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PcM > PcM 01 > Flashcards

PcM 01 Flashcards

1
Q

What are three staffing benefits of a firm working on similar project types?

A
  • Staffing Plans are easy as the staff is familiar with the work type
  • Determining fees are easy as a review of the accounting system and actual hours spent will be similar to what is needed for the project type
  • Tracking how much time was spent or is needed will be easier
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2
Q

How should a staffing plan be approached for a new project type (3 items)?

A
  • Hire new staff experienced in that type of building design
  • Consult with colleagues or peers for assistance
  • Set an hourly fee instead of a fixed fee
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3
Q

When is an hourly fee more beneficial then a fixed fee?

A
  • When the project is of an unfamiliar type
  • When there are challenges to the project the staff may not have worked on before
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4
Q

What are 4 characteristics that a project team should have?

A
  • Excellent communication skills
  • Ability to stay focused and on track
  • Talent for overcoming challenges and obstacles as they arise
  • Experience in the project type
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5
Q

How is a project manager different from a staff member on a given project?

A

Staff member might not have every skill necessary to get the job done

A great project manager is not just bossing the team around, they will mentor and inspire the team to do their best work

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6
Q

Why wouldn’t a project manager have every staff member working on the same project all at once?

A

The project fee might not be able to afford all of the staff working on that project at once

Might sacrifice profit, although this would increase the quality of the project

This is an unnecessary burden to the Project Manager, when they should be focused on providing quality service

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7
Q

What is ‘Billing Back to the Client?’

A

Hours billed directly to the client. This billing rate is usually 3 times higher than an employees hourly rate.

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8
Q

What is a typical multiplier used when determining the billing rate of a staff person?

A

Multiply their hourly rate by 3 for small firms, or by 5 for large firms

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9
Q

Why is a staff person’s hourly rate different from a billable rate?

A

The billable rate accounts for office overhead expenses including equipment and insurance as well as covering the billable rate of the employee

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10
Q

Employee’s Utilization rate

A

It is an employee’s billable hours divided by the total hours they’ve worked, then multiplied by 100 to get the percentage (%)

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11
Q

Who would have the highest utilization rate in an office?

A

Junior Staff, as higher level staff are expected to spend (unbillable) time handling firm operations

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12
Q

What are four factors to consider when comparing a project’s design budget to the staff’s salaries?

A
  • The cost of consultants needed for the project
  • The multiplier for the billing rate
  • How much time the principal will spend on this project as their rate is usually the highest.
  • What the staff’s utilization ratio for this project should be
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13
Q

What role does HR play in a small architecture firm?

A

Typically the role of HR will be performed by the managing principal or outside recruiter

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14
Q

Onboarding

A

The process of integrating a new employee into the firm, sometimes using an employee manual

  • At a small firm, the Managing Principal will take this on or office manager
  • At a medium size firm, an Individual Manager would take responsibility of onboarding through a formal process
  • At a large firm, it is the HR or Department Manager’s responsibility to handle this
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15
Q

Other than salary, firms might offer what to attract talented employees (7)?

A
  1. Culture: a fun atmosphere and group activities
  2. Flexibility, employees can set their own hours or work from home at times
  3. Design, the firm’s reputation in quality design through recognition or awards
  4. Responsibility, firms may offer the opportunity to take on more responsibility or manage staff
  5. Benefits, other than pay, like vacation or other tangible benefits
  6. Title such as senior associate
  7. Ownership Track. Offers to join with ownership stake either upon joining or after a certain amount of time
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16
Q

What are 6 options for companies when work slows down with economic cycles?

A
  1. Take on work at a different location, sometimes out of the country for larger firms
  2. Diversify their project type
  3. Loan out staff
  4. Rent out some of their office space
  5. Establish partnerships
  6. Partner with the Architect of Record on a project in another city
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17
Q

Compensation Types (7)

A
  1. Amount of Pay
  2. Overtime Policy
  3. Paid time off
  4. Retirement
  5. Firm Ownership
  6. Health Insurance
  7. Membership & Dues
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18
Q

9 Intangible Benefits a firm might have

A
  1. Firm’s Reputation
  2. Firm’s Philosophy & focus
  3. Office Location
  4. Office with flexible hours
  5. Office Culture
  6. Office itself is well designed
  7. Work Life balance
  8. Recognition among peers
  9. Office policies
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19
Q

Why would a firm offer a rate that is above market rate

A

A small firm might do this if they don’t offer other benefits such as a nicer healthcare plan or fancy office like a larger firm would

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20
Q

What should firms maintain to keep their staff motivated and productive?

