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• Title Page
• Copyright
• Contents
• Foreword
• Preface
• Acknowledgments
• About the 15th Edition of the Handbook
• PART 1 THE PROFESSION
• CHAPTER 1 Ethics and Professional Practice
• 1.1 The AIA Code of Ethics and Professional Conduct
• INTRODUCTION TO THE CODE OF ETHICS AND ETHICAL PRACTICE
• HISTORY OF THE AIA CODE OF ETHICS
• STRUCTURE OF THE CODE
• NATIONAL ETHICS COUNCIL
• COMPLAINT PROCESS
• PRACTICAL CONSIDERATIONS
• COMMON COMPLAINTS
• CONCLUSION
• 1.2 Ethics and Architectural Practice
• FOUR WAYS TO THINK ABOUT ETHICS
• CASE STUDY VIGNETTES
• WHAT’S NEXT FOR ETHICS AND PRACTICE?
• 1.3 Design Beyond Ethics
• INTRODUCTION: THE CHEF ARCHITECT
• AESTHETICS
• ETHICS AND MORALITY
• PROFESSIONAL ETHICS
• ETHICS OF AESTHETICS
• ETHICS OF ARCHITECTURAL AESTHETICS
• AESTHETIC ATTENTIVENESS
• ART VS. SCIENCE IN ARCHITECTURE
• CONCLUSION: THE CHEF ARCHITECT
• CHAPTER 2 Diversity and Demographics
• 2.1 Diversity and Practice Management
• THE BENEFITS OF DIVERSITY AND INCLUSION
• THE DIVERSITY CHALLENGE
• CONCLUSION
• 2.2 Demographics of Practice: 2012 AIA Firm Survey
• SUMMARY OF FINDINGS
• STAFF AT ARCHITECTURE FIRMS
• FORMATION OF FIRMS
• THE PRACTICE
• CONSTRUCTION SECTORS SERVED
• CONCLUSION
• CHAPTER 3 Career Development
• 3.1 Regulation of Professional Practice
• THE BASIS FOR THE REGULATION OF THE PRACTICE OF ARCHITECTURE
• HISTORY OF THE LICENSURE OF ARCHITECTS
• ELEMENTS IN COMMON THROUGHOUT LICENSING LAWS
• THE REGISTRATION BOARD
• DEFINITION OF THE PRACTICE OF ARCHITECTURE
• USE OF THE TITLE
• USE OF THE STAMP OR SEAL
• QUALIFICATIONS FOR LICENSURE
• RENEWAL OF A LICENSE
• RECIPROCITY
• EXEMPTIONS
• CORPORATE PRACTICE
• COMPLAINTS
• DISCIPLINE
• BOARD RULES AS OPPOSED TO STATUTES
• CONCLUSION
• 3.2 Intern Development
• THE EXPERIENCE COMPONENT OF LICENSURE
• MANY OPPORTUNITIES TO EARN EXPERIENCE
• IDP REQUIREMENTS
• PROFESSIONAL NETWORK OF RESOURCES
• 3.3 The Career Paths of an Architect
• CAREER DESIGNING
• CAREER PATHS
• EMERGING CAREERS
• CONCLUSION
• 3.4 AIA Continuing Education System
• AIA/CES MISSION
• CONTINUING EDUCATION OVERVIEW
• CONTINUING EDUCATION REQUIREMENTS FOR LICENSURE
• HOW AIA/CES WORKS
• PROVIDERS
• AIA/CES EVOLUTION
• LIFELONG LEARNING
• 3.5 Participating in Professional Organizations
• HISTORY
• TYPES OF ORGANIZATIONS
• GETTING INVOLVED
• PARTIAL LIST OF PROFESSIONAL ORGANIZATIONS SHAPING THE PROFESSION
