Project Management in Architectural Practices: Project Success Factors in Building Design Processes. Dissertation submitted in part fulfilment of the requirements for the degree of MASTERS OF BUSINESS ADMINISTRATION PROJECT MANAGEMENT at Dublin Business School Amanda Correa Student Number: 10262760 Research Supervisor: Paul Taaffe MBA Project Management August 2016
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Project Management in Architectural
Practices: Project Success Factors in
Building Design Processes.
Dissertation submitted in part fulfilment of the requirements for the degree of
MASTERS OF BUSINESS ADMINISTRATION PROJECT MANAGEMENT
at Dublin Business School
Amanda Correa
Student Number: 10262760
Research Supervisor: Paul Taaffe
MBA Project Management August 2016
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Declaration
I, Amanda Queli Correa, declare that this research is my original work and that it has never
been presented to any institution or university for the award of Degree or Diploma. In
addition, I have referenced correctly all literature and sources used in this work and this
work is fully compliant with the Dublin Business School’s academic honesty policy.
Signed: Amanda Queli Correa
Date: 22nd August 2016
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Acknowledgments
I am gratefully thankful to several people that gave me support and helped me during this
year when I could accomplish my study. I would like to thank my supervisor Paul Taaffe, for
his support during the dissertation and for his insightful and passionate Project
Management lectures.
I am thankful to the support given by DBS, providing good structure for learning. I would like
to thank especially the library staff, which was always prompt to give assistance with the
researches. I would like to thank my classmates for sharing their knowledge, experiences
and learning.
I would like to thank also the professionals who participated on the survey, especially to Mr.
Arthur O’Brien, who dedicated part of his busy schedule to an informal meeting, when I
learnt from his experience and could find points of improvement for my research.
I am thankful to my closest friends, who were patient and helpful when I needed. I would
like to especially thank my beloved Pierre-Yves Roger, for his support, encouragement, love
and comprehension.
Above all, I am immensely grateful for my family. Going through the process without them
nearby was hard, but knowing that they always supported me kept me motivated. Thank
you for the immense and unending love.
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Abstract
Architecture Practices in the AEC sector face challenges when managing Building Design
processes in the firms. As a result, the relationship with stakeholders and the business
performance are impacted. Considering that Architecture firms are project-oriented,
seeking to improve the Design Process for which the Project Management field provides the
methods, tools and techniques.
The purpose of this research is to investigate Project Success factors in Architectural
building design processes from a Project Management point of view. Quantitative data
analysis was carried out through a questionnaire survey sent to organisations qualified on
both fields. The relevance of this research relies on the fact that Project Management is
extensively applied to Construction but with a gap on the literature relating PM to Design
Processes in Architecture firms (aside from the IT industry and software designing, on which
extensive literature can be found). The research approaches Project Success factors from a
Project Management point of view in order to analyze project outcomes related to the PM
methods preferred by the firms.
Keywords: Project Management, Project Success Factors, Building Design Process,
Architectural Design Practices are project oriented organizations providing Building Design
service amongst other activities. However, the common issues in Architecture firms are
related to the project process management, impacting stakeholders’ relationships and the
business performance. For that reason, the effective management of the Design process is
crucial to achieve project success. The Project Management field provides tools and
techniques to improve design process and consequently achieve project outcomes
successfully.
In order to meet clients’ criteria and avoid issues related to delays resulting from design
changes or inadequate management of the process, the ability to harmonize the
assignments of building design with Project Management is a significant differential in
Architectural practices to perform effectively (Otter and Emmitt, 2009). If the procedures
for the development of a project designed are faulty, the results are drifts from? the
purpose of the project, losing control over the scope, schedule and budget (Gontijo, 2011).
As a result, the inadequacy of parameters to manage the design stage and its processes
increases its complexity for the business and stakeholders.
