A.

REQUIREMENTS FOR SETTING UP AN ARCHITECTURAL PRACTICE/OFFICE

For setting up an architectural firm/organization/establishment the architect must consider the following
basic requirements:
Type of Organization:
Selecting the type of organization (Partnership or Proprietorship), defining shares and getting the Firm
Registered.
Space Requirement:
Depending upon the size of the organization, the space is requirement is computed and then a space of
similar area is found and wither taken on rent or bought depending on the investment and type of
organization for setting up the office.
Capital Investment and Source of Funds:
The investment to set up an office can classified as Immovable Investment and Movable Investment:
(a) Immovable Investment is the cost of the built up area of the office.
(b) Movable investment includes Computer, Printers/Plotters, Phones/Fax, Interiors, and Furniture etc.
Source of Initial Capital can be a person’s own money, soft loan and bank loan and Subsequent Investment
can be a part of one’s earnings.
Staff Requirements and Organization of Firm:
(a) Small Firm (less than 5 people): no specific organizational structure.
(b) Medium Firm (5-50 people): organize as departments like design, production etc.
(c) Large Firm (more than 50 people): may be organized departmentally or regionally.
Income Tax:
The firm, architect and employees should have a valid PAN number as a proof of registration with the
Income Tax Department.

B. TYPES OF ARCHITECTURAL OFFICES/ESTABLISHMENTS

The architect on the eve of commencement of his career has many options and if he wishes to open up his
own firm, he can choose from the following types:
Single Proprietorship Firm:
It is the easiest and simplest mode of a Consultancy Firm, where the Principal Architect will be solely
responsible for all decisions. He can employ assistants in his office but has to give directions to them.
(a) Suitability: Suitable for small and medium sized projects as the architect can provide complete attention
to the project. In case of larger ones, he has to assemble a reliable team (associates) for the project.
(b) Advantages:
 As a proprietor the architect can enjoy freedom of design and management, all profits and fame.
 One can take fast decisions, rectify mistakes and execute them.
 Few Legal Restrictions and taxation is only once @ personal income tax rate.
(c) Disadvantages:
 Difficulty in raising Capital and starting the firm.
 One shall have to bear all losses and blames for mistakes occurring in projects.
 Any indecisions may delay the projects.

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Partnership Firm:
It is a firm established by a mutual agreement between two or more partners to run a firm under a designated
name and symbol. The partners share all profit and losses, duties, liabilities and responsibilities. There are
two forms of Partnership: General Partnership and Limited Partnership
(a) Advantages:
 Sharing of Responsibility and no individual will be liable for everything.
 Ability to organize large organizations of employees, take up larger projects and offer more services
under one roof thus gathering more profit.
 Access to more capital and skills because of more members.
 Competition and Burden of Tax is reduced.
(b) Disadvantages:
 Slow in taking decisions due to larger members of people involved in decision making.
 Work can get slow due to communication gap among workers and quality of work can suffer due
to differences/disagreement in the ideas of the partner.
 Unlimited financial liability with limited Sources of Capital and Unsatisfactory Division of Profits.

Limited Company:
It is a bigger version of partnership type but with a more defined structure and a diversified range of projects.
It consists of a board of directors which include both technical and non-technical people, are who
collectively responsible for everything.
(a) Suitability: Suitable when the office grows from medium scale to large scale outfit.
(b) Advantages:
 It can raise a larger capital and offer multiple services.
 It can employ a large range of people with diversified specializations in multiple offices.
 Can have access to latest technology and management services through high investments.
(c) Disadvantages:
 Decision making can be slow due to which quality of work can suffer.
 It is a rigid organization as company goals are more important than design experimentation.

Large Scale Consulting Company:

These are globally operating consulting corporations that take up turn-key projects and provide all types of
services needed for that project.
(a) Suitability: Suitable for large scale projects.
(b) Advantage: Capable of taking large scale projects like high-tech buildings or townships; with access to
best available technology and human resources.
(c) Disadvantage: High initial investments and rigid organization.

Very Large Offices: these are corporate offices that focus on separate specializations and offer services in
specialized areas like city planning, urban design, landscape etc. separate units/departments are formed
within the same firm.
(a) Advantages:
 The reach of such companies can be trans-national with offices spread across the country/globe.
 Involves High-tech transfer of data and communication and so higher efficiency is possible.
 Such firms can encourage research and generate patents in design related fields.

