this report talks about architect's as project managers, the services they tend to render, also the advantages of appointing an architect as a project manager..

1. RIVERS STATE UNIVERSITY, NKPOLU OROWUROKWO
PORT HARCOURT
DEPARTMENT OF ARCHITECTURE
A Term Paper on
THE ARCHITECT AS A PROJECT MANAGER
Written by:
SAMPSON JOSHUA JACKSON
(DE.2014/1494)
COURSE: ARC 474 (PROJECT MANAGEMENT)
Lecturer: Dr. Wariebi Gabriel Brisibe
Date: AUGUST, 2018

2. TABLE OF CONTENT
TITLE PAGE 1
TABLE OF CONTENT 2
INTRODUCTION 3
What is Project Management? 3
Who is an architect? 3
WHY MUST AN ARCHITECT A PROJECT MANAGER? 4
CHALLENGES ARCHITECTS FACE AS PROJECT MANAGER 4
DUTIES OF AN ARCHITECT AS PROJECT MANAGER 5
FEES ENTILED TO THE ARCHITECT AS PROJECT MANAGER 6
CONCLUSION 6
REFERENCES 7

3. INTRODUCTION
The increase of abandonment of construction project has been frequently reported in most part
of Nigeria such as Rivers state, Bayelsa State, Enugu State, Cross river State, etc. of which
about 70% are government projects abandoned by government officials at the end of a
particular tenure in office. The Federal Ministry of Works reported that the lack of having the
competent PMs and mismanagement are still critical problems in Nigerian construction
industries [3].
Statistics has proved that nearly 90% of abandoned projects were caused by management
problems faced by the developer [3]. Only a few of the causes are due to technical matters and
failure in the company’s performance. The statistics also reveal that one of the main reasons for
project failures in Malaysia and many other developing countries is the lack of a proper
architect as a PM (ArPM), as an agreeable and competent manager with appropriate plans and
point of view
WHAT IS PROJECT MANAGEMENT?
BSI 2001: “Project management is the planning, monitoring, controlling of all aspects of a
project and the motivation all those involved in it to achieve the project objectives on time to
the specified cost and performance [2].
According to Project Management Institute (PMI) – “Project management is the application of
knowledge, skills and techniques to execute projects effectively and efficiently. [2]
WHO IS AN ARCHITECT?
Architect’s registration council of Nigeria (ARCON) and the Nigerian institute of architects
(NIA) conditions of engagement and remuneration services 21st September 2011 [1]. -
“Architect shall mean the professional architectural firm, organization or person commissioned
by the Client to carry out the services required under the Agreement”.
The document also refers to “the Architect” as the professional architectural firm, organization
or person commissioned by the Client to carry out the services required under the Agreement.
The document also defines The PRIME CONSULTANT as the Architect, who is the Prime
Consultant and the Team Leader on building projects. He initiates, conceives and produces the
Architectural Design, coordinates the input of other consultants and manages the project

4. WHY MUST AN ARCHITECT BE A PROJECT MANAGER?
technical matters and failure in the company’s performance. most research also reveals that one
of the main reasons for project failures in many developing countries is the lack of a proper
architect as a PM, as an agreeable and competent manager with appropriate plans and point of
view [4]
The role of a PM will drive the success of the projects implementation. Therefore, the capability
of an Architect as a PM (ArPM) is critical in reducing challenges encountered.
CHALLENGES ARCHITECTS FACE AS PROJECT MANAGERS
Lack skills and ability to manage and handle problems: The Architect PM has to be
both skilled and knowledgeable in order to overcome challenges that they would encounter
during the design stage or implementation stage. Lack of sufficient skills or knowledge will
lead to poor communication that weakens the relationship between both PM and contractors and
between PM and clients [5].
Lack of good communication: Siva and London [6] implied that the relationship
between employees and architect is important. According to Hewage et al. [7], over 45% of
construction workers described communication problems between the managers and the
workers; this inadequate communication clearly results in adverse impacts on the productivity
of the workforce.
Changes or increases in design or project scope: factors such as increases in the scope
and complexity of the structure as well as the active systems for its infrastructure and buildings,
integrated project delivery and building information modeling, inadequate design, and poor
planning may also create additional challenges in the completion of a construction project [8].
Tired workers or construction professionals: The stressful environment of a construction
project may reduce the potential capability of the PM. According to a recent occupational stress
study in the construction industry, nearly 70% of construction professionals suffer from stress,
anxiety, or depression [9]. An environment that causes stress ultimately causes challenges in the
construction industry project implementation and resource management [10].
Some other critical challenges faced by an Architect as PM are “poor planning,” “unfamiliar
technology,” “unfamiliarity with green buildings and materials,” “inappropriate scheduling,”
and “poor workmanship.”