The purpose of this research is to investigate Project Success factors in Architectural
building design projects from a Project Management point of view, considering the common
management issues Architecture practices face during the process. Architecture Projects are
the result from exploration of creative design solutions to a requested program, involving
particular processes and stakeholders seeking specific value on the results. However, if “the
value delivered by the process and the value delivered by the product over time to a
multitude of users is influenced by the manner in which design intent is managed” (Emmitt,
Prins and Otter, 2009, p. xxii), it is of primordial relevance of the adequate management of
the building design process. With Architects being trained apart from the management
culture, providing creative solutions as requested can be a challenge for the practice
(Emmitt, 2014, p.10).
Managerial approaches and techniques are demanded for effective management of the
project process (Hendrickson and Au, 2008). Pursuing to achieve the objectives of an
architectural project, understanding technical and financial aspects from a Project
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Manager’s point of view is essential to achieve practical design results (Ramqvist, 2013). For
architectural firms, producing a well developed design through its adequate management is
important to avoid delays on schedule, changes on design, unexpected costs, as well as
minimize stress and bad reputation of the firm.
The relevance of this research relies on the fact that a well developed planning for the
building design process is essential to prepare the firm to deal with issues and possible
constraints, as “the life cycle of costs and benefits from initial planning through operation
and disposal of a facility are relevant to decision making.” (Hendrickson and Au, 2008).
These issues and common complaints from clients and employees reiterate the urge to
enhance the management of building design processes and Architectural practices (Emmitt,
2014, p.10). The Project Management discipline provides the necessary knowledge to aid
Architects develop the management of design activities.
Considering that, the application of Project Management on conception and design process
is a relevant point of concern for Architecture practices. Awareness of procedures for the
process of building design is necessary due to the crescent demand on technical refinement,
restricted time and lower profitability, as well as lack of clarity on clients’ intentions, which
can result in bad scoping and unreal scheduling (Gontijo, 2011). The Project Management
field can provide the tools and techniques to improve business efficiency with the necessary
framework to coordinate the processes of design building.
1.1 Background of the topic
The business environment is in constant transformation resulting in several projects not
attaining the planned aims effectively. In order to reverse the issue, many practices lead
improvements based on information technologies or establish new planning policies
(Besteiro, Pinto and Novaski, 2015).
The Project Management (PM) field offers the tools and techniques to improve satisfactorily
the outcomes of building design processes (Hendrickson and Au, 2008). Extensively applied
in the construction industry, PM can be used also for the management of the design
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process, considering that there is a scope, schedule, budget, resources and management of
activities to be coordinated within the firm. Project Management is “the application of
knowledge, skills, tools and techniques to project activities to meet requirements” (PMI,
2013, p.3). As “Architectural Practices are project-driven organisations” (Emmitt, 2014,
p.32), PM can provide the methods and processes needed to sort those issues
Project Management (PM) in Architecture practices is broadly related to the construction
phase of the project designed, considering the complex building processes involved until its
final product is built and ready to be delivered to the client. The construction literature
provides numerous frameworks to guide Architecture firms with tools and systems to
perform the several tasks related to the profession, improving knowledge towards better
practices (Alharbi, Emmitt and Demian, 2015a). However, as these studies focus on the
construction sector, a small number of reports focus on Architects (Emmitt, 2014, p.10) and
not frequently literature on management of the design processes on a Project Management
point of view can be found.
The matter of concern is that the impacts of the project designed are notable in all further
stages, especially on the construction phase and its final result. As the low quality of
buildings (alongside other factors) can be also result of Architecture projects with low
quality (Gontijo, 2011), a building poorly designed require numerous adjustments, rework
and redesign to suit to client and construction’s needs (Jallow et al., 2014). In addition, with
the expanding complexity of the building projects, uncertain budgets and continuous
technologies developments in the construction industry, the project team has to deal with
constant project changes (Chan, Scott and Chan, 2004). Architectural Practices elaborating
adequate management of the design processes hold advantage on the market, hence
become more prepared for possible constraints. The design process is crucial as it can
reduce costs for next stage, add value on the final outcome and reduce or eliminate onerous
alterations (de Souza, 2013).
