ARE Practice Management: Business Operations and Assessing Resources

The Practice Management portion of the ARE tests candidates on their knowledge of topics related to the running of an architectural practice. Among the topics related to business operations with which the architect should be familiar is the assessment of resources within the practice. Architects, particularly those at the management level, are often responsible for staffing decisions and recommendations and, more generally, are involved with the analysis, evaluation, and implementation of staff management, resource allocation, and professional development of staff. In addition, the architect may be involved with firm decisions related to the selection of appropriate computer hardware, software, and training materials. All of this must be done with an eye to the larger business goals of the firm, whether it be for expansion of the company, the calibration of the firm towards a particular area of specialization, or some other goal.

In this Blog,

1. Staffing Strategies and Project Workload

2. Project Team Composition and Consultant Collaboration

3. Professional Development and Mentorship

4. Continuing Education and Internal Knowledge Sharing

5. Performance Reviews and Individual Meetings

6. Holistic Resource Management and Firm Goals

Staffing Strategies and Project Workload

Recommendations for changes in staffing are closely related to the amount of work in the pipeline, as well as the skills and experience levels that are anticipated to be needed for that anticipated work. Fluctuations in market conditions and other factors can make it difficult to anticipate how many projects a firm will be successful in being rewarded. It can also be difficult to know precisely when such projects will begin, as project start times are sometimes delayed. Staffing strategies should acknowledge such uncertainties and fluctuations. It is likely there will be times when multiple projects are awarded in close succession, and the influx of work puts a strain on staff as workloads increase. At other times, anticipated projects may fail to materialize, and the office is consequently overstaffed with employees having overly light workloads. The key to staffing decisions is to find the appropriate balance, maintain flexibility, and aim for adaptability. Obviously, there is a need to avoid having too few employees, which can decrease capacity and/or work quality and having too many, which can reduce profitability. However, firms must have a developed strategic plan which can guide them through the inevitable ups and downs which are common in the industry. Aside from overall workloads based on the number and size of projects currently being worked on and anticipated, it is necessary to evaluate the needs of the individual projects, and whether the skill, experience, and areas of specialization of the employees is adequate to the goals of these projects.

Project Team Composition and Consultant Collaboration

On a typical project, in terms of the architectural staff, there may be a Project Architect and one or more Architectural Designers contributing to the architectural design and documentation of the work. This is only part of the design team, however. There may be a Project Manager who acts as the primary client contact and team leader, and it is likely that there will be numerous disciplines involved in the design work as well. This will vary depending on the type and complexity of the project, but is likely to include Structural, Mechanical, Electrical, and Plumbing Engineers, along with other specialists. Those involved with staff selection and management will need to be aware of staff availability and workload levels for each discipline. If consultants are utilized for any of these roles, then the availability and suitability of the consultant firm should be considered for a given project. Architectural firms will often have consulting firms that they return to time and again for their projects. Developing good working relationships with these partners is key to long-term success.

Professional Development and Mentorship

In addition to the necessity of making informed allocations of staff and recommendations for hiring new employees when it is beneficial, staff management also includes the need for the implementation of professional development plans. It is in the interest of the architectural firm to engage, educate, and cultivate members of its design teams. Junior staff should be encouraged and supported in pursuing licensure. Additionally, a conscientious effort should be made to allow junior staff to gain the work experience needed for their knowledge and development. Some firms have mentorship programs in which younger designers are paired with more experienced practitioners who are available to discuss professional development goals and issues with them. Whether a formalized mentorship program is present in a firm or not, it is beneficial to make junior staff aware of any experienced staff members who may be available to them as a resource for the development of their knowledge and experience.

Continuing Education and Internal Knowledge Sharing

Continuing education events are another way of engaging staff to maintain their professional credentials and improve their knowledge of industry practice or new building products. Such events could take the form of “lunch and learn” with sales representatives from the building products industries or internal office presentations by staff on researched topics. Design “pin-ups” or presentations on projects either completed or in development can also be a means of engaging staff and improving design quality through peer feedback.

Performance Reviews and Individual Meetings

It is advisable for a firm to have a standardized process for conducting regular meetings at an individual level between staff and their managers. In this way, professional development goals can be created and progress toward those goals evaluated at regular intervals of time. Such recurring meetings can also be useful for discussing workplace issues, company or department goals, and areas for performance improvement. Everyone who contributes towards the success of a firm is part of a team, and opportunities for engaging team members in discussions on professional development are likely to increase the success of both the individual and the team over the long term.

