration (Co-design) 102.3.3 Design as Learning 102.3.4 Design as an Output (Product) 112.3.5 Types of Design and Management Challenges 112.4 The Management of Design 122.4.1 In Construction 122.4.2 In Architecture 132.4.3 Comparing Roles 132.5 The Business of Architecture 142.5.1 The Challenge of Uniqueness 153 Architectural Management 173.1 Setting the Scene 173.2 Architectural Management: What it is 173.2.1 The Meaning of Architectural Management 183.2.2 A Practical Definition of Architectural Management 193.3 Benefits of Adopting Architectural Management 203.4 Levels of Application 213.5 The Architectural Manager 233.5.1 What does the Architectural Manager do? 233.5.2 Knowledge and Skills 253.5.3 Who is Best Qualified to Practise or Lead Architectural Management? 263.6 Ensuring Consistency 273.7 Self-reflection 283.8 Managing Expectations 283.9 Taking on the Architectural Manager Role 304 Architectural Management Framework 334.1 Setting the Scene 334.2 The Essentials 334.2.1 Architectural Offices 334.3 Strategic Concerns: People and Processes 344.3.1 People 344.3.2 Processes 364.4 Practical Concerns: Managing Resources 364.4.1 Less is More 374.4.2 Managing Design Effort 374.4.3 Staff Deployment 374.4.4 Identifying Good Habits and Eliminating Inefficiencies 384.4.5 Balancing Risk and Reward 394.4.6 Ensuring Consistency 404.5 A Practical Framework 414.6 How to use the Framework 415 Managing the Business 435.1 Business Model 445.2 Organisation Design 475.3 Marketing 485.4 Human Resource Management 515.5 Information Technology Utilisation 545.6 Workplace Design and Management 555.7 Ethics and Legal Issues 575.8 Knowledge Management 605.9 Growth Planning 615.10 Financial Management 626 Managing Projects 676.1 Design Excellence 686.2 Design Management 706.3 Project Management 726.4 Construction Management 756.5 Facilities Management 776.6 Property ‘Real Estate’ Development 786.7 Interior Design 806.8 Architectural Support Services 826.9 Investments and other Business Ventures 836.10 Quality Management 847 Managing Stakeholders 877.1 Stakeholder Identification 887.2 Stakeholder Analysis 907.3 Stakeholder Communication 927.4 Stakeholder Engagement 947.5 Conflict Management 967.6 Value Management 977.7 Managing the Firm’s Social Responsibility 997.8 Managing Sustainability 1007.9 Client Education 1027.10 Managing Client Requirements 1028 Managing Learning 1058.1 The Learning Firm 1068.2 Managing Individual Learning 1088.3 Managing Group Learning 1108.4 Managing Organisational Learning 1138.5 Managing Inter-Organisational Learning 1158.6 Managing Continuing Professional Development 1178.7 Measuring Effectiveness 1198.8 Measuring the Architectural Manager’s Leadership Skills 1218.9 Analogical Comparison with Others 1238.10 Collaborating with Professional Bodies 1259 Practical Application 1299.1 The Sole Practitioner 1299.1.1 Scenario 1299.1.2 Applying Architectural Management – Managing Learning 1309.1.3 Reflection and Measuring Performance 1309.2 The Small Office 1319.2.1 Scenario 1319.2.2 Applying Architectural Management – Managing Projects 1329.2.3 Reflection and Measuring Performance 1329.3 The Medium-sized Office 1339.3.1 Scenario 1339.3.2 Applying Architectural Management – Managing the Business 1349.3.3 Reflection and Measuring Performance 1349.4 The Large Office 1359.4.1 Scenario 1359.4.2 Applying Architectural Management – Managing Stakeholders 1359.4.3 Reflection and Measuring Performance 1379.5 And Finally…it is Your Turn 137Further Reading 139Architectural Management 139Design Management for AEC 139Generic Design Management 140References 141Index 143

Stephen Emmitt, BA(Hons), Dip. Arch, MA (Prof. Ed.), PhD., Department of Architecture and Civil Engineering, University of Bath, UK. Emmitt is an architect, professor of architectural practice and author of 21 books on architectural management and architectural technology. He is Editor-in-Chief of the journal Architectural Engineering & Design Management. Mohammed Alharbi, Dip., BSc., MSc., PhD., Department of Architectural Engineering, Taibah University, Saudi Arabia. Alharbi is an architect, assistant professor of project management and a member of CIBW096 Architectural Management. He has a PhD in architectural management and has published in Engineering, Construction and Architectural Management and Frontiers of Architectural Research.