Whereas the client seeks for the benefits and advantages of the building designed, “quality
of work and performance are critically important to the success of a project” (Hendrickson
and Au, 2008). A clear difference between quality of work and quality of service – the
practice’s performance - is essential (Allinson, 1997). Architects may work producing
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excellent solutions through design, although the lack of adequate management of the
process can deliver service with low quality. Furthermore, the construction process is
requiring an improvement on the level of cost efficiency. Although enhancing productivity at
one stage is worthwhile, it may not be favourable if it postpones other deliverables or incur
extra costs (Hendrickson and Au, 2008). In addition, the demanding increase on design
productivity pushes Architecture firms to develop industrialization cost and integrate the
project processes: planning, designing and producing. As a result, firms are leading
initiatives through development and implementation of their own projects even though not
having the adequate competency (Ramqvist, 2013).
1.2 Specific angle of the topic and approach
The topic of this research is Project Management in Architectural Practices: Project Success
Factors in Building Design Processes. Considering the nature of the architecture business,
the common problems and stakeholder’s complaints in Architecture Practices alongside the
characteristics of the Project Management field, this research approaches the areas
analyzing Project Management Success Factors in the Architecture field, as it regards the
minimization of the issues in the practices.
To carry out the dissertation, a Question was developed to guide the research, pursue the
aims and objectives. The literature review was carried out to provide a better understanding
of the topic and a methodology for the research was then developed. Professionals in the
area were contacted to participate in the research providing their insights on the subject
and subsequently a questionnaire was produced. The results are analyzed separately then
with the literature review. Conclusions were drawn up focusing on the research question
and aims.
1.3 Research aim
The aim of this research is to analyze Project Success Factors resulting from the application
of Project Management methods in Architecture Firms. This research focuses on the factors
affecting the success of the Architectural Design Process and outcomes from a Project
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Management’s point of view, consequently does not intend to scrutinize the quality of the
architectural design. As mentioned before, Architecture firms are service oriented and the
Design Process is part of the service. As investigated in the Chapter 2 Literature Review,
criteria and definition of success is particular, regarding the industry, stakeholders and so
on. This research focuses on Architecture Design Processes in AEC sector and approaches
Success on the management of the process of design, but not on the design itself.
1.4 Research question
In order to explore the potentialities of the topic and the wide array of possibilities, the
research question was developed to narrow down the process. According to Saunders and
Lewis, “a suitable research question […] provides a clear link to the relevant literature, and
promises fresh insights into the topic chosen” (Saunders and Lewis, 2012, p.19). From that
assertion:
RQ: Are Architectural Design Practices achieving Project Success through the application of Project Management methods during the building design process?
The following section outlines the objectives of the research regarding the topic and
question mentioned above.
1.5 Research Objectives
In order to answer the research question, the researcher developed a systematic review of
the literature and a questionnaire given to professionals in the area, analyzing the results
afterwards. To accomplish that, the objectives of the research are:
- Outline the context of Architectural Practices as a business service, a brief outline of the
Architectural Design Processes involved in building design projects, and the common issues
related to the management of the project;
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- Review the concept of a project, the Project Management discipline, and the management
of projects in Architectural Practices;
- Identify definitions of Project Success distinguishing project objectives from business
objectives;
- Outline Project Success factors on a Project Management point of view;
- Identify methods of Project Management in Architectural practices and project outcomes;
- Summarize findings proposing further research.
1.6 Originality, value and contribution
Researching the literature for relations between the Project Management and the
Architecture practice - within the Architecture, Engineering and Construction sector (AEC),
which means excluding any relation with the extensive studies about Architecture in
Information Technology and related areas - the literature can be separated into two
different approaches: Project Management and Construction, relating the need to organize
the construction systems and processes through Project Management practices (Jallow et
al., 2014) and Architecture Management, which is a topic regarding the general
management of an Architecture business (Emmitt, 2014, p.32). The main point is, even with
strong relations between management of design and Project Management, there is very
little recent literature on the topic.