• 3.6 Participating in Architectural Education
• INTRODUCTION
• INVOLVEMENT WITH AN ALMA MATER
• LOCAL PARTICIPATION
• NATIONAL PARTICIPATION
• OTHER OPTIONS
• CHAPTER 4 Public Interest Design
• 4.1 Socially Responsible Design Overview
• THE SOCIAL IMPACT OF DESIGN
• SOCIALLY RESPONSIBLE DESIGN PRACTICES
• ORGANIZATIONS FORWARDING SOCIALLY RESPONSIBLE ARCHITECTURE
• CONCLUSION
• 4.2 The Role of Architects in Disaster Response and Recovery
• INTRODUCTION
• BUILDING DAMAGE AND SAFETY ASSESSMENTS
• THE AIA DISASTER ASSISTANCE PROGRAM AND COMPREHENSIVE RESPONSE SYSTEM
• ARCHITECTS IN RESPONSE AND RECOVERY EFFORTS
• DISASTER RESILIENCE AND BUILDING MITIGATION
• CONCLUSION
• 4.3 Architects in the Nonprofit Sector
• INTRODUCTION
• PRO BONO WORK
• CONCLUSION
• 4.4 Public Service and Community Involvement
• THE ARCHITECT’S ROLE IN COMMUNITY AT LARGE
• CIVIC AND COMMUNITY ENGAGEMENT: DESIGN
• CIVIC AND COMMUNITY ENGAGEMENT: LAND USE POLICY, ZONING, AND BUILDING CODES
• CIVIC AND COMMUNITY ENGAGEMENT: ECONOMIC DEVELOPMENT
• CIVIC AND COMMUNITY ENGAGEMENT: BROAD SUSTAINABILITY
• LEADERSHIP, POLICY, AND POLITICAL OFFICE
• CONCLUSION
• PART 2 FIRM MANAGEMENT
• CHAPTER 5 Organizational Development
• 5.1 Architects and the Law
• LEGAL OVERVIEW
• COMMON CLAIMS AGAINST ARCHITECTS
• DEFENSES TO CLAIMS
• CLAIMS AVOIDANCE
• 5.2 Entrepreneurial Practice: Starting an Architecture Firm
• DESIGN FIRM BUSINESS MODELS
• START-UP BUSINESS PLANNING
• ENTREPRENEURIAL PRACTICE
• CONCLUSION
• 5.3 Strategic Planning for the Design Firm
• WHY BUSINESSES USE STRATEGIC PLANNING
• ELEMENTS OF THE STRATEGIC PLAN
• PREPARING FOR PLANNING
• DEVELOPING THE PLAN
• IMPLEMENTING THE STRATEGIC PLAN
• MAINTAINING A STRATEGIC PLANNING CULTURE
• 5.4 Firm Growth and Development: How to Build a Creative Culture
• INTRODUCTION
• THE BASICS
• FIRM ORGANIZATIONAL STRUCTURE
• THE MAKING OF A CREATIVE CULTURE AND A LEARNING COMMUNITY
• CREATING A LEGACY
• 5.5 Leader Effectiveness
• THE ARCHITECT AS LEADER
• RECIPROCITY AND THE CITIZEN ARCHITECT
• THE PROPENSITY FOR ENGAGEMENT
• LEADER EFFECTIVENESS
• COGNITIVE PROBLEM-SOLVING
• THE LEADERSHIP CHALLENGE OF PERFORMANCE DEVELOPMENT: THE GUILD HALL
• THE LEADER’S ROLE IN CONFLICT MANAGEMENT
• TEAMS: WHEN AND HOW
• DEVELOPING LEADERS: THE IMPERATIVE
• 5.6 Ownership Transitions
• AN OVERVIEW OF OWNERSHIP TRANSITIONS
• DEVELOPING AN EFFECTIVE INTERNAL TRANSITION
• SELLING A FIRM
• VALUING A FIRM
• SUMMARY
• 5.7 Small-Firm Collaboration