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• Preface ix1 Introduction 11.1 An Argument for a Management Framework 11.2 Agenda 41.3 Structure 41.4 Value 52 Architecture and Management 72.1 Setting the Scene 72.2 Architecture and Management 72.2.1 Architectural Practice 82.3 Design 92.3.1 Design as an Activity (Process) 92.3.2 Design as Collaboration (Co-design) 102.3.3 Design as Learning 102.3.4 Design as an Output (Product) 112.3.5 Types of Design and Management Challenges 112.4 The Management of Design 122.4.1 In Construction 122.4.2 In Architecture 132.4.3 Comparing Roles 132.5 The Business of Architecture 142.5.1 The Challenge of Uniqueness 153 Architectural Management 173.1 Setting the Scene 173.2 Architectural Management: What it is 173.2.1 The Meaning of Architectural Management 183.2.2 A Practical Definition of Architectural Management 193.3 Benefits of Adopting Architectural Management 203.4 Levels of Application 213.5 The Architectural Manager 233.5.1 What does the Architectural Manager do? 233.5.2 Knowledge and Skills 253.5.3 Who is Best Qualified to Practise or Lead Architectural Management? 263.6 Ensuring Consistency 273.7 Self-reflection 283.8 Managing Expectations 283.9 Taking on the Architectural Manager Role 304 Architectural Management Framework 334.1 Setting the Scene 334.2 The Essentials 334.2.1 Architectural Offices 334.3 Strategic Concerns: People and Processes 344.3.1 People 344.3.2 Processes 364.4 Practical Concerns: Managing Resources 364.4.1 Less is More 374.4.2 Managing Design Effort 374.4.3 Staff Deployment 374.4.4 Identifying Good Habits and Eliminating Inefficiencies 384.4.5 Balancing Risk and Reward 394.4.6 Ensuring Consistency 404.5 A Practical Framework 414.6 How to use the Framework 415 Managing the Business 435.1 Business Model 445.2 Organisation Design 475.3 Marketing 485.4 Human Resource Management 515.5 Information Technology Utilisation 545.6 Workplace Design and Management 555.7 Ethics and Legal Issues 575.8 Knowledge Management 605.9 Growth Planning 615.10 Financial Management 626 Managing Projects 676.1 Design Excellence 686.2 Design Management 706.3 Project Management 726.4 Construction Management 756.5 Facilities Management 776.6 Property ‘Real Estate’ Development 786.7 Interior Design 806.8 Architectural Support Services 826.9 Investments and other Business Ventures 836.10 Quality Management 847 Managing Stakeholders 877.1 Stakeholder Identification 887.2 Stakeholder Analysis 907.3 Stakeholder Communication 927.4 Stakeholder Engagement 947.5 Conflict Management 967.6 Value Management 977.7 Managing the Firm’s Social Responsibility 997.8 Managing Sustainability 1007.9 Client Education 1027.10 Managing Client Requirements 1028 Managing Learning 1058.1 The Learning Firm 1068.2 Managing Individual Learning 1088.3 Managing Group Learning 1108.4 Managing Organisational Learning 1138.5 Managing Inter-Organisational Learning 1158.6 Managing Continuing Professional Development 1178.7 Measuring Effectiveness 1198.8 Measuring the Architectural Manager’s Leadership Skills 1218.9 Analogical Comparison with Others 1238.10 Collaborating with Professional Bodies 1259 Practical Application 1299.1 The Sole Practitioner 1299.1.1 Scenario 1299.1.2 Applying Architectural Management – Managing Learning 1309.1.3 Reflection and Measuring Performance 1309.2 The Small Office 1319.2.1 Scenario 1319.2.2 Applying Architectural Management – Managing Projects 1329.2.3 Reflection and Measuring Performance 1329.3 The Medium-sized Office 1339.3.1 Scenario 1339.3.2 Applying Architectural Management – Managing the Business 1349.3.3 Reflection and Measuring Performance 1349.4 The Large Office 1359.4.1 Scenario 1359.4.2 Applying Architectural Management – Managing Stakeholders 1359.4.3 Reflection and Measuring Performance 1379.5 And Finally…it is Your Turn 137Further Reading 139Architectural Management 139Design Management for AEC 139Generic Design Management 140References 141Index 143

Stephen Emmitt, BA(Hons), Dip. Arch, MA (Prof. Ed.), PhD., Department of Architecture and Civil Engineering, University of Bath, UK. Emmitt is an architect, professor of architectural practice and author of 21 books on architectural management and architectural technology. He is Editor-in-Chief of the journal Architectural Engineering & Design Management. Mohammed Alharbi, Dip., BSc., MSc., PhD., Department of Architectural Engineering, Taibah University, Saudi Arabia. Alharbi is an architect, assistant professor of project management and a member of CIBW096 Architectural Management. He has a PhD in architectural management and has published in Engineering, Construction and Architectural Management and Frontiers of Architectural Research.