In addition to decisions related to staffing and the development of that staff, an architect should also be able to assess and evaluate the use of material resources, such as computer hardware, software, and training materials. In terms of design software, in addition to Building Information Modeling (BIM) software and other 3d modeling and design documentation tools, consideration should be given to other more specialized software, such as photorealistic rendering or energy modeling. The more computationally intensive such programs can have system requirements that impact computer hardware purchasing decisions. Architectural firms must make other decisions as to which software to use for tasks related to project management, scheduling, and construction administration, among other types of software. As architects are intimately familiar with the design and documentation needs of a firm, they are well-positioned to make recommendations on computer software and hardware. As firm and client needs change and technologies constantly evolve, there is a continued need for the reevaluation of such material resources. Similarly, architects are often involved in recommendations for training opportunities for more junior staff. There is often a need to train staff in the use of new software, firm standards, or best practices.

Holistic Resource Management and Firm Goals

In summary, architects must be able to support the business operations of their firm by assessing and evaluating firm resources. This includes making decisions concerning staffing, as well as the management, performance evaluation, and professional development of staff. Architects must also be able to evaluate and make recommendations for material resources such as computer hardware, software, and training resources. Such decisions should always be made with not only current needs but also firm goals in mind. It is first necessary therefore to have a firm grasp on the firm’s goals, whether they be based on efficiency, profit, growth, sustainability, quality, or penetration into new market sectors. As market conditions, as well as the particular needs and goals of the design firm, are continually changing, such assessments are likely to be needed at regular intervals. The architect, with broad involvement in the firm’s design and management activities, is well situated to help guide the firm’s decisions towards meeting these needs and goals.

Effective resource assessment is crucial for architectural practice success. To elevate your skills in staffing, technology, and strategic planning and to advance your career, consider investing in professional development. Explore School of PE's comprehensive courses designed to provide you with the expertise needed to excel in the ARE® 5.0 and beyond. Click here to learn more about School of PE’s ARE exam prep courses.

About the Author: Adam Castelli

Adam Castelli is a licensed architect and engineer currently practicing in the Pittsburgh area. He holds a master's degree in architecture from the University of Massachusetts Amherst and a bachelor's degree in civil engineering from Villanova University.

Location Matters: The Impact of Neighborhood Context on Project Design

Among the topics covered in the Project Planning and Design portion of the ARE is the impact of neighborhood context on project design. Consideration of the project site’s neighborhood includes access to nearby transportation, commercial amenities, and public spaces, such as parks, trails, and waterfronts. Utility infrastructure must be considered, as well as environmental factors such as noise pollution in an urban environment. Additionally, the spatial, material, and cultural aspects of surrounding buildings should be considered, particularly in areas of historic character where there may be historic preservation requirements or established design standards for building forms, façade elements, or materials. Navigating the various requirements and constraints of the project site context can be a challenge but also an opportunity for a design that responds productively and creatively to the local context and its resources.

In this Blog,

1. Local Transportation

2. Utility Infrastructure

3. Noise Pollution

4. Spatial, Material, and Cultural Effects on Perception

5. Zoning Ordinances

6. Design Standards and Guidelines

7. Community Board Presentations

8. Conclusion

Local Transportation

Proximity to various modes of transportation is an attractive feature for building projects, particularly residential and office projects, as it can allow for commuting via public transportation. This can include metro, rail, and bus services, among others. Such modes of transportation can allow for reduced dependency on automobiles, resulting in less traffic on roadways and a reduction in pollution and carbon emissions. When considering a site, it is advisable to consider walking distance to bus stops, rail stations, and metro stations. The closer the walking distance, the more likely it is that people will choose to take that mode of transportation rather than drive. Safe and extensive bicycle routes are also a positive feature to have within the neighborhood, reducing dependency on automobiles and providing a more sustainable transportation option. Where a building is to be designed in an area with extensive bike routes, it is advisable to provide bike storage on site along with showers for those who might commute to the building by bicycle. Ideally, a site is within walking distance of commercial and public destinations nearby, not only to reduce congestion on transportation systems but also as an attractive amenity for the occupants of the building, which can increase the building’s value for the owner, and encourage healthy and active lifestyles of the occupants. Some common attractive commercial amenities are restaurants, cafes, stores, gyms, banks, and workplaces. Walkability to such amenities is more likely in areas of greater density, particularly where local zoning ordinances allow for a mixture of uses. Public spaces that can add value to the property include public parks, playgrounds, waterfronts, and bicycle or walking trails.

