Ma na gement, Practice a nd La w p300 2 8
Crit ic a l T hi n k i n g M od e l Exe c u t ive Su mma r y CV 1603 3 8 2 5
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Con t ents 1. Critical Thinking Model
pg.1
2. Exec utive summary
pg.2
3. curri culum vitae
pg.7
4. bibliography/Figure list
pg.8
XY
W h o We A re XY is comprised of two companies, X and Y that is based in Oxford, United Kingdom. X operates as a Limited Liability Practice within the Architectural field and provides consultancy style ser vices for Local Councils, Developer s and other private investor s. Y provides ser vices in many industries outside of the architectural field from graphic design, branding, research and development to providing ser vices such as lectures and wor kshops. Y will facilitate additional ser vices vital for the success of a large scale urban design projects through mar keting and the capabilities to incorporate new technologies to the design process. It is impor tant to note that while both X and Y possess independent sources of revenue and clients, they also provide ser vices for one another in collaboration dependant on the demands of either set of clients.
Va l ue s XY hold values close to its business practices, as prominent core beliefs provide vision and direction and allow a Company to establish an ethos. Teamwork is an impor tant aspect of XY, as the buildup of the company encourages collaboration between both X and Y. To provide value for a client, an efficient, well communicated team utilises the strengths of other s to provide excellence in its ser vices. Research forms the base for design and as times change so do technologies, deliver y systems, wor k processes and constr uction techniques. For XY research is paramount to being able to operate on the cutting edge of the industr y while pushing the boundaries of the confines of technology. Research is done to better the lives of people by improving the wor ld around them. Progress as a company can also be defined as adaption and experience. To always do best by the client’s, progress is needed in the form of new ser vices, new capabilities and solutions to new problems. XY believe that progress is what defines leading and distinguished businesses and with its close ties to research, fits as one of our values. Efficiency in business is indispensable as reduction to loss of time and loss of wor k force accompanied by profound communication and teamwor k allows the company to r un at its best. During these intense periods of optimum performance, a company will deliver its best wor k.
Vision Sta tement Our vision is to build a brand that will compete on the leading edge of the industries in which it operates, while still firmly rooted in architectural and urban design orientated ser vices. At XY we strive to provide the most efficient and cost effective ser vice which will provide our clients with bespoke site specific design and a clear mar keting strategy to fully engage the public and its end user s. As reputation and brand awareness grows we aim to break into various locations around the wor ld by unveiling sister companies. Our vision reflects our values: teamwor k, research, progress and Efficiency.
Serv ices X will offer Architectural/Urban Design ser vices within the RIBA Plan of Wor k Stages 0-3 as this will enable quick project turnover while not requiring large wor kforces to accommodate constr uction ser vices. X will wor k alongside the client rather than for the client and will allow them to take an active role within design. These ser vices will be offered in house or for the wor kforce to be accommodated in the place of business of the client. These two methods of wor king will allow a harmonious relationship to be built with the client while engaging the client within design, decisions and potential problems that arise. X ser vices;
• Team Assembly/Core Project Requirements (Stage 0) • Brief Establishment (Stage 1) • Feasibility Report (Stage 1) • Site Analysis (Stage 1) • Concept Design (Stage 2) • Consultation with client and public • Developed Design (Stage 3)
Y will provide a range of ser vices vital to businesses that are looking to define a brand, create an online presence and indulge in a mar keting strategies to enhance job prospects. Research and Development is essential within Y, as it looks to advance technology and integrate this within design and constr uction. Examples of the technology it looks to better, include: VR and its applications to design, how technology can facilitate new constr uction methods and the integration of technology within wor k processes. Y will also manage XYs mar keting strategy, brand awareness and online presence.
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XY Y ser vices; • • • • •
Branding/Brand Awareness Marketing Graphic Design Computer Programming Research and Development
B u s i ne s s S t ru cture A Business differ s from a Studio and Office through the methods and processes in which it operates. The basis of a Business is built upon its ability to effectively provide several specialised architectural ser vices. These ser vices are defined as: “Functional and technical feasibility, legal requirements, and a devotion to efficiency” (For lati 2012). Although these are ser vices in which an office can provide, a business uses proven standardised techniques to deliver a product to the client where the client is not usually the end occupier.