A
  • Exciting projects
  • Quality work
  • Work recognition
  • Firm reputation
  • Relationships with the people we work with
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21
Q

What is the role of the Project Manger?

A

They are in charge of organizing the project team

They must multi task while communicating and setting clear expectations with the Owner

Can convey good and bad news to the Owner and the team and work to find solutions to problems that arise

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22
Q

Large firms are often organized as a “Vertical”, “Horizontal” or “_____” system

A

Matrix System: which is a combination of the vertical and horizontal systems

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23
Q

Large Firm using a Vertical Organization System

A

The staff on a project follow the project through all the design phases through to construction observation

Staff must have a diverse array of skills to make sure they can complete the project. It is usually enjoyed by staff as they are exposed to several challenges.

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24
Q

Large Firm using a Horizontal Organization System

A

Imagine an assembly line, where the project is pushed through several departments through the design phases

The advantage is for each department to work on their expertise on the project

The disadvantage is the design direction may be lost while the project is moved along through production. Staff may feel burnout after repeating the same tasks over and over and may not feel they are given the opportunity to be challenged.

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25
Q

Large Firm using a Matrix System

A

Uses a core team that works on the project through all design phases but also uses departments that will jump in when needed to help with certain tasks

For example, the use of a 3D modeler to start work during design development stage to create some renderings while the core team carries out their work.

26
Q

Mid-size Firm

A

20-100 Employees & less “corporate” feeling

Dedicated HR and Marketing staff

Works on small and large projects

Runs using the “matrix” system as used in a large firm, where the project manager leads a core team through a project and pulls in expert staff when needed

27
Q

Mid-size Office Structure ‘A’

A

Senior Principals and Principals act as consultants amongst each other, together they manage the Project Managers who manage the Project Architects who oversee the Designers.

28
Q

Mid-size Office Structure ‘B’

A

Senior Principals manage the managing Principal and the Project Managers, who manage the Project Architects who oversee the designers

29
Q

Mid-size Office Structure ‘C’

A

The design principal words on 4-7 projects per day and the managing principal works one hour per project per day. The design principal works under the project manager.

30
Q

Small Architecture Firm

A

20 or fewer employees have a flexible organization and take on the personality of its Principal(s)

Use a Vertical or Matrix Model System and staff take on various office tasks including marketing or administrative work

Staff may have decision making responsibility which is great for interns wishing to learn

Usually have several small projects at once and staff needs to be ready to jump onto another project if needed

Should not just have one big project at a time in case the project is suddenly paused or Principal would be too busy to find the next project

31
Q

Small Office Structure ‘A’

A

Principal has an office and everyone else shares one room.

There is usually an office project manager or architect that oversees the designers

Principal may collaborate with an outside interior designer on bigger projects

Everyone performs a specific administrative task

32
Q

Small Office Structure ‘B’

A

Open Office Plan where staff and Principals work at the same table

On large projects, the design principals coordinate with an office project manager or architect to manage the designers and junior designers or interns

On small projects, the design principals manage the designers directly who then oversee the junior designers or interns. Everyone performs a specific administrative task

33
Q

Small Office Structure ‘C’

A

Senior Principal works with a Junior Principal or consultant to manage the project with the staff

Open Office Plan where staff and Principals work at the same table

5 people maximum on a project

Everyone performs a specific administrative task.

34
Q

Typical Project Team Members Include

A
  • Project Manager: coordinates team and consultants, works closely with Principals and Clients
  • Job Captain: coordinates the drawing set and supervises the drafters while reporting to the project manager
  • Draftsman: producing drawings from redlines, works closely with job captain, and completes specific drawing tasks
  • Interior Designer: selecting materials and finishes and their availability, provides sketches as required
  • Specification Writer: compiling the specification manual, obtaining specification information from manufacturers.
35
Q

Professional Liability Insurance is required by the Owner/Architect agreement and is also known as ____.

A

Errors & Omissions

36
Q

What types of insurance must the architect carry when agreeing to an Owner/Architect contract?