The contribution of the research is the suggested Project Management approach to improve
building design process considering business performance and effectiveness, consequently
Project Success. The literature results showed that PM in Architecture is strongly related to
the building construction. Although highlighting the importance of adequate management
of the design due its consequences, the literature lacks a PM point of view of the
Architectural service. On these cases, the concern around the design process in the
Literature is related to Design-and-Build practices. The Literature showed extensive use of
Project Management methodologies on Design process in IT.
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The relevance of this research relies on the fact that a well developed planning for the
building design process is essential to prepare the firm to deal with issues and possible
constraints, as “the life cycle of costs and benefits from initial planning through operation
and disposal of a facility are relevant to decision making.” (Hendrickson and Au, 2008).
These issues and common complaints reiterate the urge to enhance the management of
building design processes and Architectural practices (Emmitt, 2014, p.10). The PM
discipline possesses the necessary knowledge to aid Architects develop the management of
design activities.
1.7 Suitability of the researcher and interest in the subject
The researcher has a previous Bachelor degree in Architecture and Urban Design and 5
years of experience in small / medium Architecture Practices and Construction field in Brazil.
During that time, the researcher observed that a methodological approach when managing
the construction processes is broadly applied but not on the Design processes. The
framework provided by local bodies of Architecture regulates the profession and sets
parameters for the service provided, although does not provide tools and techniques to
manage the process. Several discussions over conferences attended, publications read
during the academic years and the work experience at the Brazilian Institute of Architects
(IAB-DF), as well as the professional experience achieved subsequently, brought up the
attention of the researcher to that matter. The author observed professionals seeking to
find better ways to manage the design process and found on Project Management discipline
the suitability for both construction and Design processes. The researcher has finished and
passed all course modules in the Dublin Business School’s MBA program in, which alongside
the previous degree provides the knowledge and background required to carry out the
dissertation.
1.8 Limitations of the research
The conduction of a research can be limited by many factors. The researcher opted for
questionnaire survey in order to collect significant responses within the time frame
available. However, due the busy schedule of any business, not all the professionals asked
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to contribute answered to the survey. In addition, it should be mentioned that the
researcher does not possess an Irish professional network in the Architecture area or the
Project Management field. The survey was sent to Architectural practices in Ireland,
considering that is where the MBA course was undertaken.
1.9 Organization of the dissertation
The research is organized into chapters as follow:
In Chapter 1, the author introduces the research problem, the context, the research
question and the rationale.
In Chapter 2, previous studies on the topic are analyzed and relevant work is highlighted on
the Literature Review. This section is of importance because it situates the research within a
context, gives a background to the reader and increases knowledge and understanding on
the topic.
Chapter 3, describes the Research Methods and Methodologies available for business
studies and describes the approach taken for the purpose of this research aims and
objectives. The author analyzes the options and justifies the decision for the chosen
methodology. The section also describes the Data Collection methods and procedures taken
on the survey.
Chapter 4, presents the results from the Data Collection of the survey questionnaire and the
findings.
In Chapter 5, the analysis of the findings provides a discussion and interpretation of the
results along with the revision of the Literature. The research question and objectives are
also revised in terms of achievement of the aims. A critical evaluation of the work is also
provided in relation to the research limitations and methods undertaken.
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Finally, Chapter 6, summarizes the conclusions of the findings, critically integrating the
theories with research findings and reviewing the Research Question. This section also
blueprints recommendations and further research.
The reflection on the learning during the MBA course and the dissertation process in
included in Chapter 7. A critical self-assessment on the researcher experience is uncovered
through an informal approach.
All the bibliographic material used in this research is referenced in the Bibliography section.
Supporting files can be found in the Appendix section.
