Exclusives

RSS

Unless you have been living in the Truk Islands, you have noticed (or even been a part of) the varied range of collaborations occurring among architectural offices in recent years. We’re not talking about collaborations between architects and landscape architects, engineers, or artists—that’s another story. Just looking at collaborations between different architectural practices reveals not only certain trends but some particular problems that warrant attention, in order to help create better relationships––and architecture. Up until 15 or so years ago, it was common for many large architectural offices to promote themselves as “full-service” firms handling all phases of the project

Capital requirements Start-up capital is crucial for any new firm and is required to fulfill two basic needs: initial expenses the cost of funding operations until sufficient cash flow to sustain operations has been established. One of the first questions most architects ask when contemplating a start-up is how much money will be needed. No two start-ups are exactly alike, but most find it necessary to have enough cash to cover three to six months of operating costs, plus the amount needed to cover organizational expenses.One way to calculate this is to make up a budget, with an experienced very

Almost every architect has, at one time or another, contemplated starting a firm. There are an almost unlimited number of reasons why one might do so. But why would anyone start a new practice when the economy is bad? With the marketplace more competitive than usual, it would seem that a new firm wouldn’t stand a chance. Photo © Bob Rowan, Progressive Image/Corbis Contrary to this conventional wisdom, many people start firms during periods of economic recession. Charles Dickens’s A Tale of Two Cities famously begins, “It was the best of times; it was the worst of times.” In a

  During the recent construction boom, almost every project seemed urgent. Fast-tracking and design-build ruled, and it looked like there was no end of the work in sight. Our clients were flush with cash and willing to pay a premium to get work done quickly. When things were good, many architects didn’t feel they had time for work plans for new projects. They stopped making the critical up-front assessments of the steps needed to figure how much it would cost the firm to do a project, to make schedules, and to properly allocate resources. Times have changed. Firms are competing