Handbook for the architectural manager / by Stephen Emmitt & Mohammed Alharbi.

By:

Emmitt, Stephen

Contributor(s):

Alharbi, Mohammed A

Material type: Text

TextPublisher: Hoboken Wiley 2018Description: ix, 145 pages.: illustrations.; 24 cmISBN:

9781119225508
1119225507

Subject(s):

Architectural practice -- Management

DDC classification:

729 EMM

Holdings
Item type	Current library	Call number	Status	Date due	Barcode
Standard Loan	LSAD Library Main Collection	729 EMM (Browse shelf(Opens below))	Available		39002100638742

Enhanced descriptions from Syndetics:

The essential resource for becoming more effective in the highly competitive architectural marketplace

Handbook for the Architectural Manager offers architects a comprehensive resource that brings together critical information on four interlinked areas: managing the architectural office, projects, stakeholders, and learning. Unlike other books on the topic that only stress management of the business or the management of projects, this book offers a guiding framework that encompasses the architectural manager's role in developing the practice's competitive strategies and overseeing the project portfolio.

Written by noted experts in the field, Handbook for the Architectural Manager is grounded in current research in which, for the first time, the components of architectural management have been analyzed systematically, tested, and developed for practical application. Designed to explore typical architectural management issues, the book provides clear and concise direction with practical step-by-step guidance as well as helpful checklists, templates and scenarios, and case studies to illustrate best practice. This essential resource:

Offers a groundbreaking handbook that contains a comprehensive management framework for architectural practice Contains new insights and guidance based on solid research on managing the architectural practice Brings together in one book the best management techniques of the office, projects, stakeholders, and learning Includes a well-grounded critical review of the existing literature on the topic Designed for professionals in the field but written in accessible language suitable for students

Handbook for the Architectural Manager offers a practical guide for overseeing the development of architectural designs and associated activities and ensuring all work is consistent (i.e. adheres to current standards, legislation, client specifications, and office protocols) and completed on time as well as information on staff development and learning.

