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Gerald D. Hines College of Architecture Professional Practice.

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Presentation on theme: "Gerald D. Hines College of Architecture Professional Practice."— Presentation transcript:

1 Gerald D. Hines College of Architecture Professional Practice

2 Architecture Firms: What does the Future Look Like? John N. Cryer III, AIA Principal and CEO, PageSoutherlandPage

3 The Post-WWII Boom in America is Changing Expected population growth of 16% between now and 2018 The Sunbelt will continue to outpace the rest of the country Trend toward the revitalization of the urban core and the decline of the suburbs Technology is shrinking the world

4 Architecture Firm Demographics are Changing 1/3 of the AEC workforce is 50 years of age or older Growing importance for HR response to younger staff and lifestyles The last five years have impacted opportunities in traditional design firms for younger professionals to gain experience Greater emphasis on leadership skills More skills required in different areas Expanding opportunities in the design/construction industry

5 What Does the Future Look Like for Architects? All levels of education will be impacted by population growth and aging facilities Sustainable design and advances in building technologies will promote newer, more advanced facilities Greater emphasis on planning and thoughtful land use International growth and emerging/developing countries will drive multiple building types Economies of developing countries are centered on growth in the energy sectors International delivery of architectural services (Outsourcing, partnering) More collaboration is required Mergers of architecture firms are increasing

6 Leadership Challenges: New Leadership Skills Pushing the envelope in design Sustainable design, LEED and energy utilization Pioneering the use of new technologies and materials BIM – The next technology paradigm Complexity of client/users - Whos the client? Funding Communication of information: Written, verbal, graphic Educating the client about our industry Escalation of costs Leadership – Largest deficiency in architecture firms (or, make it the greatest opportunity)

7 Architecture Firms and Trends Small Boutique Firms –Personalized service; hands-on principal Specialized Firms –Focused on market sector, building type or specialized service Large Firms –Multiple skills; broader market focus; diversified personnel Mega Multinational Firms –Financial resources to penetrate new markets; large management structure Management Firms –Represent clients to architects and contractors

8 Market Cycles – American A/E Firms Major Recession Public Sector

9 Total Team Concept win-win We believe in a total team concept, where the client, users, planners and designers approach the design process with common goals and a positive, open relationship. By forming an early partnership with all team members, we create a win-win environment for all participants. Consultants Specialists

10 Management Planning Design Delivery We organize our teams around management, planning, design and delivery. Management ensures that our resources perform efficiently and effectively. Planning ensures that we bring our very best thinking to the planning precepts of space and systems. Design ensures that space and form solve human and technical problems with artistic skills, engineering astuteness and economic wisdom. Delivery of the highest quality, technically accurate documents ensures that the facility can be built effectively and efficiently. ManagementPlanningDesignDelivery

11 Generalist vs. Specialist New careers in architecture have created opportunities for specialists Process skill specialists Programmers, designers, urban planners, construction documents, management manufacturing, move management, technology Service specialists Forensics, codes, planning, water proofing, window wall, blast, interiors, sustainability, lab planners, healthcare planners, food service Building type specialists Labs, schools, airports, historic structures, clean rooms, manufacturing, libraries, performance arts, healthcare, office, restaurants

12 Skill Development Communication skills 1. Verbal 2. Graphic 3. Written 4. Technology Interpersonal skills 1.Attitude 2.People to People 3.Can do 4.Collegiality Leadership 1.Fill the voids 2.Take charge 3.Support the team 4.Entrepreneurship

13 NewOld The New Paradigm in Allocation of Project Time SD15% DD20% CD45% CA20% Pre-Design 5% SD15% DD35% CD20% CA25% Merging Expanding Define the Problem

14 Technology Management of client decision and their impact on form, function, economy and time is more critical than ever! …has given the Architectural/Engineering team more design

15 SD DD CD Build Just-in-Time Decision-Making Acceleration of Schedule Kick off Design Build CD BidPrice Bid

16 Just-in-Time Decision-Making designJust-in-time design decision-making Most products have pre-designed CAD files All products have 3D files that can be added to database Integrated project delivery – blurring the roles with construction Assembly of systems becomes more critical The addition of performance specifications and design in lieu of specialty Long delivery schedules cant keep project static

