Introduction to Practice Management

Introduction to Practice Management

• This module details establishing and managing a successful architectural practice.
• Melonie Bayl-Smith, director of Bijl Architecture, presented the module. She is a registered architect in NSW, ARBV, with a BoA in Tasmania.
• Melonie is an architect, well-known for her involvement in architectural education, professional standards, and architect registration.
• She holds multiple roles in professional organizations, including NSW AACA State Convenor and Elected Member of the NSW Architects Registration Board's committee.
• Melonie's work includes extensive involvement in architectural education, professional standards, registration of architects, being a chair of the National Committee for Gender Equity, and has previously served on numerous architectural committees.

Learning Outcomes

• Identify best practice in architecture, focusing on codes of conduct.
• Determine the appropriate business structure for an architectural practice.
• Understand the various challenges and opportunities that architectural practices face at different scales, sizes and complexity.
• Understand the required resources for an architectural practice, including people and management tools.

NSCA Performance Criteria (2015)

• This module aligns with competency 9.7, focusing on legal and regulatory requirements within architectural practice, management, and registration.

NSCA Performance Criteria (2021)

• This module aligns with practice management and professional conduct competencies.

The Architect and Best Practice

• Architectural practice management begins with legal requirements.
• The use of the word "architect" in a business name requires registration.
• Businesses must register architects in their dealings per individual state requirements, e.g., NSW requires a nominated architect.
• Codes of conduct, demonstrated by employer support of CPD and communication of registration details, define best practice.

Keeping Meaningful Records

• Maintain consistent and comprehensive project records to protect against future disputes.
• Design/project information, changes, and administration, and quality assurance and office management procedures are all factors important to managing and recording.

Basics of Business

• Business plans should outline the practice's purpose, vision, targets, and measurable KPIs.
• Business structures (sole trader, partnership, company, trust) have distinct legal and, consequently, liability differences that need consideration.

Key Business Consultants

• Practices need external consultants to assist in managing various aspects, including bookkeeping, accounting, legal issues, HR, IT.

Business Resources

• Practices need resources from external communities, including advice from business chambers on compliance, work health and safety (WHS) and other practice needs.
• Physical resources such as premises, computers, software, furniture, and office supplies are necessary.

Operational Costs

• Practices have various ongoing costs, including wages, insurance, office operations, and compliance.
• Understanding these costs is essential to establishing sustainable practice.

Fees and Profit

• A practice must consider its costs (fixed and variable) versus its fees to operate profitably.
• Essential for practice planning.

Practice Models

• Different scales of practice (micro, small, medium, large, global) have distinct profiles, opportunities, and challenges to their management.

Resources in Practice (People)

• Employers must consider the employee's welfare, relevant legal frameworks (Architects Award & National Employment Standard) and ethical professional conduct to maintain a healthy environment. These include areas needing attention, like cybersecurity, mental wellbeing (Beyond Blue, RUOK) and mental health issues, as well as respectful communication.

Office Management

• Office manuals are crucial for defining practice operations, including procedures, quality assurance, communication lines, and risk/safety management.
• QA/quality control processes need to be in place, and are important aspects of project management to ensure positive outcomes.

QA Processes

• Practices need to establish clear communication amongst all players to ensure projects function smoothly, with clear lines of responsibility, and avoid conflict.
• Project management systems are critical for efficient project execution and risk mitigation. This can involve checklists, work flows, and other procedures.