For an emerging practice to under stand its initial staff requirements the RIBA benchmar k of 2013/2014 has been used to distribute job roles. The table below gives the RIBA average and the distributed across a company with a size of 25 design staff. Job Title
Benchmark %
Quantity
Par tner/Director
15%
3.75
Associates
11%
2.75
Senior Architect
7%
1.75
Architect/Technician
25%
6.25
Student
16%
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Fig u r e 3 - I n it ia l E m p loye e Nu m b e r s
XY Board of Directors: • Handles Recruitment • Assigns goals to each company to meet the 3/5/10 year projections • Oversees large contracts to reduce contingencies • Discuss key elements of XYs direction • Success Evaluation • Consultations with accounting staff Admin/HR: • Maintains the smooth running of daily activities • Organises meetings and travel • Manage office supplies • Handles paperwork • Deals with client enquiries • Staff training/inductions
F i g ure 1 - Archite ctur al B u s i n e s s - St r u ct u r e
Accountant: • Preparation of financial reports for evaluation • General book keeping (Invoicing/Cash Flow) • Financial forecasting • Payroll • Auditing X Director :
F i g ure 2 - Company XY - St r u ct u r e
• Communicate relevant information from XY • Delegation of key goals to staff to meet the 3/5/10 year business plan • Responsible for fee agreements and signing of contracts • Implements key decisions influencing the company’s
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XY
direction • Success Evaluation • Consultations with accounting staff • Relays vital business information to board of directors • Initial client meetings/team assembly for projects/ client relationships • Oversee ongoing projects (time management, final sign off, public consultations) Architect/Urban Designer/Landscape Architect: • Bespoke design ser vices • Leasing with consultants • Application of key knowledge (Urban Design Principles, Architecture, Planning policies) • Communication between Y • Writing of repor ts/Planning Applications • Client relationship
(Please note suppor t staff roles and HR staff will also be present, please use roles and responsibilities from above)
Y Director : • See roles listed within X Graphic Design/Branding: • Bespoke design ser vices • Leasing with consultants • Application of key knowledge (Graphic Design, Brand Image, Key Trends.) • Communication between X • XY brand image • Client relationship • Responsible for Y Lecture Series Research and Development: • Research in defined fields • IT Technicians/Computer Programming for XY or Clients • Materialisation of Innovative/Conceptual Ideas • Communication between X • Y Lecture Series (Technology Futures) Marketing Staff: • XYs Marketing Campaigns -Reputation -Location/Cultural Response -Specialisation Demand • Leasing with consultants • Application of key knowledge (Graphic Design, Brand Image, Key Trends)
• • • •
Communication between X XY brand image Client relationship Sector Analysis for XY (Future trends)
(Please note suppor t staff roles and HR staff will also be present, please use roles and responsibilities from above)
Fina ncia l Structure For XY to remain profitable various financial str uctures will need to be implemented. With the employment of accountants within XY financial matter s can be monitored internally and both X and Y can be managed independently and collectively. Financial Forecasting will allow XY to adapt to macro principles of business by controlling the micro principles of its own business. Examples of this include: the ser vices it can afford to offer in times of economic downturn or the extra ser vices that can be applied during times of economic prosperity. This is also closely link with staff number as the same correlation can be applied. Forecasting trending in mar ket will prevent damages or debt being accumulated by the company. Cash Flow monitoring will allow up to date information about the profitability of the company to be assessed daily. Financial obstacles will be flagged and brought to the attention of the appropriate staff members and relevant actions will be taken. Invoice Monitoring is essential in regulating working capital. Regular invoicing will ensure constant payments are being made to a company for its services. Time Management is fundamental in the pricing of works and as such, daily timesheets will be filled out to enable accounting staff to invoice correct monetary values to clients.
Sources of Income Design based companies rely on client based fees as their largest source of income. XY will adopt an hour ly rate system that will var y in price dependent on the member s of staff involved in a project. As the project time scales are accelerated a higher number of staff member s will be needed to complete the job on time and therefore a higher rate per hour will be charged. To stay competitive, initial hour ly rates for ser vices will be set below the RIBA Benchmar k average for X. A breakdown of these figures can be seen below.