• POTENTIAL BENEFITS OF COLLABORATION
• ELEMENTS OF SUCCESSFUL COLLABORATION
• CHALLENGES FOR COLLABORATION
• WHEN NOT TO COLLABORATE
• CONCLUSION
• 5.8 Practicing in a Global Market
• GLOBAL ECONOMY/GLOBAL PRACTICE
• THE STRATEGIC DECISION TO ENTER GLOBAL PRACTICE
• BUILDING A STRONG PRACTICE FRAMEWORK: GETTING STARTED
• PROTOCOLS FOR A STRONG PRACTICE: OFFICE MANAGEMENT
• SUSTAINING A STRONG PRACTICE: GETTING BUSINESS
• RECOMMENDATIONS
• CONCLUSION
• 5.9 Developing and Managing Multiple- Office Firms
• INTRODUCTION
• DISCUSSIONS ABOUT DEVELOPING A MULTI-OFFICE FIRM
• ORGANIZATIONAL STRATEGY
• OPERATIONAL BUSINESS MODELS
• MANAGING A MULTI-OFFICE FIRM
• A WORD OF CAUTION
• WORKING TOWARD SUCCESS
• 5.10 Office Administration
• ELEMENTS OF OFFICE ADMINISTRATION
• ADMINISTRATIVE ROLES AND FUNCTIONS
• PROCESSES AND PROCEDURES
• PROJECTS
• CONCLUSION
• 5.11 Knowledge Management
• INTRODUCTION
• ABOUT KNOWLEDGE MANAGEMENT
• WHY KNOWLEDGE MANAGEMENT?
• DEFINING KNOWLEDGE
• IMPLEMENTING KNOWLEDGE MANAGEMENT
• CONCLUSION
• 5.12 Information Management and Services
• INFORMATION MANAGEMENT
• INFORMATION SERVICES
• CONCLUSION
• CHAPTER 6 Marketing and Business Development
• 6.1 Marketing Architectural Services
• INTRODUCTION
• MARKETING ARCHITECTURAL SERVICES
• THE PURCHASE DECISION
• THE IMPORTANCE OF GOOD DECISION MAKING
• HOW PASSION FITS IN
• THE MARKETING TEAM
• MARKETING SYSTEMS
• THE REST OF THE CHAPTER
• CONCLUSION
• 6.2 Developing Marketing Strategy
• THE ESSENCE OF MARKETING AND STRATEGY
• PITFALLS AND OPPORTUNITIES
• CREATING AND LIVING STRATEGY
• CONCLUSION
• 6.3 Public Relations and Communications
• DEVELOPING A COMMUNICATIONS PLAN
• WEBSITE CONTENT AND DESIGN
• SOCIAL MEDIA AND DIGITAL COMMUNICATION
• SPEAKING TO CLIENT AUDIENCES
• ADVERTISING
• COMMUNICATING IN SPECIAL SITUATIONS
• CONCLUSION
• 6.4 Networking and Business Development
• INTRODUCTION
• ESSENTIAL ELEMENTS OF THE SALES PLAN
• TRUST AND THE PURSUIT OF NETWORKING
• MULTILEVEL MARKETING
• TEAMING, ALLIANCES, AND PARTNERSHIPS
• TECHNOLOGY AND NETWORKING
• NETWORKING EVENTS
• CONCLUSION
• 6.5 Qualifications, Proposals, and Interviews
• THE GO/NO-GO POLICY
• THE PROPOSAL PROCESS
• QUALIFICATIONS: ORGANIZING STANDARD PROPOSAL ELEMENTS AND BOILERPLATE
• THE SHORT-LIST INTERVIEW
• CONCLUSION
• CHAPTER 7 Financial Management
• 7.1 Navigating Economic Cycles
• THE IMPORTANCE OF UNDERSTANDING ECONOMIC CYCLES
• UNDERSTANDING AND INTERPRETING ECONOMIC CYCLES