2. LITERATURE REVIEW
The Literature gives insights on previous researches on a topic and helps to identify key
discussions to approach the research question. The review of the literature is a
comprehensive analysis of relevant works available on a defined topic (Saunders and Lewis,
2012, p.31). It establishes the context of a topic and the understanding of its structure
presents theories, identifies relations and variables, and gives a perspective on a problem
and so on (Blumberg, Cooper and Schindler, 2010, p.86). The subtopis of the litera
2.1. CONTEXT
2.1.1 Architectural Practices
Architecture Firms provide services to clients and for that it is of primordial importance the
recognition of the commercial environment in which the firm is inserted and the value of
consistent and efficient management of the design process, whereas “the challenge for the
business owners is not to impose restrictive managerial and administrative constraints on
creative individuals” (Emmitt, 2014, p.21). Architectural Practices are distinguished from
other business organizations, considering that there is an institution which regulates and
supervises the profession, the firm provides services which are judged according to its
experience and the practice is a creative organization, where the quality of project concept
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may be the differential between one a firm and another (Winch and Schneider, 1993). In
Ireland for example, the RIAI regulates the profession (RIAI.ie, 2016), the RIBA in the UK
(RIBA, 2016) and so on.
The Architectural Practices are mostly based on clients seeking a building design solution,
with a certain purpose and requirements, which is the foundation of the design and must be
managed through life cycle accordingly in order to achieve expectations (Jallow et al., 2014).
The Architect’s role is to understand the client’s needs and communicate efficiently,
considering that inadequate management of the project requirements result in major
problems in communication between stakeholders and rework (Austin et al., 2002). The
academic literature emphasizes, and Architecture professionals recognise, that there are
difficulties with managing stakeholders interest, on planning design activities and managing
resources and scheduling control (Pegoraro, Saurin and Paula, 2011), leading the design
process into compulsory cycles of redesign forfeiting time and budget (Austin et al., 2000).
Ramqvist (2013) relates the Project Management in Architecture firms as the activity of
coordination of design proposals and collaboration to integrate it with construction. Seeking
to increase the Architectural value of a project, design managers and coordinators have to
deal with the design processes of a project, at the same time as Project Managers and
managers seek to reduce uncertainty and risks at the beginning of the design process (Prins,
2009).
The practice has to be concerned about managing client requirements, in order to achieve
the conceived initial concept and to facilitate the project completion through its life-cycle,
which benefits can be perceived positively on stakeholders (Jallow et al., 2014). In addition
to that, the practice has to develop the ability to turn away bad projects and improve its
planning and management skills (ArchDaily, 2012). The adequate management of client
requirements information is also of importance. Knowledge resources if well conducted can
prevent repetition of errors, and unnecessary work, consequently improving business
performance (Othman and Halim, 2015). Jallow et al. (2014) suggest an integrated
framework, as usually there is no approach on managing the information through the
project life cycle, no repository of requirements and are ineffectively coordinated and
controlled reducing the possibilities of an archive with history and lessons learned in the
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practice, which could be used for better management of the design process, quality and
mitigation plans.
Although “changes to architectural projects can be seen as an ongoing process from design
concept to use” (Castro, Lima and Duarte, 2015) seeking to achieve stakeholders intentions,
the outcome from uncertainties and requirements is the development of more work, time,
number of workers and process complexity (Pegoraro et al., 2011). As result, the lack of
managerial skills and the tension on achieving great design solutions put the Architecture
professional working in unhealthy, unsustainable and exploitative conditions (ArchDaily,
2012). Business uncertainties also contribute to this scenario. For Othman (2011), the risks
in the construction industry are higher, considering the rapid development of materials and
equipment and the increasing client expectations. With the constant changes in the
industrial context, Architectural Practices need to articulate their unique competences in
order to differentiate from competition and perform successfully (Winch and Schneider,
1993).
A distinction between the processes involved in a building design project in Architectural
practices is necessary in order to clarify the focus of the research. Hendrickson and Au
describe that “…design is a process of creating the description of a new facility, usually
represented by detailed plans and specifications; construction planning is a process of
identifying activities and resources required to make the design a physical reality”
(Hendrickson and Au, 2008). From that premise, the dependency of the construction to the
design is then justified, as the former must be accomplished in order to proceed with the
latter.