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XY F i g ure 4 - RIB A Benchm a r k Ave r a g e H ou r ly R a t e s
For Y, operating outside of architecture, hour ly rates can be set per the demand for ser vices. In a rise of demand, hour ly rates can be increased which will decrease the number of clients and allow the business to continue to operate at higher levels of income without having to invest in greater number s of staff/ resources etc. To stay competitive, initial hour ly rates will be set slightly below the mar ket average and be increased as experience/technical ability and assets grow. Alongside these standard sources of income, future sources may come from patenting of new technologies and the selling of design based and mar keting based cour ses.
Ta rg e t Ma rket XY believe that finding the right client with similar values and goals to be fundamental in projecting our brand image to a project. X will wor k in many sector s of Architecture as the principles of Urban Design can be applied to many large-scale projects. Using connections with Oxford City Council we aim to retain the business of the local council while targeting other local councils within the vicinity. Once a reputation has been established this will then expand to include private contractor s/investor s and government scale contracts.
Obligations and authority of architect: • Duty of Care • Information Exchanges Obligations and authority of client: • Key decisions that would influence build cost/time • Length of Contract • Budget • Scope of work changes Assignment and sub-contracting: • Clients approval on external consultancy’s Fees and expenses: • Clear break down of fee calculation • Fee adjustment procedures, clause 5.8 (RIBA 2012) • Accepted Payment Methods • Outstanding invoicing procedures Copyright and use of information: • One time use for the duration of the single project Liability and insurance: • Public Liability Insurance • Professional Indemnity Insurance Suspension or termination: • 7-day notice period • Evidence and thorough reasoning must be clear Dispute resolution • Settlement in house • RIBA approved adjudicator • Litigation procedures Consumer’s right to cancel • 7 day to cancel right (Work should not commence until this period has ended)
L eg a l Re qui re m e nts After being approached by a client X will enter negotiations and outline the conditions of appointment for the RIBA Standard Agreement (RIBA 2012). Once the contract is signed by both par ty’s wor k can commence. The agreement will contain elements listed below: Definitions and Interpretation: • Outline of the brief • Scope of work • Length of Contract
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XY
Pro j e ct i o ns XY aims to push into the national mar ket and eventually into the international mar ket as a forer unner for Urban Design related ser vices and for technological advances within multiple fields. To grow to such scales, it is essential to our business model that we provide exceptional ser vices and leave our clients satisfied, as repeat clients account for approx. 40% of business (Ware, 2014). In-house mar keting staff, graphic designer s and brand designer s will facilitate large scale adver tisement projects within emerging mar kets, sector s and regions. Being able to exploit various forms of media, a brand can expose itself to many locations, groups of people and business all through their online presence. It is also impor tant to not disregard tried and tested modes of adver tisement through, magazine entries and by exposure through competition entries. While these methods may be a conventional way of gaining publicity XY will offer a variety of lecture series from Principles of Urban Design to Technology Futures that will be showcased around univer sities, existing offices (CPDs), conferences and in house to invited guests.Â
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Rob e rt A nto n y C r e s sw e ll 16 / 0 4 / 1993
30 War ren Crescent Headington Oxford, OX3 7NG +447880550013 rober tcresswell@live .co.uk
www.rober tantonycresswell.com uk.linkedin.com/in/r acresswell www.instagr am.com/r acresswell www.rober tcresswell.tumblr.com
PROFESSIONAL EXPERIENCE
ABOUT ME
HSSP Architects Ltd (2014 - 2016)
R IB A Par t I I - Po s tgr a d u a t e C ou r s e Year 1 Spe c ialis atio n - Urb a n D e s i g n Society o f Ur ba n D e s ig n OXArch
Hello, I am cur rently a postgr aduate architecture student wor king towards my RIB A Par t II award at Oxford Brookes Univer sity. I regard myself as an extremely punctual and or ganised per son that wor ks well under pressure . Having exper ience in pr actice I have developed an effective , thorough and precise approach to design and pr ide myself on being able to adapt to var ying situations. I wor k well in a team and independently as I always aspire to complete tasks to the best of my ability. I am always looking to expand my fields of knowledge an example of this would be , the assembly of a new company website for my previous employer s which is cur rently r unning. I believe I would make a great addition to your team, if you have any questions please do not hesitate to get in touch.