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(b) Disadvantage: They can become rigid and less flexible due to the nature of work; targets need to be
achieved in limited time.

Free-lancing:
An architect operates as a consultant to several other architects/offices simultaneously from his own
premise, usually home.
(a) Suitability: for individualistic and creative architects who do not wish to work in official organizations.
(b) Advantages:
 Large scope of freedom and creativity and one can work at his own pace to meet deadlines.
 The problems of running an office and investments are avoided.
 The risks are low and losses, if any are minimum.
(c) Disadvantage: The ability to maintain a continuous delivery of work & high level of expertise in almost
fields is needed.

C. SPACE REQUIREMENTS FOR OFFICE ESTABLISHMENT

Depending upon the investment amount and method and other conditions, the architect can establish his
office or organization in the following ways:

Office in Own Residential Complex:

Most building regulations permit establishment of a small professional office in one's own residential
premises, usually in the basement or ground floor.
(a) Advantages:
 This is the easiest way a young practitioner can begin practice.
 Avoidable expense and time in commuting to the office is saved as there is no need to buy expensive
office space in any other part of the city.
 One can choose personal hours of work depending upon its urgency.
(b) Disadvantages:
 Clients and contractors tend to visit beyond office hours; due to which not only personal privacy
but the convenience of other family members can be affected.
 Space is a limiting factor.

Buying an Office Premises:

Another option is to either hire or buy office premises in convenient location. But for this one has to find
money for the initial payment/investment. Once the space is bought, the Architect will plan the interior
spaces to suit his own ideas and requirements.

D. STAFF REQUIREMENTS
 Every Architect needs technically qualified staff well as non-technical staff to run his office. Their
number, salaries, service conditions, etc., differ from practice to practice. Staff salaries and service
conditions for small practices are not regulated. The only stipulation for a small practice is that every
employee must be paid a minimum wage.
 The fact cannot be denied that the salaries of the technical staff will be far more as compared to the
salaries of non- technical staff. Hence, it will be essential to analysis man hours spent by technical staff
on the following:
(a) Drawings, Design, Revision, Checking.

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 (b) Meetings, Discussions, Telephoning and Site Survey & Supervision.
(c) Reference to technical Literature and Time for research.
(d) Correspondence and Report preparation.
(e) Staff Supervision and directing activities of the team.

E. STRUCTURE, LAYOUT AND ORGANISATION AN ARCHITECT’S OFFICE:

An Architect’s Office is an important aspect of his practice and as such it should be planned in a way that
it is methodically functional. The Architect should bear the following points regarding his office:
 His office should be located in a prominent and convenient place.
 His cabin should bear the evidence of his professional status.
 He must possess a good Library with his catalogues and samples arranged properly.
 He should be ready for discussion with his clients on the appointed date with all information ready and
the meetings shall be arranged such that the client does not have to wait for long.
 He should be devoted to his staff and make sure that sufficient light and ventilation is available to his
staff members and that no overcrowding takes place.

Functions of an Architect in Office:

 Collection and analysis of client’s instructions to understand what he needs.
 Discussion with client on appointment of consultants, contract procedure, and target cost & time period.
 Schematics to translate client’s requirements on papers.
 Preparing detailed plans and getting the same approved from local authority.
 Preparing working drawings.
 Tender work and Contract stage.
 Site Supervision, Discussion, etc.
 Final Stage and Record Plan.

Organizational Structure of an Architect’s Office:

1. Organizational Structure of Small Firms: Small firms with fewer than 10-12 people usually have no
formal organizational structure, depending on the personal relationships of the principals and
employees to organize the work. However, roughly the small firms are structured by the following
personnel:
(a) Principal Architect and/or his Partner: the principal architect is usually the founder of the firm and
has the following roles/duties:
 Financing the office and keeping a steady flow of work so as to maintain high standard of his
office by attending to contracts, cost planning and time limit for the completion of the works.
 Properly distributing work among the staff members and coordinating the works of various
consultants so as to obtain the desired result without any delay.
 Ideation and conceptualization of design problems and execution of the same through
drawings; Responsible for final approval of all drawings and documents required for the
General Correspondence.
(b) Assistant Architect, Architectural Assistants/Interns: they are qualified architects or student interns
who assist the principal in carrying out tasks related to the project. Their duties include:
 Supporting and helping the architects in finding the best solutions for complex technical
problems and for complex challenges coming from the site constraints.