17 Project Managing Change

18 Starting the Project Project Manual –How information flows: Who-What-When Manage Incremental Enrichment: Design Change Notices –The tendency of a project to grow over time Understand the Project Before Designing Solutions Manage Costs

19 Listen! Listen! Listen! Encourage open exchange of ideas Establish approval process Set regular meetings: Client and team Initiate issue tracking system Track and document decisions and directions Ensure resources are available Coordinate and communicate among disciplines Respond quickly Project Management is becoming more important

20 Programming: Understanding the Project Before Starting Design Establish GOALS Collect & Analyze FACTS Uncover & Test CONCEPTS Determine NEEDS

21 Time and Decision Impact Impact of Decisions Cost of Decisions

22 Design and Construction are becoming more integrated Partnership vs. Adversarial More time is required during construction

23 Results… Alternate Delivery Strategies –Bidding projects no longer performed Growth of program managers as owner representative –Not in the best interest of the architect

24 Traditional Process/Hard Bid The owner selects an architect/engineer (A/E). The contractor serves as a single point of responsibility for construction. A/E and contractor have separate contracts with the owner. A/E assists owner in managing the contractor's contract. Owner General Contractor A/E Subcontractors

25 Construction Manager at Risk Serves as the general contractor, assuming the risk for construction. Contracts directly with the trades or subs and has single point of responsibility for the project delivery. Provides best value when selected at start of design. The most prevalent delivery method on large projects. Owner Construction Manager A/E Subcontractors

26 Construction Manager Client at Risk or Cost Plus Serves as the general contractor and is paid a fee by the client and reimbursed for general conditions. Contracts directly with subcontractors. Bids subcontracts and is open book with the client on bids and pricing. Provides greater flexibility for project delivery and subcontractor selection. More risk for both client and A/E. Owner Construction Manager A/E Subcontractors Fee Services

27 Developer/Project Manager-Agent Serves as an agent for the owner, as an independent resource providing continuous management through design, bidding and construction. Holds no subcontracts, nor provides project bonding for the construction. Advises on project scope, cost, schedule, quality, constructability and project delivery. May also provide pre-design services, such as demographic and financial studies, site selection, A/E selection, etc. Owner Developer/ Project Manager Agent A/E Multi-Prime Contractors

28 Design/Build A single entity is contracted to provide both design and construction. Team consists of a builder, architect and engineer. Design/Builder contracts directly with the subcontractors and is responsible for delivery of the project. May take many forms in contract approach - a lump sum amount, a guaranteed maximum price similar to the CM at Risk or a cost plus a fee. Owner Subcontractors A/EBuilder

29 Bridging A form of design/build. The owner selects an A/E to prepare a comprehensive "design criteria package" which enables the owner to receive definitive, competitive price proposals. Owner has a contractual relationships with the A/E (representing generally % complete documents) and the Design/Build team. The Design/Build team is responsible for the final design and becomes the A/E of record. Owner Subcontractors A/EBuilder Design Criteria A/E

30 Most large projects involve specialists teamed together More specialists, larger teams Teaming Together

31 Why teaming? Skill/expertise enhancements Geography Resources Political Increase HUB utilization

32 Other Firms Define roles and responsibilities Develop project procedures Client orientation Firm A Firm B

33 Contractual Relationships Joint Ventures Associations Prime/sub

34 Joint Venture or Association Work split by expertise

35 Prime Sub Contractual Relationships

36 Architectural Firm Consultant A Specialty Consultants Adding special consultants to your team to add special expertise Clarify which consultants are in your base fee Consultant B Consultant C

37 Alliance Agreements Alliance agreements should carefully spell out who is doing what and how the fee will be allocated among the associated firms or within the joint venture.

38 Sample Projects

39 UH West Dining Hall

40 UH Cougar Place

41 Texas Childrens Hospital – West Campus

42 FBI Houston (a joint venture with Leo A Daly/LAN)

43 Discovery Green Park (in association with Hargreaves)

44 M.D. Anderson Cancer Center Pickens Academic Tower

45 Christ Church Cathedral

46 Harris County Jury Plaza

47 ExxonMobil URC Training Center

48 UT Dallas Research and Engineering Building

49 So you want to be an Architect? Your first job –Large firm, small firm –What do firms look for Developing your skills –Specialized expertise Building your career

50 Gerald D. Hines College of Architecture

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