Leeds School of Architecture (2011 - 2014)
SKILLS
R IB A Par t I - A r c h ite ct u r a l As s i s t a n t R eferen c e - R ic h ar d C oo p e r - D i re ct o r (r.cooper @h s s par c h ite ct s . co. u k ) Pera B u s in e s s Pa r k Melto n Mow bra y Leiceste r s h ire LE13 0 PB
EDUCATION Oxford Brookes University (2016 - Present)
R IB A Par t I - U n de r gr a d u a t e C o u r s e (2 . 2 ) Society o f A r ch it e ct u ra l Know l ed g e
Bilborough College (2009 - 2011)
AutoC AD Photoshop
A L eve ls Rugby Te a m
Illustr ator
The Nottingham Bluecoat School (2004 - 2009)
Sketchup/Vr ay
G C SE s Footb all Te a m Rugby Te a m B adm in t o n Te am Cr icket Te am
InDesign Model Making Microsoft Office WordPress INTERESTS
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B i bl i o g ra p h y Dobson, A. (2013). Fee calculation, negotiation and management for architects. [online] RIBA. Available at: https:// www.architecture.com/Files/RIBAProfessionalSer vices/Regions/Nor thWest/Education/Par t%203/StudyPacks2013/ March2013LectureNotes/FeeCalculation,NegotiationandManagement-AdrianDobson.pdf [Accessed 5 Jan. 2017]. Elias, H. (2009). Good practice guide. 1st ed. London: RIBA Publishing. Forlati, S., Isopp, A. and Piber, A. (2012). Wonderland. 1st ed. Vienna: SpringerWienNewYor Phillips, R. (2009). Good practice guide: Fee Management. 1st ed. London: RIBA Pub. RIBA. (2007). RIBA Quality Management Toolkit. [online] Available at: https://www.architecture.com/files/ membersonly/qmtoolkit/guidance.pdf [Accessed 15 Jan. 2017]. RIBA (2012). Appointment Contracts. [online] Available at: https://www.architecture.com/Files/ RIBAProfessionalSer vices/Regions/Nor thWest/Education/Par t%203/StudyPacks2013/March2013LectureNotes/RIBAApp ointmentAgreements20102012revision-AdrianDobson.pdf [Accessed 4 Jan. 2017]. RIBA (2013). RIBA Plan of Work 2013 - Concept. [online] Available at: https://www.ribaplanofwork.com/about/ Concept.aspx [Accessed 15 Nov. 2016]. RIBA. (2014). Business Benchmarking Executive Summar y. [online] Available at: https://www.architecture.com/Files/ RIBAProfessionalSer vices/Practice/Benchmarking/RIBABusinessBenchmarkingExecutiveSummar y2013-14.pdf [Accessed 6 Jan. 2017]. RIBA (2015). RIBA Agreements 2010 (2012 revisions) Addendum. [online] Available at: http://www.ribabookshops. com/uploads/08b9a5e3-fe60-d914-01be-24612a160b32.pdf [Accessed 17 Jan. 2017]. Scharphie, M. (2014). Emerging Modes of Architectural Practice: Reframing The Value Proposition of Architecture. [online] miascharphie.com. Available at: https://miascharphie.com/research/emerging-modes-of-architecture-practice/ [Accessed 20 Nov. 2016]. Ware, S. (2014). Business Management. [online] RIBA. Available at: https://www.architecture.com/RIBA/Assets/Files/ Par t3docs/April/Spring%20Lecture%20Notes%20DXBHK/BusinessManagement-SooWare.pdf [Accessed 19 Jan. 2017].
Fi gu re L i s t Figure 1 - Forlati, S., Isopp, A. and Piber, A. (2012). Diagram of Architectural Business Model. Wonderland. 1st ed. Vienna: SpringerWienNewYor. Figure 2 – Cresswell, R. (2017). Company XY Business Structure Model [Personal Work] Figure 3 - Ware, S. (2014). Business Management. % Figures for average no. of employees [online] RIBA. Available at: https://www.architecture.com/RIBA/Assets/Files/Par t3docs/April/Spring%20Lecture%20Notes%20DXBHK/ BusinessManagement-SooWare.pdf [Accessed 19 Jan. 2017]. Figure 4 - Ware, S. (2014). Business Management. RIBA Benchmark Hourly Rates [online] RIBA. Available at: https://www.architecture.com/RIBA/Assets/Files/Par t3docs/April/Spring%20Lecture%20Notes%20DXBHK/ BusinessManagement-SooWare.pdf [Accessed 19 Jan. 2017].
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