• IMPLICATIONS OF CYCLES ON THE FUTURE OF PRACTICE
• IMPACT ON ARCHITECTS
• CONCLUSION
• 7.2 Financial Management Overview
• INTRODUCTION
• FINANCIAL PLANNING
• PROJECT CONTRACT–RELATED FINANCIAL MANAGEMENT ISSUES
• CONCLUSION
• 7.3 Financial Management Systems
• INTRODUCTION
• CHART OF ACCOUNTS
• ANNUAL BUDGET
• PROFIT PLAN
• RECORDING DIRECT AND INDIRECT TIME
• FINANCIAL REPORTS
• FREQUENCY OF DISTRIBUTION FOR FINANCIAL REPORTS
• CONCLUSION
• 7.4 Developing Annual Budgets and Profit Planning
• DEVELOPING ANNUAL BUDGETS
• PROFIT PLANNING
• CHAPTER 8 Human Resources
• 8.1 Human Resources Management Overview
• THE FUNCTION OF HUMAN RESOURCES IN ARCHITECTURAL PRACTICE
• THE MAJOR COMPONENTS OF HUMAN RESOURCE MANAGEMENT
• HUMAN RESOURCE MANAGEMENT IN SMALLER FIRMS
• BEST PRACTICES TO ATTRACT AND RETAIN TALENT
• CONCLUSION
• 8.2 Compensation Strategy and Philosophy
• FIRM STRATEGY, PHILOSOPHY, AND CULTURE
• THE FUNCTION OF COMPENSATION IN AN ARCHITECTURE FIRM
• TACTICS AND STRATEGIES
• CONCLUSION
• 8.3 Recruiting and Hiring: Strategies and Methodology
• RECRUITMENT: THE KEYSTONE OF THE DESIGN PRACTICE
• DEVELOPING THE RECRUITMENT PLAN
• MANAGING THE RECRUITMENT PROCESS
• THE ONBOARDING PROCESS
• THE BEST RECRUITMENT TOOL: TURNOVER REDUCTION
• CONCLUSION
• 8.4 Professional Development and Mentoring
• INTRODUCTION
• PROFESSIONAL DEVELOPMENT PROGRAMS
• MENTORING
• APPRAISALS AND EVALUATIONS
• CONCLUSION
• PART 3 PROJECT DELIVERY
• CHAPTER 9 Design Project Delivery
• 9.1 Project Delivery Methods
• INTRODUCTION
• PLAYERS IN THE PROJECT DELIVERY PROCESS
• KEY VARIABLES AFFECTING DELIVERY CHOICE
• METHODS OF PROJECT DELIVERY
• OTHER DELIVERY MODELS
• CONCLUSION
• 9.2 The Architect’s Role in Construction Manager-Constructor Project Delivery
• CONSTRUCTION MANAGEMENT PROJECT DELIVERY
• DESIGN-BID-BUILD VERSUS CMc
• SELECTING THE CMc
• DEFINING TEAM ROLES
• DEVELOPING THE DESIGN
• PROJECT SCHEDULE
• CONSTRUCTION COST
• CMc DURING CONSTRUCTION
• CHOOSING CMc PROJECT DELIVERY
• THE FUTURE OF CMc DELIVERY
• 9.3 Integrated Project Delivery Overview
• IPD DEFINED
• IPD PROJECT CRITERIA AND CONDITIONS
• IPD CONTRACTS
• THE IPD TEAM
• BENEFITS OF PURSUING IPD
• CHALLENGES OF IMPLEMENTING IPD
• HYBRID APPROACHES: IPD-ISH, IPD-LITE, AND CONTRACT-FREE IPD
• CONCLUSION
• 9.4 Contractor-Led Design-Build
• INTRODUCTION
• THE DESIGN-BUILD PROCESS FRAMEWORK
• MAKING THE MENTAL SHIFT TO DESIGN-BUILD
• 9.5 Architect-Led Design-Build