A
  • Professional Liability (Errors & Omissions)
  • Worker’s Compensation
  • General Liability
  • Automobile Liability
37
Q

4 Laws that regulate employees

A
  1. Equal Employment Opportunity Commission
  2. Immigration Reform and Control Act
  3. Fair Credit Reporting Act
  4. Drug-Free Workplace Act
38
Q

Law that sets the requirement for minimum wage and overtime

A

Fair Labor Standards Act

39
Q

Law that regulates special local prevailing wage that is usually higher than the minimum wage.

A

Davis-Bacon Act

40
Q

Which entity publishes specific regulations on workplace hazards and construction site safety in reference to OSHA (Occupational Safety & Health Act)?

A

The Department of Labor

41
Q

What does the Consolidated Omnibus Budget Reconciliation Act of 1986 (COBRA) allow?

A

It allows terminated employees to extend their health benefits until they find a replacement insurance plan.

42
Q

Sole Proprietor Business Structure

A

Easiest and least expensive way to setup a business, there is no distinction between the owner and the business so if the firm is sued the Principal is sued

43
Q

Partnership Business Structure

A

One or more partners agree and share duties, it does not have to be equal shares

44
Q

Corporation Business Structure

A

A method to reduce liability, firm incorporates into a business entity Three different types, S, C, and LLC.

  • S is ran through an individual,
  • C individuals are paid as employees and shields partners from liability
  • LLC is the least complex structure with tax advantages but corporation level liability protection
45
Q

Joint Venture

A

A business agreement where two or more firms partner together for a specific project

46
Q

Professional Liability (E&O) Insurance

A

Protects against claims caused by the Architect’s negligent acts, errors or omissions that may cause damage to the Owner, Contractor or third party

47
Q

General Liability Insurance

A

Protects the Architect against damages from the Architect’s office or operations or non professional activities at the job site. The contractor and Owner should carry this type of insurance as well

48
Q

Workers Compensation Insurance

A

Provides protection for injuries that occur at work, this is required if you have employees

49
Q

Property Insurance

A

Protects the office’s contents against fire, theft, and other loss of equipment

50
Q

Name the four obligations listed in the AIA Code of Ethics

A

Obligations to the Public, Client, Profession, and to Colleagues

51
Q

Standard of Care

A

The Architect must do what a reasonably prudent Architect would do in the same community and time frame given the same or similar circumstances

The Architect must perform in the same manner that another Architect would under the same circumstances

52
Q

What are the four requirements that define negligence?

A
  1. Duty: The Architect owed a legal duty and refrained from doing it
  2. Breach: The Architect failed to perform the duty or did something that should not have been done
  3. Cause: The Architect’s breach of duty is the source of injury or harm to the person making the claim
  4. Damage: Actual harm or damage that has a monetary loss as a result of the breach
53
Q

What are the Instruments of Service?

A

The drawings, and they are a part of the Construction Documents.

54
Q

The Construction sequencing is whose responsibility?

A

The Contractors, although the Architect’s design does contribute to sequencing efficiencies, it’s up to the contractor to control the various trades performance on the work.

55
Q

Standard Order of Construction Drawings (Same as construction sequence)

A
  • Civil Drawings
  • Site Drawings
  • Architectural Drawings
  • Structural Drawings
  • Plumbing Drawings
  • Mechanical Drawings
  • Electrical Drawings
  • Other consultants
56
Q

Statute of Limitations

A

Statute of Limitations is State Law and the answer will vary by state

Generally it will fall between 3-10 years of time beginning when the building is at Substantial Completion Length of time also varies by state depending on whether Patent or Latent defects

57
Q

Statute of Repose

A

Similar to statue of limitations but the start time is when the issue is discovered

There is still a cutoff time so that the Architect is not liable for the lifetime of the building

58
Q

Betterment

A

The concept of betterment applies to issues around negligence by Architects

Typically, an Architect would be responsible for any costs arising from their errors, but under the concept of betterment, they’re only responsible for a fraction of the cost

59
Q

Amount of days to notify the discovery of Unknown Conditions

A

Must be notified to the Owner and Architect no later than 21 days after first observance according to AIA 201 General Conditions

60
Q

How is a latent defect different from a patent defect?

A

Latent is a hidden defect while Patent is a visible defect

PcM (4 decks)

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