Ethics

1. •PROFESSIONAL PRACTICE AND ETHICS
• (ARCH 4111)
• Learning Outcomes:
• Understanding to legal principles related to Architectural practice andprofessional codes of conduct in the building
industry.
• Delivered by: Mezida Fekede (M.sc)
• Scheduled: 16th October 2023- 18th December 2023

2. 2. Organization of the
Architect‘s office

3. With in architectural firms, there is typically an
organized structure that includes various roles and
departments. the specific organization may vary
depending on the size and specialization of the firm,
but here are some common organizational components
within architectural firms principals/partners, project
managers, architects/designers , drafters, interior
designers, landscape architects, cost estimators, &
marketing/ , public relations specialists and
support staff.
ORGANIZATION WITHIN ARCHITECTURAL FIRMS

4. Size Of Firm Is A Big Factor In Determining Firm Structure.
A One-Person Partnership Firm Is Simple To Organize Since One Person Plays All
Roles.
When There Are Two Or More People, Things Become Much More Complex & Firms
Become Partnership Firms. & Firms With More Than Five Or Six People Border On
Becoming Institutions & Govern Generally By Board Of Directors.
Two types of Firms are
 Sole Proprietorships, Owned Entirely By A Single Individual,
 Partnerships Of Two Or More Owners.
Most Firms Structure Themselves Internally In Two Ways:
 By Rank
 By Function

5.  Senior Partners (The Original Founders Of The
Firm)
 Other Partners (Playing Different Functional
Roles)
 Senior Associates (Experienced Staff Members)
(Managing & Sharing Firm's Profits But Not Owners
Of The Firm)
 Professional Staff (Usually The Youngest
Members Of The Firm)
Rank-structured Firms

6. Here Is The Functional Structure Of
Architectural Firms, Which Entails Two
Broad Areas Of Activity:
 Firm Operations
 Project Operations
Firm Operations Are Normally Supervised
By Senior Partners Assisted By
Appropriate Staff Members.
(Business Development, Marketing & Public
Relations, Personnel & Financial
Management).
Project Operations The Set Of Activities That
Directly Generates The Firm's Income &
Most Of Its Expenses—are Often
Characterized By A Project Team Approach.

7.  Partner In Charge (A Senior Partner Instrumental In Making Contact With
The Client)
 Project Designer/Architect (A Partner /Senior Associate Responsible For
The Conceptual Design Of The Project)
 Job Captain/Project Manager (An Experienced Associate, Responsible
For Managing The Day-to-day Flow Of Work On The Project, Including
Coordination With Consultants, Maintenance Of Project Records,
Correspondence, Supervision Of Project Drawings & Specifications)
 Architectural Designers (The Professional Staff Members; Do Most Of
The Labor Intensive Drawings, Building Models;) They May Meet Clients,
Hassle With Contractors, Building Code Officials, & If Talented Do
Schematic Design & Graphics Work.
 Secretaries/Administrative Assistants
A Typical Team Structure Consists Of The Following Players

8. Inception;
The Stage When A Firm Is First Formed, When The
Challenge Is To Get Enough Clients & Projects To Be
Financially Viable To Stay In Business.
The Survival Stage,
Where The Firm Has Enough Work To Stay In Business,
Staff Numbers Will Have Expanded & The Pressure To
Be More Successful Will Increase.
Success;
The Firm Has Proved Itself In The Marketplace & Has
Grown In Size & Complexity.
Evolution Of The Firm

9. The Culture Of Firm Is Manifest In The Interaction Of:
 The Firm’s Members (Directors, Professionals &
Support Staff) with Those Positioned Outside The Firm
(Clients, Consultants & Suppliers).
Culture Of The Firm

10.  Explicit Firm Goals :Are Rarely Stated Anywhere Outside Firm Brochures, Most Of Which
Promise: Great Design Done Within Budget, On Schedule, Efficiently & Effectively
 The Implicit Goals :Are Evidenced By The Kind & Quality Of Work A Firm Does Rather Than By
What It Says It Does.
The Goals Of Architectural Firms
1. Quality Of Design
2. Design Innovation
3. Professional Reputation & Fame
4. Service To The Client
5. Service To The Community & Public
6. Business Volume & Profit
Most Firms Tend To Develop Goal Structures That Dominate Their Approach To Practice & Contribute To
Their Image & Reputation.
The Goals Of Architectural Firms

11. 3. The Building Process & The
Architect's Role

12.  The Regulated Profession Of Architecture Is Relatively New.
In Ancient, Traditional Cultures And Languages, The Same Word Was Used For
Both Architect And Builder.
Construction Was An Integrated Craft In Which The Master Mason Or Master
Carpenter Knew How To Design and erect Structures From Foundation To Roof.
 The Industrial Revolution Changed The Craft Of Building. The Advent Of New
Materials, New Machines, New Engineering Techniques, And New Building
Requirements Made It Increasingly Difficult For Any One Person Or Organization To
Master Every Facet Of Building Design And Construction- Specialization Became
Inevitable.
 Role Of Architects Is To Design & Built The Buildings With Utility, Stability, Beauty,
And, It Is Often Hoped, Cost-effectiveness. /Commodity, Firmness & Psychological
Appeal/

13.  Drawings And Specifications.
 Detailing
To Assist Clients In Getting Project Designs Approved By All
Concerned Parties.
And To Mediate And Provide Guidance During The
Construction Of Projects.
Architects' Functional And Legal Responsibility :

14. How Projects Get Built
 Need
 Site and
 Finance
Site :Along With Recognition Of Project Need Comes
The Necessity For A Place To Meet The Need — A Site.
With Project Need And Site Identified, The
Owner/Client Must Then Assemble The Resources And
Expertise Required Transforming Ideas Into Reality.
Project Need + Site Identified => Transforming Ideas
Into Reality.

15. Finance
The Essential Resource Is Of Course Money To Pay For All Of The Costs Incurred In
Project Development:
 Property Acquisition Costs,
 Architectural And Engineering Fees,
 Legal Fees,
 Project Administration Costs,
 Market Analysis Costs,
 Financing Fees And Interest On Debt,
 Accounting Fees,
 Advertising And Public Relations Expenses,
 Selling And Leasing Costs,
 Insurance Premiums,
 Zoning And Building Permit Process Costs And
 Direct Construction Costs For All The Labor, Material, And Equipment Needed To
Build.

16. DESIGN AND DESIGN APPROVALS
This Phase Of Work Is Crucial; It Establishes The Fundamental Concept
For The Design, Taking Into Account Hundreds Of Potentially Conflicting
Factors:
 Detailed Program Requirements
 Site Conditions
 Construction Budget Constraints
 Regulatory Criteria Embodied In Zoning Ordinances, Environmental
Regulations,
 Building Codes
 The Aesthetic Idea Of Both Architect And Client. Each Reviewing
Authority May Have Its Own, Separate Design Criteria And May Require
Several Interim Reviews.

17. Assignment I (15%)