• OVERVIEW
• GETTING STARTED
• BUSINESS-RELATED ISSUES
• CONCLUSION
• 9.6 Architect Developer
• ADVANTAGES OF COMBINING ARCHITECTURE AND DEVELOPMENT
• DEVELOPERS NEED SPECIAL SKILLS AND EXPERTISE
• APPROACHES TO COMBINING ARCHITECTURE AND DEVELOPMENT
• TYPES OF PROPERTY DEVELOPMENT
• MANAGING RISKS
• ELEMENTS OF A REAL ESTATE DEVELOPMENT PLAN
• IMPLEMENTING THE DEVELOPMENT PLAN
• CHALLENGES OF COMBINING ARCHITECTURE AND DEVELOPMENT
• FINAL THOUGHTS
• 9.7 Emerging Issues in Project Delivery
• OVERVIEW
• INNOVATIONS IN METHODOLOGY
• INNOVATIONS IN TECHNOLOGY
• SPECULATIONS ON THE FUTURE
• CHAPTER 10 Design Project Management
• 10.1 Managing Architectural Projects
• ORGANIZING THE PROJECT
• FACILITATING THE PROJECT
• THE IMPORTANCE OF GENERAL PROJECT DOCUMENTATION
• EFFECT OF CLIENT EXPECTATIONS ON THE PROJECT
• MORE THAN A SERIES OF TASKS
• 10.2 Project Teams
• TYPES OF TEAMS: INTRODUCTION
• SELECTING THE TEAM
• OPTIMIZING THE TEAM
• PROJECT TEAM MEETINGS
• BENEFITS OF A GOOD TEAM
• 10.3 Project Budgets, Work Planning, and Monitoring
• THE IMPORTANCE OF PROJECT WORK PLANNING
• PROJECT BUDGETING
• THE PROJECT WORK PLANNING PROCESS
• SCHEDULING
• MONITORING
• CONCLUSION
• 10.4 Project Management with Building Information Modeling Processes
• INTRODUCTION
• PROJECT PROCUREMENT
• PROJECT PLANNING AND START-UP
• PROJECT PLANNING, DESIGN, AND DOCUMENTATION
• CONCLUSION
• 10.5 Design Phases
• DESIGN
• DESIGN INFLUENCES
• THE DESIGN PROCESS
• THE CONTRACTUAL FRAMEWORK
• CONCLUSION
• 10.6 Construction Drawings
• INTRODUCTION
• CHANGES IN PRACTICE
• THE LEGACY OF CONSTRUCTION DRAWINGS
• THE IDEOLOGY OF CONSTRUCTION DRAWINGS
• METHODOLOGIES IN CONSTRUCTION DRAWINGS
• PLANNING CONSTRUCTION DRAWINGS
• QUALITY MANAGEMENT OF CONSTRUCTION DRAWINGS
• CONCLUSION
• 10.7 Construction Specifications
• INTRODUCTION
• HISTORICAL PERSPECTIVE
• PURPOSE OF WRITTEN CONSTRUCTION DOCUMENTS
• ORGANIZATION OF SPECIFICATIONS
• MEANS AND METHODS OF SPECIFYING
• LEVELS OF DETAIL IN SPECIFICATIONS
• MASTER SPECIFICATIONS
• COORDINATION OF DRAWINGS AND SPECIFICATIONS
• INFORMATION MANAGEMENT
• IMPLEMENTING SUSTAINABLE PRODUCTS AND PROCEDURES
• THE IN-HOUSE SPECIFIER
• ALTERNATIVES TO PREPARING SPECIFICATIONS IN-HOUSE
• 10.8 Bidding and Negotiation
• DEFINITIONS
• PROJECT DELIVERY METHODS
• PROCUREMENT DOCUMENTS
• PRICE CATEGORIES
• DESCRIBING PRICES
• THE BIDDING PROCESS
• QUALIFICATIONS OF PROSPECTIVE BIDDERS
• DISTRIBUTION OF PROJECT INFORMATION
