Intro -- The Architect in Practice -- Contents -- Preface -- Note -- Acknowledgements -- Abbreviations and Acronyms -- Part 1 Practice -- A THE PRACTITIONER -- 1 The Construction Industry -- 1.1 Introduction -- 1.2 Significance of the construction industry -- 1.3 A changing industry -- 1.4 Clients -- 1.5 Contractors -- 1.6 Consultants -- 1.6.1 Architects -- 1.6.2 Quantity surveyors/cost managers -- 1.6.3 Other consultants -- 1.7 Clerk of works -- 1.8 Construction industry bodies -- 1.8.1 Professional organisations -- 1.8.2 Contractor organisations -- 1.8.3 Manufacturers trade associations -- 1.8.4 Other organisations -- References and notes -- 2 Academic and Professional Qualifications -- 2.1 Introduction -- 2.1.1 Key skills -- 2.1.2 Overview -- 2.2 Relevant bodies -- 2.2.1 RIBA -- 2.2.2 ARB -- 2.2.3 RIAI -- 2.2.4 Other professional bodies -- 2.3 Architectural education and training -- 2.3.1 UK and Ireland -- 2.3.2 European directive -- 2.3.3 Training models -- 2.3.4 Credit allocation and credit transfer systems -- 2.3.5 The Criteria -- 2.3.6 Modes of learning -- 2.4 Examination of professional practice -- 2.5 Approval of educational programmes -- 2.5.1 Generally -- 2.5.2 Prescription of courses in the UK by ARB -- 2.5.3 Validation of courses by the RIBA, in the UK and Overseas -- 2.5.4 Accreditation of courses in Ireland -- 2.5.5 The CAA validation processes -- 2.6 Practising in the United Kingdom -- 2.6.1 Registration -- 2.6.2 The ARB application process -- 2.7 Practising in Ireland -- 2.7.1 Criteria -- 2.7.2 Admission routes -- 2.8 Practising in Egypt, Nigeria and Malaysia -- 2.8.1 Practising in Egypt -- 2.8.2 Practising in Nigeria -- 2.8.3 Practising in Malaysia -- 2.9 Maintenance of standards, regulation and codes of conduct -- 2.9.1 General -- 2.10 ARBs standards of professional conduct and practice -- 2.10.1 Introduction.

2.10.2 The standards -- 2.11 RIBA code of professional conduct -- 2.11.1 Introduction -- 2.11.2 Principle 1: Integrity -- 2.11.3 Principle 2: Competence -- 2.11.4 Principle 3: Relationships -- 2.11.5 Guidance Notes -- 2.12 The RIAI code of conduct -- 2.13 Continuing professional development -- 2.13.1 General -- 2.13.2 The ARB and CPD -- 2.13.3 The RIBA and CPD -- 2.13.4 The RIAI and CPD -- References and notes -- 3 Employment Opportunities -- 3.1 Introduction -- 3.2 Private practice -- 3.3 Local authority -- 3.4 Other public sector organisations -- 3.5 Large companies -- 3.6 Contractors -- 3.7 Manufacturers -- 3.8 Academia -- 3.9 Other specialisation -- 3.10 Adjudicator, arbitrator or expert witness -- References and notes -- 4 Employment -- 4.1 Finding employment -- 4.1.1 Self-assessment -- 4.1.2 Opportunities -- 4.1.3 Answering advertisements -- 4.1.4 The speculative approach -- 4.1.5 Contacts -- 4.1.6 Career history and CV -- 4.1.7 The application form -- 4.1.8 Before the interview -- 4.1.9 The interview -- 4.1.10 After the interview -- 4.2 Acceptable job titles -- 4.3 Employment -- 4.3.1 Employed or self-employed? -- 4.3.2 Employment contract -- 4.3.3 Written statement -- 4.4 Job description -- 4.5 Hours of work -- 4.6 Overtime -- 4.7 Salary -- 4.8 Benefits -- 4.9 Professional activities -- 4.10 Expenses -- 4.11 Leave -- 4.11.1 Antenatal care and maternity leave -- 4.11.2 Paternity leave -- 4.11.3 Parental leave -- 4.11.4 Compassionate leave -- 4.11.5 Leave for public duties -- 4.11.6 Sick leave -- 4.12 Disciplinary and grievance procedure -- 4.13 Notice and dismissal -- 4.14 Spare time practice -- 4.15 Monitoring of telephone calls and e-mails -- 4.16 Discrimination -- References and notes -- 5 Types of Practice -- 5.1 Sole principal -- 5.2 Partnerships -- 5.2.1 Partnership -- 5.2.2 Limited partnership -- 5.2.3 Limited liability partnerships.

