Gerald D. Hines College of Architecture Professional Practice
Jan 03, 2016
Gerald D. Hines College of Architecture
Professional Practice
Architecture Firms:What does the Future Look
Like?
John N. Cryer III, AIAPrincipal and CEO, PageSoutherlandPage
The Post-WWII Boom in Americais 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
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
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
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 - “Who’s 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)
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
Market Cycles – American A/E Firms
Major Recession
Public Sector
Total Team Concept
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-winwin-win environment for all participants.
ConsultantsSpecialists
We organize our teams around management, planning, design
and delivery. ManagementManagement ensures that our resources
perform efficiently and effectively. PlanningPlanning ensures
that we bring our very best thinking to the planning
precepts of space and systems. DesignDesign ensures that space and
form solve human and technical problems with artistic skills, engineering astuteness and
economic wisdom. DeliveryDelivery of the highest quality, technically
accurate documents ensures that the facility can be built
effectively and efficiently.
ManagemenManagementt
PlanningPlanning
DesignDesign
DeliveryDelivery
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 specialistsForensics, codes, planning, water proofing, window wall, blast, interiors, sustainability, lab planners, healthcare planners, food service
•Building type specialistsLabs, schools, airports, historic structures, clean rooms, manufacturing, libraries, performance arts, healthcare, office, restaurants
Skill Development
• Communication skills1. Verbal2. Graphic3. Written4. Technology
• Interpersonal skills1. Attitude2. People to People3. “Can do”4. Collegiality
• Leadership1. Fill the voids2. Take charge3. Support the team4. Entrepreneurship
NewOld
The New Paradigm inAllocation of Project Time
SD 15%DD 20%CD 45%CA 20%
Pre-Design 5%
SD 15%DD 35%
CD 20%CA 25%
Merg
ing
Exp
an
din
g
Define the Problem
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
SD
DD
CD
Build
Just-in-Time Decision-MakingAcceleration of Schedule
Kick off
DesignDesign
Build
CD
BidPrice
Bid
Just-in-Time Decision-Making
• Just-in-time designdesign 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 can’t keep project static
Project
Managing Change
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
• 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
Programming: Understanding the Project Before Starting
Design• Establish GOALS• Collect & Analyze FACTS• Uncover & Test CONCEPTS• Determine NEEDS
Time and Decision Impact
Impact of Decisions
Cost of Decisions
Design and Constructionare becoming more integrated
“Partnership vs. Adversarial”More time is required
during construction
Results…
• Alternate Delivery Strategies– Bidding projects no longer
performed
• Growth of program managers as owner representative – Not in the best interest of the
architect
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
GeneralContractor
A/E
Subcontractors
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
ConstructionManagerA/E
Subcontractors
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
ConstructionManager
A/E
Subcontractors
Fee Services
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
AgentA/E
Multi-Prime Contractors
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/E Builder
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 30-50% 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/E Builder
Design CriteriaA/E
Most large projects involve
specialists teamed together
More specialists, larger teams
Teaming Together
Why teaming?
• Skill/expertise enhancements
• Geography• Resources• Political• Increase HUB utilization
Other Firms
• Define roles and responsibilities
• Develop project procedures
• Client orientation
FirmA
FirmB
Contractual Relationships
• Joint Ventures• Associations• Prime/sub
Joint Venture or Association
Work split by expertise
Prime
Sub
Contractual Relationships
ArchitecturalFirm
ConsultantA
Specialty Consultants
• Adding special consultants to your team to add special expertise
• Clarify which consultants are in your base fee
ConsultantB
ConsultantC
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.
Sample Projects
UH West Dining Hall
UH Cougar Place
Texas Children’s Hospital – West Campus
FBI Houston (a joint venture with Leo A Daly/LAN)
Discovery Green Park (in association with Hargreaves)
M.D. Anderson Cancer Center Pickens Academic Tower
Christ Church Cathedral
Harris County Jury Plaza
ExxonMobil URC Training Center
UT Dallas Research and Engineering Building
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
Gerald D. Hines College of Architecture