• QUESTIONS DURING THE BID PERIOD
• PREPARING AND SUBMITTING A BID
• EVALUATING THE BIDS
• CONCLUSION
• 10.9 Construction Phase Services
• PROACTIVE CONTRACT ADMINISTRATION
• PREPARING FOR THE CONSTRUCTION PHASE
• ADMINISTRATION OF THE CONSTRUCTION CONTRACT
• CONCLUSION
• 10.10 Project Completion and Post-Construction
• INTRODUCTION
• PROJECT COMPLETION
• POST-CONSTRUCTION
• CONCLUSION
• CHAPTER 11 Technology in Practice
• 11.1 Technology in Practice Overview
• INTRODUCTION
• VALUES AND APPLICATIONS
• CONCLUSION
• 11.2 Technology in Project Delivery Phases
• INTRODUCTION
• TECHNOLOGY IN TEAM FORMATION
• TECHNOLOGY IN PRE-DESIGN AND CONCEPTUAL DESIGN
• TECHNOLOGY IN SCHEMATIC DESIGN
• TECHNOLOGY IN DESIGN DEVELOPMENT
• TECHNOLOGY IN CONSTRUCTION DOCUMENTS
• TECHNOLOGY IN CONSTRUCTION ADMINISTRATION
• CONSTRUCTION PROCUREMENT
• OCCUPANCY AND OPERATION
• CONCLUSION
• 11.3 Small Firms, Small Projects, and Building Information Modeling
• INTRODUCTION
• BENEFITS AND OPPORTUNITIES
• BIM CHALLENGES
• BIM WORK FLOW
• COLLABORATION
• TRANSITIONING TO BIM: BEST PRACTICES
• CONCLUSION
• 11.4 Collaborative Technologies
• ARCHITECTURE IN THE CLOUD
• DESIGN AND INNOVATION
• COLLABORATING WITH OWNERS
• 11.5 Technology Management
• PERSPECTIVE FOR INFORMATION SYSTEMS IN ARCHITECTURAL PRACTICE
• AREAS OF TECHNOLOGY MANAGEMENT
• CONCLUSION
• 11.6 Emerging Technology in Practice
• INTRODUCTION
• PLANNING AND DESIGN
• CONSTRUCTION
• OPERATIONS AND MAINTENANCE
• COMMUNICATIONS AND CONNECTIVITY
• CONCLUSION
• CHAPTER 12 Quality Management
• 12.1 Origins and Development of Quality Management
• INTRODUCTION
• ESTABLISHING A QUALITY MANAGEMENT PROGRAM
• SETTING QUALITY REQUIREMENTS
• STEPS FOR QUALITY IMPROVEMENT
• OTHER QUALITY METRICS
• CONCLUSION
• 12.2 Quality Management in Schematic Design
• INTRODUCTION
• PERSPECTIVE
• STAFFING
• KNOWLEDGE MANAGEMENT
• PROGRAMMING
• SCHEMATIC DESIGN
• POST-DESIGN
• CONCLUSION
• 12.3 Checklists
• INTRODUCTION
• THE AIA AND CHECKLISTS
• SPECIALIZED CHECKLISTS
• DEVELOPING CHECKLISTS
• PROJECT MANAGEMENT CHECKLISTS BY PROJECT PHASE
• THE COMMISSIONING PROCESS
• CHECKLISTS FOR TECHNICAL ASPECTS OF BUILDING DESIGN
• CLOSEOUT CHECKLISTS
• CONCLUSION
• 12.4 Quality Management in Construction Procurement, Contract Administration, and Post-Construction
• QUALITY MANAGEMENT IN CONSTRUCTION PROCUREMENT
• QUALITY MANAGEMENT IN CONTRACT ADMINISTRATION
• QM IN POST-CONSTRUCTION
• CONCLUSION