2.1.2 Design process
The nature of the design work and the understanding of how the design solution is achieved
are essential elements for its adequate management (Rekola, Mäkeläinen and Häkkinen,
2012). The Architectural Design Process and each stage involved are not described
thoroughly in this dissertation as the researcher aimed to focus on the Project Management
discipline. Therefore, the design process is then considered as the group of activities to
accomplish the project outcomes.
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The process of design is focused on the product resulting from the brief and the creation,
seeking to align with client’s expectations (Otter and Emmitt, 2009), given that “any design
is composed to solve the specific problem and to find the most appropriate solution for the
given design problems” (Nikanjam and Hassanpour, 2016). ). Austin et al. (2000) summarise
the architectural design process as an execution of tasks pursuing the development of
systems, which “are closely associated with the production of drawings and specifications
[...] largely completed prior to the detailed design stage” (Austin et al, 2000).
With attention to the design process as relevant to accomplish the design product, the way
how the process is managed is just as significant as the design itself (Lininger, 2016, p.3). As
stated by Volker & Prins, “processes have to be facilitated while results have to be
controlled” (2005). In addition, Austin et al. (2000) reinforce that “the fundamental activity
in the project management of design is the planning and control of work”. The Project
Management approach into the design process is suitable to this premise, hence the PM
practice is applied to plan the processes, facilitating them and controlling the results,
therefore improving the business performance through a better management of the
services provided by the Architectural practice. The analysis of the process of design and
factors reducing its efficiency contributes for project success as well as the adequate
monitoring (Besteiro, Pinto and Novaski, 2015).
2.1.3 Issues in Architectural Practices
The most common issues in Architectural practices outlined by Emmit (2014, p.17 - 19)
regard management problems. The client’s complaints are related to delays on completing
the building design project, due to poor calculation of project’s duration; high expectations
of clients with architects not giving adequate advice; Architects expecting to get paid for
their mistakes, occurred due to lack of quality management and design management; lack of
clarity on the contracts; conflicts of interests; and mostly common, communication issues,
with Architects not informing clients about increasing costs, not answering to clients
contacts, etc. This brief overview on the common issues reinforces the need for
improvement of the management of architectural design processes. If the firm is prepared
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with adequate management of the process, adding contingency plans for scheduling and
budgeting, risk analysis, and improving communication with clients, the performance would
benefit from the application of PM on the design process.
2.2. PROJECT MANAGEMENT
According to the PMBOK, a “project is a temporary endeavour undertaken to create a
unique product, service, or result” (PMI, 2013, p. 3). Wysocki (2013, p.4) describes project as
a “sequence of unique, complex, and connected activities that have one goal or purpose and
that must be completed by specific time, within budget, and according to specifications”,
That definition is similar to the approach of Kerzner (2010, p. 2), who defines that a “project
involves a series of activities and tasks with specific objectives and specifications, with
defined time, cost and expected outcomes“.
Larson and Gray’s approach defines a project as “a complex, non routine, one-time effort
limited by time, budget, resources, and performance specifications designed to meet
customer needs”, adding to the previous definitions that the main objective of a projects is
to satisfy customer’s needs. The authors affirm that the major characteristics of a project
include: a defined objective, a life span with a beginning and an end, the involvement of
personnel, doing something new, and under requirements of time, cost and performance
(Larson and Gray, 2014, p. 6).
The activities involved in a project are considered to be completed in some specific
sequence based on technical requirements (Wysocki, 2013, p.4). These activities involve
resources, planning, organising, and controlling seeking the objectives and project goals
(Kerzner, 2010, p. 4).
The Project Management discipline provides the means for achieving project objectives.
According to the PMBOK, Project Management “is the application of knowledge, skills, tools
and techniques to project activities to meet the project requirements”, performed through
47 processes categorised in five groups: Initiating, Planning, Executing, Monitoring and
Controlling, and Closing (PMI, 2013, p. 5).