Includes bibliographical references and index

Table of contents provided by Syndetics

Preface (p. ix)
1 Introduction (p. 1)
1.1 An Argument for a Management Framework (p. 1)
1.2 Agenda (p. 4)
1.3 Structure (p. 4)
1.4 Value (p. 5)
2 Architecture and Management (p. 7)
2.1 Setting the Scene (p. 7)
2.2 Architecture and Management (p. 7)
2.2.1 Architectural Practice (p. 8)
2.3 Design (p. 9)
2.3.1 Design as an Activity (Process) (p. 9)
2.3.2 Design as Collaboration (Co-design) (p. 10)
2.3.3 Design as Learning (p. 10)
2.3.4 Design as an Output (Product) (p. 11)
2.3.5 Types of Design and Management Challenges (p. 11)
2.4 The Management of Design (p. 12)
2.4.1 In Construction (p. 12)
2.4.2 In Architecture (p. 13)
2.4.3 Comparing Roles (p. 13)
2.5 The Business of Architecture (p. 14)
2.5.1 The Challenge of Uniqueness (p. 15)
3 Architectural Management (p. 17)
3.1 Setting the Scene (p. 17)
3.2 Architectural Management: What it is (p. 17)
3.2.1 The Meaning of Architectural Management (p. 18)
3.2.2 A Practical Definition of Architectural Management (p. 19)
3.3 Benefits of Adopting Architectural Management (p. 20)
3.4 Levels of Application (p. 21)
3.5 The Architectural Manager (p. 23)
3.5.1 What does the Architectural Manager do? (p. 23)
3.5.2 Knowledge and Skills (p. 25)
3.5.3 Who is Best Qualified to Practise or Lead Architectural Management? (p. 26)
3.6 Ensuring Consistency (p. 27)
3.7 Self-reflection (p. 28)
3.8 Managing Expectations (p. 28)
3.9 Taking on the Architectural Manager Role (p. 30)
4 Architectural Management Framework (p. 33)
4.1 Setting the Scene (p. 33)
4.2 The Essentials (p. 33)
4.2.1 Architectural Offices (p. 33)
4.3 Strategic Concerns: People and Processes (p. 34)
4.3.1 People (p. 34)
4.3.2 Processes (p. 36)
4.4 Practical Concerns: Managing Resources (p. 36)
4.4.1 Less is More (p. 37)
4.4.2 Managing Design Effort (p. 37)
4.4.3 Staff Deployment (p. 37)
4.4.4 Identifying Good Habits and Eliminating Inefficiencies (p. 38)
4.4.5 Balancing Risk and Reward (p. 39)
4.4.6 Ensuring Consistency (p. 40)
4.5 A Practical Framework (p. 41)
4.6 How to use the Framework (p. 41)
5 Managing the Business (p. 43)
5.1 Business Model (p. 44)
5.2 Organisation Design (p. 47)
5.3 Marketing (p. 48)
5.4 Human Resource Management (p. 51)
5.5 Information Technology Utilisation (p. 54)
5.6 Workplace Design and Management (p. 55)
5.7 Ethics and Legal Issues (p. 57)
5.8 Knowledge Management (p. 60)
5.9 Growth Planning (p. 61)
5.10 Financial Management (p. 62)
6 Managing Projects (p. 67)
6.1 Design Excellence (p. 68)
6.2 Design Management (p. 70)
6.3 Project Management (p. 72)
6.4 Construction Management (p. 75)
6.5 Facilities Management (p. 77)
6.6 Property 'Real Estate' Development (p. 78)
6.7 Interior Design (p. 80)
6.8 Architectural Support Services (p. 82)
6.9 Investments and other Business Ventures (p. 83)
6.10 Quality Management (p. 84)
7 Managing Stakeholders (p. 87)
7.1 Stakeholder Identification (p. 88)
7.2 Stakeholder Analysis (p. 90)
7.3 Stakeholder Communication (p. 92)
7.4 Stakeholder Engagement (p. 94)
7.5 Conflict Management (p. 96)
7.6 Value Management (p. 97)
7.7 Managing the Firm's Social Responsibility (p. 99)
7.8 Managing Sustainability (p. 100)
7.9 Client Education (p. 102)
7.10 Managing Client Requirements (p. 102)
8 Managing Learning (p. 105)
8.1 The Learning Firm (p. 106)
8.2 Managing Individual Learning (p. 108)
8.3 Managing Group Learning (p. 110)
8.4 Managing Organisational Learning (p. 113)
8.5 Managing Inter-Organisational Learning (p. 115)
8.6 Managing Continuing Professional Development (p. 117)
8.7 Measuring Effectiveness (p. 119)
8.8 Measuring the Architectural Manager's Leadership Skills (p. 121)
8.9 Analogical Comparison with Others (p. 123)
8.10 Collaborating with Professional Bodies (p. 125)
9 Practical Application (p. 129)
9.1 The Sole Practitioner (p. 129)
9.1.1 Scenario (p. 129)
9.1.2 Applying Architectural Management - Managing Learning (p. 130)
9.1.3 Reflection and Measuring Performance (p. 130)
9.2 The Small Office (p. 131)
9.2.1 Scenario (p. 131)
9.2.2 Applying Architectural Management - Managing Projects (p. 132)
9.2.3 Reflection and Measuring Performance (p. 132)
9.3 The Medium-sized Office (p. 133)
9.3.1 Scenario (p. 133)
9.3.2 Applying Architectural Management - Managing the Business (p. 134)
9.3.3 Reflection and Measuring Performance (p. 134)
9.4 The Large Office (p. 135)
9.4.1 Scenario (p. 135)
9.4.2 Applying Architectural Management - Managing Stakeholders (p. 135)
9.4.3 Reflection and Measuring Performance (p. 137)
9.5 And Finally...it is Your Turn (p. 137)
Further Reading (p. 139)
Architectural Management (p. 139)
Design Management for AEC (p. 139)
Generic Design Management (p. 140)
References (p. 141)
Index (p. 143)

Author notes provided by Syndetics

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.