The professional architect’s business management bible now encompasses the RIBA Plan of Work 2013 to reflect the very latest practice in today’s cutting-edge architectural environment.
With an emphasis on the practical aspects of working as an architect, the 9th edition combines clear and comprehensive guidance with a focus on new directions in practice management which will give a modern practice that vital commercial edge.
Topics range from starting up a practice and developing a business strategy, to how to win clients, manage people, and handle fees. It includes new sections on topics such as knowledge management, QA, IT and project management too.
With its clear, accessible layout, and no-nonsense style aimed at busy architects, this is a must-read for practices of all sizes and the ideal companion to the RIBA Job Book, 9th edition
Author(s): Nigel Ostime
Edition: 9
Publisher: RIBA Publishing
Year: 2019
Language: English
Pages: 303
City: London
Cover
Title
Copyright
Contents
Foreword
Preface
Acknowledgements
About the author
Part 1: The industry
01 The construction industry
1.1 Introduction
1.2 Contracting and procurement
1.3 Future trends
1.4 Key roles in the construction industry
1.5 Key representative bodies
02 The profession
2.1 Introduction
2.2 Future challenges
2.3 Practising as an architect
2.4 The role of the ARB
2.5 The ARB Code
2.6 ARB disciplinary procedures
2.7 Structure and governance of the RIBA
2.8 The purpose of the RIBA
2.9 Membership benefits of the RIBA
2.10 Control over entry to the RIBA
2.11 Control over the professional conduct of members
2.12 Enforcing the Code
2.13 Continuing professional development
03 The law
3.1 Introduction
3.2 Claims in contract
3.3 Claims in tort
3.4 Legislation
3.5 Some key statutes
3.6 Relevant texts and sources of information
3.7 Legislation related to environmental sustainability
Part 2: Practice management
04 Setting up a practice
4.1 Introduction
4.2 Making the decision
4.3 Forms of practice
4.4 Developing a business strategy
4.5 Business advisers
05 Marketing and business development
5.1 Introduction
5.2 Drawing up a marketing plan
5.3 Where are we?
5.4 Where do we want to be?
5.5 How do we get there?
5.6 Did we achieve our goals?
5.7 Pitching to clients
06 People management
6.1 Introduction
6.2 Legal and contractual aspects
6.3 Appointing, managing and motivating staff
07 Financial management
7.1 Introduction
7.2 Establishing the practice
7.3 Establishing a financial system
7.4 Day-to-day financial management
7.5 Conclusion
08 Office management
8.1 Introduction
8.2 The office premises
8.3 Managing the premises
8.4 The office manager
8.5 Outsourcing and consultancy
8.6 Insurance
8.7 Health and safety requirements
Part 3: Project management
09 The architect’s appointment
9.1 Introduction
9.2 Receiving, assessing and responding to potential commissions
9.3 The appointment
9.4 Appointment documentation
10 Procedures and processes
10.1 Introduction
10.2 The office manual
10.3 Quality systems
10.4 The quality management system: BS EN ISO 9001
10.5 Quality and sustainability
10.6 Information management and library services
10.7 Project-based communications
10.8 Project drawings, specifications and schedules
10.9 Presentation and numbering systems
10.10 Project records
10.11 Email
10.12 Archiving
11 Risk management and insurance
11.1 Introduction
11.2 Risk management
11.3 Professional indemnity insurance
12 Computing, CAD, BIM and IT
12.1 Introduction
12.2 Choosing a set-up that suits the business
12.3 Building information modelling (BIM)
12.4 The internet
12.5 Networking
12.6 Backing up
12.7 Digital information standards
12.8 Software and information management
13 Knowledge management
13.1 Introduction
13.2 What is knowledge management?
13.3 How is knowledge retained and communicated?
13.4 A plan of action
13.5 Knowledge management at the project level
Index
