BUILT ENVIRONMENT COURSE TECHNOLOGY AND MANAGEMENT LESSON – (8)

LESSON – (8) SUMMARIZE OF ARCHITECTURAL TECHNOLOGY AND MANAGEMENT

ARCHITECTUAL TECHNOLOGY

Architectural technology, or building technology, is the application of technology to the design of buildings. It is a component of architecture and building engineering and is sometimes viewed as a distinct discipline or sub-category. New materials and technologies generated new design challenges and construction methods throughout the evolution of building, especially since the advent of industrialisation in the 19th century. Architectural technology is related to the different elements of a building and their interactions, and is closely aligned with advances in building science. Architectural technology can be summarised as the "technical design and expertise used in the application and integration of construction technologies in the building design process. or as "The ability to analyse, synthesise and evaluate building design factors in order to produce efficient and effective technical design solutions which satisfy performance, production and procurement criteria."

Architectural technology is a discipline that spans architecture, building science and engineering. It is practiced by architects, architectural technologists, structural engineers, architectural / building engineers and others who develop the design / concept into a buildable reality. Specialist manufacturers who develop products used to construct buildings, are also involved in the discipline. Architectural technology is informed by both practical constraints, and building regulations, as well as standards relating to safety, environmental performance, fire resistance, etc.

Practice of Architectural Technology In practice, architectural technology is developed, understood and integrated into a building by producing architectural drawings and schedules. Computer technology is now used on all but the simplest building types: in the twentieth century the use of computer aided design (CAD) became mainstream, allowing for highly accurate drawings that can be shared electronically, so that for example the architectural plans can be used as the basis for designing electrical and air handling services. As the design develops, that information can be shared with the whole design team. That process is currently taken to a logical conclusion with the widespread use of Building Information Modelling (BIM), which uses a three dimensional model of the building, created with input from all the disciplines to build up an integrated design.

MANAGEMENT

Management (or managing) is the administration of an organization, whether it is a business, Architect & Engineer Practicing. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization. Each Company has its own organization and operation system. Whatsoever, the aim and objective is the same and ensure it practice and comply with the Authority and the Law.

In this course of Management at this level is, in fact managing or organizing the architecture production drawings

Architectural management falls into two distinct parts, office management and project management. Office management provides an overall framework within which individual projects are commissioned, designed and completed. Both parts have the same objectives but are typically addressed by separate management systems. Office management involves the allocation and financing of resources, principally premises, trained staff and computer systems, and on establishing and charging appropriate fees for the services rendered. Project management focuses on timescales, developing a design from initial concept to working drawings, and managing the construction process The essence of architectural management is to ensure that work on a project is cost- effective, to achieve a balance between profitability and design quality.

Establishing Management OFFICE MANAGEMENT SITE MANAGEMENT

OFFICE MANAGEMENT A. Administration Department Financial & Banking Documents Filing & Printing Process Establishing The Fee Charges For The Services (Quotation) Invoicing and Issuing Payment Management And Training of Staff Marketing And Selling   B. Project Management Organizing and Preparation of Production Drawings Establishing the Project Program Schedule (Drawings, Design, Submission to Construction) Project Administration and Contract Documentation Establishing the Project Initial Cost or (Estimation Cost) Coordination with Other Relevant Consultants

2. SITE MANAGEMENT C. Construction Contract Conduct Site Progress Meeting (if client do not have PM) Project Inspection and Supervision Monitoring the Project Progressive Works Issuing of Payment Certificate and Issuing of Instruction Variation Order Conduct RI and Any Other Authorities Inspection. Apply Building Plan (BP) clearance from all necessary Authorities Issuing Certificate Of Completion(COC) of works and Issuing Defect List Apply Temporary Occupation Permit (TOP) and Certificate Of Statutory Completion (CSC)   D. Post Contract Upon Obtaining the CSC and Ending Of Defect Liability Period Conduct Final Defect Inspection Issuing Of Maintenance Certificate Vetting and approving As-Built Drawings and Operation Manual (OM) - Closing the Statement of Final Contract Account

Project Management Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time. A project is a temporary endeavour designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or staffing) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of such distinct production approaches requires the development of distinct technical skills and management strategies.

Project Management – continue The primary challenge of project management is to achieve all of the project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, quality and budget. The secondary — and more ambitious — challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives. The object of project management is to produce a complete project which complies with the client's objectives. In many cases the object of project management is also to shape or reform the client's brief in order to feasibly be able to address the client's objectives. Once the client's objectives are clearly established they should influence all decisions made by other people involved in the project - for example project managers, designers, contractors and sub-contractors. Ill-defined or too tightly prescribed project management objectives are detrimental to decision making.

SAMPLE OF CONSULTANTS ROGRAM SCHEDULE