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These processes groups are part of the project life cycle, which consists of a series of stages
that the project goes through from the beginning to its end. Each stage is broken down
considering the function, partial objectives and deliverables, etc. The project life-cycle
includes the start of the project with its definition, the organization and preparation through
planning, the execution of the project and closing (PMI, 2013, p. 39; Kerzner, 2010, p. 9).
The management of projects involves dealing with constraints. The relationship between
cost, time and scope constraints is broadly known as “Iron Triangle”, where changes in one
variable result in another variable to balance the outcomes. However, Kerzner (2010, p.126)
considers the three variables as a balance for quality of project, meanwhile Wysocki (2013,
p.14) affirms that the quality and scope of a project are resulted by time, cost and resources
available.
Considering the characteristics of a project, the processes involved for the adequate
management of resources and the constraints, a set of tools and techniques is used to
achieve project outcomes. With this intention, defining the Project Management approach
at the initiation stage is primordial to increase the probability of project success (Rolstadås
et al., 2014). The analysis of the practice of project management using competent
methodology can lead architectural practices to a competitive differential (Besteiro, Pinto
and Novaski, 2015).
2.2.1 PROJECT MANAGEMENT IN ARCHITECTURAL PRACTICES
Ramqvist (2013) relates the Project Management in Architecture firms as the activity of
coordination of design proposals and collaboration to integrate it with construction. Seeking
to increase the Architectural value of a project, design managers and coordinators have to
deal with the design processes of a project, at the same time as Project Managers and
managers seek to reduce uncertainty and risks at the beginning of the design process (Prins,
2009).
As mentioned above on topic 2.1.1, Architectural Practices of this dissertation, the
Architecture practice is regulated by local institutions, such as RIAI in Ireland and RIBA in the
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UK. Commonly, practices follow the guidelines developed by those institutions when
managing the design process. However, the guidelines consist on instructions or steps to be
followed, lacking a methodological approach (Author). The Project Management field would
suffice the weaknesses of the guidelines considering the nature of an Architectural Project.
2.3. PROJECT MANAGEMENT SUCCESS
Considering the context of Project Management, the definition of success for Kerzner (2013)
“includes getting the job done within the constraints of time, cost, and quality”. The author
suggests that the usual definition of Success is an intersection area between time and cost
around the quality or scope as graphed bellow, considering that not many projects are
usually concluded without adjustments on scope affecting time, cost and quality. For that
reason, “the application of appropriate knowledge, processes, skills, tools, and techniques”
is essential for a positive impact on Project Success, as proposed by the PMBOK (PMI, 2013,
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Managing Projects in Business, 5(4), pp. 757–775. doi: 10.1108/17538371211269040.
Otter, A. and Emmitt, S. (2009). Architectural Design Management – a practical reflection on
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Request for participation on MBA dissertation research
I would like to request your participation on a research survey I am carrying out on my MBA dissertation. My Name is Amanda Correa and I am currently undertaking a MBA Project Management program at Dublin Business School, Aungier St. Dublin, Ireland, under the supervision of Paul Taaffe P.M.P. ([email protected]) .
The topic of my research is Project Management in Architectural Practices: Project Success Factors in Building Design Processes. The research aims to analyse the project completion through the application of Project Management in Architecture organizations. The Success Factors in this research focus on the management of the project life cycle, not the Architectural Design outcomes.
As your firm have been recognised in the Architecture Design field I would kindly request you to participate on a quick survey that can be accessed on the link bellow. There will be 9 questions taking around 5 minutes to be completed. The survey is anonymous and the data I collect does not contain any personal information about you or your organization.
Due to your proven experience and expertise in the Architecture field, I sincerely hope that you can participate in this study and give your important contribution. The survey is available at: http://www.smartsurvey.co.uk/s/LLBN8/ . Thank you for your time.
Should you wish to contribute or require any further information please do not hesitate to contact me.
Kindest regards, Amanda Corrêa Dublin Business School [email protected] Phone: +353 89 486 0821
8. How often do you consider that the firm adapted to project changes (e.g. due to requirements change) causing minimal business disruption? (e.g. unexpected delays, redesign, etc)