School of PE Blog

The Practice Management portion of the ARE tests candidates on their knowledge of topics related to the running of an architectural practice. Among the topics related to business operations with which the architect should be familiar is the assessment of resources within the practice. Architects, particularly those at the management level, are often responsible for staffing decisions and recommendations and, more generally, are involved with the analysis, evaluation, and implementation of staff management, resource allocation, and professional development of staff. In addition, the architect may be involved with firm decisions related to the selection of appropriate computer hardware, software, and training materials. All of this must be done with an eye to the larger business goals of the firm, whether it be for expansion of the company, the calibration of the firm towards a particular area of specialization, or some other goal.

Recommendations for changes in staffing are closely related to the amount of work in the pipeline, as well as the skills and experience levels that are anticipated to be needed for that anticipated work. Fluctuations in market conditions and other factors can make it difficult to anticipate how many projects a firm will be successful in being rewarded. It can also be difficult to know precisely when such projects will begin, as project start times are sometimes delayed. Staffing strategies should acknowledge such uncertainties and fluctuations. It is likely there will be times when multiple projects are awarded in close succession, and the influx of work puts a strain on staff as workloads increase. At other times, anticipated projects may fail to materialize, and the office is consequently overstaffed with employees having overly light workloads. The key to staffing decisions is to find the appropriate balance, maintain flexibility, and aim for adaptability. Obviously, there is a need to avoid having too few employees, which can decrease capacity and/or work quality and having too many, which can reduce profitability. However, firms must have a developed strategic plan which can guide them through the inevitable ups and downs which are common in the industry. Aside from overall workloads based on the number and size of projects currently being worked on and anticipated, it is necessary to evaluate the needs of the individual projects, and whether the skill, experience, and areas of specialization of the employees is adequate to the goals of these projects.

On a typical project, in terms of the architectural staff, there may be a Project Architect and one or more Architectural Designers contributing to the architectural design and documentation of the work. This is only part of the design team, however. There may be a Project Manager who acts as the primary client contact and team leader, and it is likely that there will be numerous disciplines involved in the design work as well. This will vary depending on the type and complexity of the project, but is likely to include Structural, Mechanical, Electrical, and Plumbing Engineers, along with other specialists. Those involved with staff selection and management will need to be aware of staff availability and workload levels for each discipline. If consultants are utilized for any of these roles, then the availability and suitability of the consultant firm should be considered for a given project. Architectural firms will often have consulting firms that they return to time and again for their projects. Developing good working relationships with these partners is key to long-term success.

In addition to the necessity of making informed allocations of staff and recommendations for hiring new employees when it is beneficial, staff management also includes the need for the implementation of professional development plans. It is in the interest of the architectural firm to engage, educate, and cultivate members of its design teams. Junior staff should be encouraged and supported in pursuing licensure. Additionally, a conscientious effort should be made to allow junior staff to gain the work experience needed for their knowledge and development. Some firms have mentorship programs in which younger designers are paired with more experienced practitioners who are available to discuss professional development goals and issues with them. Whether a formalized mentorship program is present in a firm or not, it is beneficial to make junior staff aware of any experienced staff members who may be available to them as a resource for the development of their knowledge and experience.

Continuing education events are another way of engaging staff to maintain their professional credentials and improve their knowledge of industry practice or new building products. Such events could take the form of “lunch and learn” with sales representatives from the building products industries or internal office presentations by staff on researched topics. Design “pin-ups” or presentations on projects either completed or in development can also be a means of engaging staff and improving design quality through peer feedback.

It is advisable for a firm to have a standardized process for conducting regular meetings at an individual level between staff and their managers. In this way, professional development goals can be created and progress toward those goals evaluated at regular intervals of time. Such recurring meetings can also be useful for discussing workplace issues, company or department goals, and areas for performance improvement. Everyone who contributes towards the success of a firm is part of a team, and opportunities for engaging team members in discussions on professional development are likely to increase the success of both the individual and the team over the long term.

In addition to decisions related to staffing and the development of that staff, an architect should also be able to assess and evaluate the use of material resources, such as computer hardware, software, and training materials. In terms of design software, in addition to Building Information Modeling (BIM) software and other 3d modeling and design documentation tools, consideration should be given to other more specialized software, such as photorealistic rendering or energy modeling. The more computationally intensive such programs can have system requirements that impact computer hardware purchasing decisions. Architectural firms must make other decisions as to which software to use for tasks related to project management, scheduling, and construction administration, among other types of software. As architects are intimately familiar with the design and documentation needs of a firm, they are well-positioned to make recommendations on computer software and hardware. As firm and client needs change and technologies constantly evolve, there is a continued need for the reevaluation of such material resources. Similarly, architects are often involved in recommendations for training opportunities for more junior staff. There is often a need to train staff in the use of new software, firm standards, or best practices.

In summary, architects must be able to support the business operations of their firm by assessing and evaluating firm resources. This includes making decisions concerning staffing, as well as the management, performance evaluation, and professional development of staff. Architects must also be able to evaluate and make recommendations for material resources such as computer hardware, software, and training resources. Such decisions should always be made with not only current needs but also firm goals in mind. It is first necessary therefore to have a firm grasp on the firm’s goals, whether they be based on efficiency, profit, growth, sustainability, quality, or penetration into new market sectors. As market conditions, as well as the particular needs and goals of the design firm, are continually changing, such assessments are likely to be needed at regular intervals. The architect, with broad involvement in the firm’s design and management activities, is well situated to help guide the firm’s decisions towards meeting these needs and goals.

Effective resource assessment is crucial for architectural practice success. To elevate your skills in staffing, technology, and strategic planning and to advance your career, consider investing in professional development. Explore School of PE's comprehensive courses designed to provide you with the expertise needed to excel in the ARE® 5.0 and beyond. Click here to learn more about School of PE’s ARE exam prep courses.