Utility Infrastructure

The utility infrastructure of a site can have an impact on the project design. It should be determined whether the site has access to municipal storm lines. If not, careful consideration should be given to how stormwater will be directed from the site. Green roofs, permeable paving, rain gardens, bioswales, and other features can be used to reduce surface runoff from the site. The local jurisdiction may have limitations on the percentage of the lot, which may be covered in non-permeable paving. In rural locations where there may be no access to sanitary lines, an on-site wastewater treatment system, such as a septic tank, is necessary. In terms of water supply, it is necessary to determine the water pressure which can be supplied to the project, particularly where sprinkler systems are to be utilized. If the pressure is not adequate, then a fire pump may be necessary. These are just a few of the circumstances to consider when reviewing the utility infrastructure of a site as it relates to the building design.

Noise Pollution

Depending on the project location and the use of the building, the potential effect of noise pollution on building occupants should be considered. For example, a hotel located in close proximity to an airport, an office space in the city on the ground floor, or a concert hall might all need special consideration given to the mitigation of sound transmission from the surrounding environment. It may also be necessary to consider light pollution from the building project, particularly if there are local ordinance requirements in the jurisdiction to limit the amount of light emitted from the site. This is sometimes referred to as dark sky compliance. Light pollution can have a negative effect on humans as well as wildlife, disrupting circadian rhythms and causing other negative health effects, in addition to having detrimental effects on our experience of the environment.

Spatial, Material, and Cultural Effects on Perception

The spatial, material, and cultural aspects of the neighborhood should be analyzed prior to the building design. Whether the designer’s approach is to blend in, complement, or stand out from the surrounding built environment, it is necessary to understand the context to properly formulate a design response. Not only do these aspects of the neighborhood affect the perception and experience of a proposed building design, but depending on the local jurisdiction, there are typically at least some requirements that are necessary to be met for the project to receive a permit.

Zoning Ordinances

In addition to defining allowable building uses within a particular district, zoning ordinances may define required setbacks from property lines, limit building heights or number of stories, and establish floor area ratios. The floor area ratio (FAR) is the ratio of the total building area to the area of the lot on which it is built. For example, a FAR of 2 would mean that the total building area is allowed to be up to 2 times the area of the lot. Zoning ordinances can have a substantial impact on building massing and form. Aside from zoning ordinance limitations, the spatial context of the surrounding neighborhood should be considered in order for the building to be designed to appear on an appropriate scale in relation to adjacent buildings.

Design Standards and Guidelines

It should be determined whether the project site is located within a historic district, which will put further constraints on design possibilities. Even where not located within a historic district, local jurisdictions may have design standards or guidelines that must be followed. These can include limitations on the material palette, prescriptions for façade features, or other guidelines, the intent being to establish criteria by which a design can be deemed as not detrimental to the existing character of a neighborhood. While such guidelines can be based on subjective judgments, the constraints that they put on the designer must often be followed closely for the design to be approved and the project to be realized.

Community Board Presentations

Presentations to a community board are sometimes required, where the designer communicates the design features of the project and attempts to demonstrate compliance with the established planning standards. In other cases, where a project can have a substantial impact on a community, the design process may involve required meeting sessions with the community so that the design team can receive and incorporate feedback from community members into the design.

Conclusion

In summary, architects must be aware of the context of the neighborhood in which a project is situated. Consideration should be given to transportation access, utility infrastructure, zoning ordinances, nearby amenities, historic district requirements, local design standards, the spatial and aesthetic character of the neighborhood, and community input, among other factors. While project constraints resulting from local requirements and context can be challenging, they can also provide direction and opportunities for creative design solutions or even collaboration with local community groups. It is important that the architect considers the perspectives of all stakeholders, building users, and the surrounding community in all project designs. A building project can have a lasting impact on a local community, and as such, care and consideration should be made in all design decisions. A successful project is an asset to a community, providing benefits to the neighborhood that can extend beyond the building owner and the building users.

Master the Project Planning and Design division of the ARE® 5.0 exam with an exam review course from School of PE! We also have an exam review guide to help you along the way to exam-day success.

About the Author: Adam Castelli

Adam Castelli is a licensed architect and engineer currently practicing in the Pittsburgh area. He holds a master's degree in architecture from the University of Massachusetts Amherst and a bachelor's degree in civil engineering from Villanova University.