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• Preface ix1 Introduction 11.1 An Argument for a Management Framework 11.2 Agenda 41.3 Structure 41.4 Value 52 Architecture and Management 72.1 Setting the Scene 72.2 Architecture and Management 72.2.1 Architectural Practice 82.3 Design 92.3.1 Design as an Activity (Process) 92.3.2 Design as Collaboration (Co-design) 102.3.3 Design as Learning 102.3.4 Design as an Output (Product) 112.3.5 Types of Design and Management Challenges 112.4 The Management of Design 122.4.1 In Construction 122.4.2 In Architecture 132.4.3 Comparing Roles 132.5 The Business of Architecture 142.5.1 The Challenge of Uniqueness 153 Architectural Management 173.1 Setting the Scene 173.2 Architectural Management: What it is 173.2.1 The Meaning of Architectural Management 183.2.2 A Practical Definition of Architectural Management 193.3 Benefits of Adopting Architectural Management 203.4 Levels of Application 213.5 The Architectural Manager 233.5.1 What does the Architectural Manager do? 233.5.2 Knowledge and Skills 253.5.3 Who is Best Qualified to Practise or Lead Architectural Management? 263.6 Ensuring Consistency 273.7 Self-reflection 283.8 Managing Expectations 283.9 Taking on the Architectural Manager Role 304 Architectural Management Framework 334.1 Setting the Scene 334.2 The Essentials 334.2.1 Architectural Offices 334.3 Strategic Concerns: People and Processes 344.3.1 People 344.3.2 Processes 364.4 Practical Concerns: Managing Resources 364.4.1 Less is More 374.4.2 Managing Design Effort 374.4.3 Staff Deployment 374.4.4 Identifying Good Habits and Eliminating Inefficiencies 384.4.5 Balancing Risk and Reward 394.4.6 Ensuring Consistency 404.5 A Practical Framework 414.6 How to use the Framework 415 Managing the Business 435.1 Business Model 445.2 Organisation Design 475.3 Marketing 485.4 Human Resource Management 515.5 Information Technology Utilisation 545.6 Workplace Design and Management 555.7 Ethics and Legal Issues 575.8 Knowledge Management 605.9 Growth Planning 615.10 Financial Management 626 Managing Projects 676.1 Design Excellence 686.2 Design Management 706.3 Project Management 726.4 Construction Management 756.5 Facilities Management 776.6 Property ‘Real Estate’ Development 786.7 Interior Design 806.8 Architectural Support Services 826.9 Investments and other Business Ventures 836.10 Quality Management 847 Managing Stakeholders 877.1 Stakeholder Identification 887.2 Stakeholder Analysis 907.3 Stakeholder Communication 927.4 Stakeholder Engagement 947.5 Conflict Management 967.6 Value Management 977.7 Managing the Firm’s Social Responsibility 997.8 Managing Sustainability 1007.9 Client Education 1027.10 Managing Client Requirements 1028 Managing Learning 1058.1 The Learning Firm 1068.2 Managing Individual Learning 1088.3 Managing Group Learning 1108.4 Managing Organisational Learning 1138.5 Managing Inter-Organisational Learning 1158.6 Managing Continuing Professional Development 1178.7 Measuring Effectiveness 1198.8 Measuring the Architectural Manager’s Leadership Skills 1218.9 Analogical Comparison with Others 1238.10 Collaborating with Professional Bodies 1259 Practical Application 1299.1 The Sole Practitioner 1299.1.1 Scenario 1299.1.2 Applying Architectural Management – Managing Learning 1309.1.3 Reflection and Measuring Performance 1309.2 The Small Office 1319.2.1 Scenario 1319.2.2 Applying Architectural Management – Managing Projects 1329.2.3 Reflection and Measuring Performance 1329.3 The Medium-sized Office 1339.3.1 Scenario 1339.3.2 Applying Architectural Management – Managing the Business 1349.3.3 Reflection and Measuring Performance 1349.4 The Large Office 1359.4.1 Scenario 1359.4.2 Applying Architectural Management – Managing Stakeholders 1359.4.3 Reflection and Measuring Performance 1379.5 And Finally…it is Your Turn 137Further Reading 139Architectural Management 139Design Management for AEC 139Generic Design Management 140References 141Index 143