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  Preliminary assessment of design data and development of the principal architect’s ideas
through preparation and development of drawings under his supervision; and pre-finalization
of presentation drawings and working drawings under the designer’s supervision.
 Communicating with the client about all architectural matters
(c) Office Manager and Coordinator: he is responsible for managing the day to day jobs of the office
related to the project, his duties include:
 Coordination with clients, consultants and engineers via e-mails and phone calls.
 Scheduling and attending meetings; approval of project presentations and supervising the same.
 Preparation of tender drawings and working drawings; and updating & finalizing drawings and
documents for the principal architect's nod.
(d) Quantity Surveyor: he is responsible for taking care of the construction cost estimates, quantities
and contracts. His main duties are:
 Prepare quantity and cost estimation documents.
 Working to keep the project on time and within the budget.
 Managing the finances for any kind of construction project - making sure that construction
costs and production are managed as efficiently as possible.
(e) Accounts Clerk: he is responsible for maintaining accounting records by entering data into the
computer; processing backups, making copies; filing documents. Other duties include:
 Verifying financial reports by running performance analysis and determining value of
depreciable assets by running depreciation analysis. .
 He protects organization's value by keeping information confidential.
 He accomplishes accounting and organization mission by completing related results as needed.
(f) Peon: he helps in assisting the office staff for day to day chores related to the office like:
 To carry files, letters, official papers, drawings and books, etc. as and when required by the
office staff and principal architect; and to take delivery of official parcels & posts in office.
 Assist in photocopies and filing of official documents apart from management of drawing
sheets from time to time including sheet folding and stacking
 To take attendance register from office to officer and back.
2. Organizational Structure of Small Firms: Medium or large firms with 5 to 50 employees or more are
often organized departmentally, regionally, or in studios specializing in project types. Some
departments formed in large firms are:
(a) Administration Department
(b) Architectural Programming Department
(c) Design and Concept Development Department
(d) Business Development Department
(e) Model Making Department
(f) Execution Department
(g) Project Management Department
(h) Engineering Services Department
(i) Site Department
(j) IT Department
(k) Legal Department
(l) Documentation Department

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Layout of an Architect’s Office:
The layout of an architect’s office reflects the nature of office which can be a hierarchical one with clearly
designated areas or an informal open office type where hierarchy is less rigid. The current trend is towards
less hierarchical and more open type of offices to promote greater work output.
 Generally exclusive cabins are provided for the principal architect to reflect their standing in the office
while others are assigned specific work areas with computers put on network.
 A separate meeting room or a discussion area is a must in an architect’s office; where client or
consultant meetings are held; aided by computer generated audio-visual modes.
 Apart from work and meeting areas, the office must also incorporate a Library, Material and Sample
Collection Space, Administration Section, Store, Pantry and a Reception.
(i) Library: A library is essential to keep in touch with the latest field and also to encourage
experimentation & a sense of inquiry among staff members. The collection of Books, Journals,
Reports, Drawings, etc. create a large data base to be used for research and Publications.
(ii) Materials or Sample Collection Area: It is necessary for a designer to have a large space for
collection of wide range of material samples for reference during design for greater creative
expression. All samples must be catalogued and filed for easy access.
(iii) Administration Section: The Administration Department should be present in large offices to
coordinate the various economic functions of the office including office accounts to maintain
all financial transactions of varied nature. In small or medium offices, two or more individuals
can perform this task.
(iv) Pantry: It is an area which can combine preparation and serving of beverages, heating facility
for food, drinking water coolers etc. for office members. A separate comfort station (toilet)
may also be present.
(v) Reception and Entrance Lobby: The entrance projects the image of the office and as such it
should be appealing with an office sign board, logo, address etc. neatly designated for clarity
and access. Reception can further boost this image through photographs, models and posters
of the past and present works.
(vi) Store: The store room, whether it is a small or a large office, is important for storing various
drawings and reports apart from providing a space for Plotting Machines, Xerox Machines etc.
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