5. THE DUTIES OF AN ARCHITECT AS A PROJECT MANAGER
Project Management Services (Clause 2.7): The architect in his capacity as the project manager
is the client’s representative on the project team for the co-ordination of logistics and general
support services as required by the size and nature of the project [10].
The following are the core services an architect provides with regards to project management
while acting as the project manager in charge of project planning, control and co-ordination
from inception to completion:
Project Management Services [10]:
The consultant architect in providing project management services does the following:
1. He identifies the client's objectives and priorities. This, he does mainly through oral
interactions and meetings with the client.
2. He develops and prepares a brief
3. Prepares an option / feasibility report
4. Executes a risk analysis exercise
5. Establishes the budget and the total project programme.
6. Advises the client on the design team selection.
7. Establish and manage integrated communication and information systems between the client
and the design Team.
8. Advise the client on the appropriate procurement strategy
9. Establish the pre-contract control systems and execute a value analysis exercise
10.Monitor the planning permission and other statutory consents from respective authorities.
11.Facilitate and receive tenders evaluation / report including the selection of contractor(s).
12.Establish the post contract time, cost and quality control and management systems.
13.He receives from the Prime Consultant, Quarterly Progress Reports (QPR), through to the
project completion commissioning and occupation.
Other works which requires a consultant architect’s project management services includes
normal supervision of construction works, resident supervision, interior decoration, renovation,
rehabilitation, refurbishing, restoration, remodeling, retrofitting etc, landscape, negotiations,
special reports, pre-design services, feasibility studies, design quality management (DQM),
Arbitration, Schedules of dilapidation/condition surveys, green building rating, green building
rating faculty services, green building rating assessment, design audit, procurement, and few
other services [10].

6. FEES ENTILED TO AN ARCHITECT FOR THE SERVICES OF A
PROJECT MANAGER (ArcPM)
The remuneration represents the approved minimum for the corresponding professional service
rendered by the Architect. With this remuneration, an Architect, as the Prime Consultant on
building projects, is expected to render competent services to meet the client’s needs in private
sectors as well as the general public.
All remunerations payable to the Architect shall be in accordance with Table 5.11a, while
remunerations for Tendering and Construction Stages shall be charged on the minimum hourly
rates in accordance with Schedule 4.3. The hourly rate is subject to annual adjustment using the
inflation index of the Central Bank of Nigeria.
CONCLUSION
Architects as Project managers, more than any other individual, exert an immense
influence over a project and can turn a potential success into an abject failure and a
potential failure into a resounding success. The Architect as a designer and solution
provider is trained to have a mental picture of their design, which drives them into
working hard to achieve their set goals. And if assigned as Project Manager in a

7. construction project, he tends to use his creative ability to visualize the outcome and
work hard to achieve it.
REFERENCES
1. Architect’s registration council of Nigeria (ARCON) and the Nigerian institute of architects
(NIA) “conditions of engagement and remuneration services” 21st September 2011
2. Wiley Blackwell- “Code of Practice for Project Management and Construction
Development.”
3. Daily Times newspaper 30/10/2016- The_increase_in_abandoned_projects_in_Nigeria.
4. S. Rajoo, “The PAM 2006 standard form of building contract—a change in risk allocation,”
Malayan Law Journal, 2010. View at Google Scholar
5. M. Z. A. Majid, W. Z. Zakaria, and A. Keyvanfar, “Executive information site management
system for monitoring project performance: system requirement study,” OIDA International
Journal of Sustainable Development, vol. 3, no. 3, pp. 11–24, 2012. View at Google Scholar
6. J. P. S. Siva and K. London, “Investigating the role of client learning for successful
architect-client relationships on private single dwelling projects,” Architectural Engineering
and Design Management, vol. 7, no. 3, pp. 177–189, 2011. View at Publisher · View at
Google Scholar · View at Scopus
7. K. N. Hewage, J. Y. Ruwanpura, and G. F. Jergeas, “IT usage in Alberta's building
construction projects: current status and challenges,” Automation in Construction, vol. 17,
no. 8, pp. 940–947, 2008. View at Publisher · View at Google Scholar · View at Scopus
8. C. B. Tatum, “Integrated construction engineering activities to satisfy challenging project
objectives,” in Proceedings of the Construction Research Congress, Construction Challenges
in a Flat World, pp. 139–148, ASCE, 2012.
9. CIOB, “Occupational stress in the construction industry,” CIOB national stress survey
results, 2006, http://www.ciob.org/sites/default/files/CIOB%20research%20-
%20Occupational%20Stress%20in%20the%20Construction%20Industry%202006_0.pdf.

8. 10.M. Leung, Y. Chan, and P. Olomolaiye, “Impact of stress on the performance of
construction project managers,” Journal of Construction Engineering and Management, vol.
134, no. 8, pp. 644–652, 2008. View at Publisher · View at Google Scholar · View at Scopus