ARE Study Materials

NCARB offers a list of study materials for each exam in the ARE 5.0 Handbook (downloadable as a PDF on its site). However, if you add up the costs of all the resources and time it would take to read through them all, it becomes daunting and costly! One resource for selecting materials would be those recommended by the ARE 5.0 community forum. There is a lot of insight as to what worked best for those who took the exam. In addition, my two cents follow: 

Table of Contents

1. The Architect's Handbook of Professional Practice (AHPP).

2. AIA Contract Documents

3. Building Codes Illustrated: A Guide to Understanding the 2015 International Building Code

4. Building Construction Illustrated

5. IBC Codes

1. The Architect's Handbook of Professional Practice (AHPP) The content of this book spans all exams, but it is also essential for practice. Full of case studies and dense with information, no matter what, it should be on every architect's bookshelf.

2. AIA Contract Documents (www.aiacontracts.org) This resource offers full, sample contracts for free (along with other documents such as applications for payment), and is useful when reviewing specific contracts for exam divisions.

For the project planning and design (PPD) and project development and documentation (PDD) divisions:

3. Building Codes Illustrated: A Guide to Understanding the 2015 International Building Code This book translates the codes into drawings, aiding the visual learner in understanding how the code affects building design.

4. Building Construction Illustrated Again, a resource heavy in drawing, this book illustrates building assemblies and construction details.

5. IBC Codes The International Building Code is a significant part of the PPD and PDD exams. It is necessary to know how to navigate the IBC and where to find relevant information for questions on occupancies, allowable building heights, fire ratings, and so on. A free version is available through the International Code Council on its site: https://codes.iccsafe.org/

This is hardly an exhaustive list, nor is this the tip of the iceberg. However, know that you can still be successful even if you don't buy all of the resources listed in the ARE 5.0 Handbook.

ARE Exam Tips

The ARE is a marathon of an exam (six exams total). Studying tips and timelines for taking the exam vary from person to person. There is no one-size-fits-all approach; you do you. Having said that, here are a few tips I can offer based on my experience with the exams: 

Table of Contents

1. Know what happens in each phase and when

2. Read the exam questions carefully

3. You don't have to start the exam right away

4. Know your stuff

5. Strategize about the exam

6. Know your resources

7. The exam is not parts, but a whole

1. Know what happens in each phase and when Per the B101 contract, the architect offers certain basic services. Know how and when they start and stop. There may be questions where the answer seems correct, but it is during the wrong phase. 

2. Read the exam questions carefully The clock is ticking with the exam, but this is not an exam to skim through and knock off answers. As noted above, the complexity is in the details of the question. 

3. You don't have to start the exam right away The exam begins when you hit the button to start. Use the time to take a breath or write things down on the paper you will receive at the testing center. Use the time to enter the exam calmly. 

4. Know your stuff The ARE tests understanding/application and analysis/evaluation. Often, questions are not about specifics, but are situational. It is essential to have a thorough understanding of roles and responsibilities. 

5. Strategize about the exam There are many ways to take the exam and a system may help. Some test-takers go through the case studies first, and some leave them for last. Whatever you choose, the exam itself is a strategy. Devise a game plan while taking practice exams so you will know your flow going into an exam. You don't want the clock to dictate whether you pass or fail. 

6. Know your resources The exam offers resources such as formulas and documentation to accompany the case studies. 

7. The exam is not parts, but a whole The ARE may be presented in sections, but it is a whole. You do not need to take the exam linearly, but can jump around and access all parts and resources for every question.

Challenges of Licensure

It's no secret that the Architectural Registration Exam (ARE) is one of the toughest professional licensing exams. It often becomes a deterrent for someone considering the vocation of architecture. 

With the current version (ARE 5.0), there are six sections. The National Council of Architectural Registration Boards (NCARB) estimates that it takes over two years to complete. Any longer, and you can be facing the dreaded rolling clock-the time limit for any particular exam to be current. Passed exams are good for five years; if you take more than five years to complete all parts of the exam, the rolling clock will start deleting those that have expired. It may seem daunting for a candidate to have to pass all exams within five years, in addition to the stresses of practicing architecture and managing family or other personal obligations that inevitably come as candidates age during the process (the average age at completion, according to NCARB, is almost 33). 

However great the challenge may be and however many reasons one may find to avoid this process, do not give up. What can look like a mountain just needs a strong and determined steady climb. The process of studying for the AREs-whether you pass or not-makes you a better professional. You will learn the challenges of not only the practice of architecture, but also the legal challenges, contracts, project delivery methods, and so on. There is a reason why the exams are so complex, but those complexities should make studying for the exams all the more exciting.

A colleague once told me, "It's not that you fail, it's just that you don't pass." No matter the outcome, you are "passing" through the process. Keep your nose in your study material and keep on passing!