5.3 Incorporation -- 5.3.1 Unlimited liability company -- 5.3.2 Private limited liability company -- 5.3.3 Public company -- 5.4 Co-operative -- 5.5 Group practice -- 5.6 Developer/architect/contractor -- References and notes -- 6 Setting Up in Practice -- 6.1 Sole principal -- 6.2 The decision -- 6.3 Timing -- 6.4 Practical points to decide -- 6.5 Business plan -- 6.6 Enlarging the practice -- References and notes -- B PRACTICE MANAGEMENT -- 7 Management Principles -- 7.1 Objectives -- 7.2 Leadership -- 7.3 Communication -- 7.3.1 Clarity -- 7.3.2 Certainty -- 7.3.3 Brevity -- 7.3.4 Comprehensiveness -- 7.4 Delegation -- 7.5 Motivation -- References and notes -- 8 General Office Practice -- 8.1 Introduction -- 8.2 Telephone, facsimile (fax) and e-mail -- 8.2.1 Telephones -- 8.2.2 Facsimile (fax) and e-mails -- 8.3 Information technology -- 8.4 Letter writing -- 8.5 Reports -- 8.6 Filing -- 8.6.1 Correspondence and reports -- 8.6.2 Drawings -- 8.7 Office-based meetings -- 8.8 Drawing office practice -- 8.8.1 Dimensions -- 8.8.2 Lettering -- 8.9 Computer-aided design -- 8.9.1 Information modelling -- 8.9.2 Environmental modelling -- 8.10 Presentation -- 8.11 Reproduction -- 8.12 Work programming -- 8.13 Sources of information -- 8.13.1 Basic library -- 8.13.2 Classification and proprietary systems -- 8.13.3 Information technology -- 8.13.4 Selected project records and feedback -- 8.13.5 Legaladministrative -- 8.13.6 RIBA information line -- References and notes -- 9 Marketing -- 9.1 Active marketing -- 9.1.1 RIBA Chartered Practice scheme -- 9.1.2 Architects signboards -- 9.1.3 Lectures and articles -- 9.1.4 Direct approach -- 9.2 Brochure -- 9.3 Website -- 9.4 Social media -- 9.5 Advertising -- 9.6 Contacts -- 9.7 Competitions -- 9.8 Frameworks -- 9.9 Retaining clients and recommendations -- References and notes -- 10 Insurance -- 10.1 Introduction.

10.2 Premises and contents -- 10.3 Public liability -- 10.4 Employers liability -- 10.5 Professional indemnity -- 10.6 Latent defects insurance -- 10.7 Other insurances -- References and notes -- 11 Finance and Accounts -- 11.1 Introduction -- 11.2 Accounts -- 11.3 Profit and loss account -- 11.4 Balance sheet -- 11.5 Assets -- 11.6 Liabilities -- 11.7 Capital -- 11.8 Cash-flow forecasting and budgeting -- 11.9 Books of account -- 11.10 Fee invoicing -- 11.11 Value added tax (VAT) -- 11.12 Computerisation -- 11.13 Annual accounts/auditing -- 11.14 Staff time records -- References and notes -- Part 2 Running a Project -- 12 The RIBA Plan of Work 2013 -- 12.1 Sequential framework and Plan of Work -- 12.2 The Plan of Work explained -- 12.3 Building Information Modelling (BIM) -- 12.4 BIM overlay to the Plan of Work -- 12.5 Green principles -- 12.6 Green overlay to the Plan of Work -- 12.7 New words and phrases -- References and notes -- 13 Stage 0: Strategic Definition - Appointment -- 13.1 Introduction -- 13.2 Scope of services -- 13.2.1 Type of services -- 13.3 Determination of the fee -- 13.3.1 Percentage charges -- 13.3.2 Time charges -- 13.3.3 Lump sum charges -- 13.3.4 Other fees -- 13.3.5 Project teams -- 13.3.6 Work to existing buildings -- 13.3.7 Termination -- 13.3.8 Expenses -- 13.4 Terms of appointment -- 13.4.1 The basic contract -- 13.4.2 The effect of the Construction Act -- 13.5 Consultants -- 13.6 Project managers -- References and notes -- 14 Stage 0: Strategic Definition - Terms -- 14.1 Standard forms of agreement -- 14.2 Standard Agreement 2010 (2012 revision): Architect -- 14.2.1 Schedules: project data -- 14.2.2 The Services schedule -- 14.2.3 The fees and expenses schedule -- 14.2.4 The standard conditions -- 14.2.5 Other standard forms of appointment -- 14.3 Duty of care agreements (collateral warranties) -- 14.3.1 General.

14.3.2 Execution -- 14.3.3 Skill and care -- 14.3.4 Liability -- 14.3.5 Materials -- 14.3.6 Copyright -- 14.3.7 Assignment -- 14.3.8 Professional indemnity insurance -- 14.3.9 Funders -- References and notes -- 15 Stage 1: Preparation and Brief -- 15.1 Feasibility studies -- 15.2 Site and building acquisition -- 15.3 Surveys -- 15.3.1 Preliminary enquiries -- 15.3.2 Site investigation -- 15.3.3 General considerations -- 15.3.4 Surveys of existing buildings -- 15.4 The brief -- 15.5 Reporting -- References and notes -- 16 Stage 2: Concept Design -- 16.1 Design data -- 16.2 Concept design and its development -- 16.3 Cost estimates and planning -- 16.4 Procurement paths and implications for the professional -- 16.4.1 Traditional -- 16.4.2 Project management -- 16.4.3 Design and build -- 16.4.4 Design and manage -- 16.4.5 Management contracting -- 16.4.6 Construction management -- 16.5 Contract selection and implications -- 16.6 Guaranteed maximum price -- 16.7 PFI Contracts -- 16.8 Partnering -- References and notes -- 17 Stage 3: Developed Design -- 17.1 General -- 17.2 Planning applications and approvals -- 17.2.1 The administration of planning control -- 17.2.2 Legislation in England -- 17.2.3 Development plans in England -- 17.2.4 New style of development plans in England -- 17.2.5 Development management -- 17.2.6 Making a planning application -- 17.2.7 The prior approval regime -- 17.2.8 The historic environment -- 17.2.9 Developer contributions -- 17.2.10 Appeals -- 17.2.11 Remedies -- 17.3 Other approvals -- 17.4 Property -- 17.4.1 Boundaries -- 17.4.2 Party walls -- 17.4.3 Neighbouring land -- 17.4.4 Trespass -- 17.4.5 Nuisance -- 17.4.6 Rights of light -- 17.4.7 Easements -- References and notes -- 18 Stage 4: Technical Design -- 18.1 Technical design -- 18.2 Production information -- 18.2.1 General -- 18.2.2 Drawings.

18.3 Building regulations 2010 (as amended).

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2022. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.