gerald d. hines college of architecture professional practice
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Gerald D. Hines College of Architecture Professional Practice. Architecture Firms: What does the Future Look Like? John N. Cryer III, AIA Principal and CEO, PageSoutherlandPage. The Post-WWII Boom in America is Changing. Expected population growth of 16% between now and 2018 - PowerPoint PPT PresentationTRANSCRIPT
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Gerald D. Hines College of Architecture
Professional Practice
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Architecture Firms:What does the Future Look
Like?
John N. Cryer III, AIAPrincipal and CEO, PageSoutherlandPage
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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
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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
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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
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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)
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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
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Market Cycles – American A/E Firms
Major Recession
Public Sector
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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
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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
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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
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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
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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
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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
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SD
DD
CD
Build
Just-in-Time Decision-MakingAcceleration of Schedule
Kick off
DesignDesign
Build
CD
BidPrice
Bid
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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
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Project
Managing Change
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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
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• 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
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Programming: Understanding the Project Before Starting
Design• Establish GOALS• Collect & Analyze FACTS• Uncover & Test CONCEPTS• Determine NEEDS
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Time and Decision Impact
Impact of Decisions
Cost of Decisions
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Design and Constructionare becoming more integrated
“Partnership vs. Adversarial”More time is required
during construction
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Results…
• Alternate Delivery Strategies– Bidding projects no longer
performed
• Growth of program managers as owner representative – Not in the best interest of the
architect
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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
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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
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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
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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
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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
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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
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Most large projects involve
specialists teamed together
More specialists, larger teams
Teaming Together
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Why teaming?
• Skill/expertise enhancements
• Geography• Resources• Political• Increase HUB utilization
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Other Firms
• Define roles and responsibilities
• Develop project procedures
• Client orientation
FirmA
FirmB
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Contractual Relationships
• Joint Ventures• Associations• Prime/sub
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Joint Venture or Association
Work split by expertise
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Prime
Sub
Contractual Relationships
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ArchitecturalFirm
ConsultantA
Specialty Consultants
• Adding special consultants to your team to add special expertise
• Clarify which consultants are in your base fee
ConsultantB
ConsultantC
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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.
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Sample Projects
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UH West Dining Hall
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UH Cougar Place
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Texas Children’s Hospital – West Campus
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FBI Houston (a joint venture with Leo A Daly/LAN)
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Discovery Green Park (in association with Hargreaves)
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M.D. Anderson Cancer Center Pickens Academic Tower
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Christ Church Cathedral
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Harris County Jury Plaza
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ExxonMobil URC Training Center
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UT Dallas Research and Engineering Building
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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
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Gerald D. Hines College of Architecture