• CHAPTER 13 Building Codes, Standards, and Regulations
• 13.1 Building Codes and Standards
• HISTORY OF U.S. CODE DOCUMENTS
• IBC AND IFC CODE FUNDAMENTALS
• THE RELATIONSHIP BETWEEN STANDARDS AND CODES
• CODE ENFORCEMENT
• PARTICIPATION IN CODE DEVELOPMENT
• 13.2 Planning, Urban Design, and the Regulatory Environment
• URBAN PLANNING AND URBAN DESIGN
• THE PLANNING TEAM AND PROCESS
• THE ROLE OF GOVERNMENT IN PLANNING
• THE PLANNING AND REGULATORY ENVIRONMENT
• THE MULTIPLE ROLES FOR ARCHITECTS IN URBAN PLANNING AND URBAN DESIGN
• CHAPTER 14 Research in Practice
• 14.1 Research in Practice Overview
• INTRODUCTION
• RESEARCH CATEGORIES
• ARCHITECTURAL RESEARCH METHODS
• ACADEMIC RESEARCH IN ARCHITECTURE
• RESEARCH IN ARCHITECTURAL PRACTICE
• TRENDS IN ARCHITECTURAL RESEARCH
• RESEARCH AND SUPPORTING INSTITUTIONS
• 14.2 Research Methods
• INTRODUCTION
• RESEARCH: GATHERING EVIDENCE FOR ACTIONABLE DECISIONS
• RESEARCH EXAMPLES
• CONCLUSION
• 14.3 Research and Practice
• ORIGINS OF DESIGN RESEARCH
• BENEFITS AND CHALLENGES OF RESEARCH IN PRACTICE
• THE IMPLEMENTATION OF RESEARCH IN PRACTICE
• RESEARCHER PRACTITIONERS
• FUNDING AND FINANCIAL IMPLICATIONS
• LINKING ACADEMIC RESEARCH AND PRACTICE
• FUTURE OF DESIGN RESEARCH
• 14.4 Evidence-Based Design
• BACKGROUND
• EVIDENCE-BASED DESIGN METHODS
• APPLICATIONS FOR EVIDENCE-BASED DESIGN
• EVIDENCE-BASED DESIGN ACCREDITATION AND CERTIFICATION
• PART 4 CONTRACTS AND AGREEMENTS
• CHAPTER 15 Project Definition
• 15.1 Defining Project Services
• INTRODUCTION
• TYPES AND CATEGORIES OF SERVICES
• BASIC VS. ADDITIONAL SERVICES
• STEPS FOR DEFINING SERVICES
• RISK ASSESSMENT
• THE PROFESSIONAL SERVICES AGREEMENT
• CHANGES IN SERVICES
• CONCLUSION
• 15.2 Services and Compensation
• BASIS OF FEES: VALUE, EFFORT, AND RISK
• TYPES OF SERVICES
• METHODS OF COMPENSATION
• SETTING FEES
• CHARGING FOR SERVICES
• GETTING PAID
• CONCLUSION
• 15.3 Negotiating Agreement
• NEGOTIATION CONCEPTS IN BRIEF
• NEGOTIATION STRATEGIES
• CHAPTER 16 Risk Management
• 16.1 Risk Management Strategies
• HOW DOES THE ARCHITECT MANAGE RISK?
• NO. 4: NEGOTIATION AND CONTRACTS
• NO. 3: SELECTING THE CLIENT
• NO. 2: PROJECT TEAM CAPABILITIES
• NO. 1: COMMUNICATION
• CONCLUSION
• 16.2 Insurance Coverage for Business and Professional Liability
• RISKS FOR ARCHITECTS
• TERMINOLOGY: WHAT DOES ALL THIS MEAN?
• PROFESSIONAL LIABILITY INSURANCE
• CONCLUSION
• 16.3 Risks and Emerging Practices
• INTRODUCTION
• SUSTAINABLE DESIGN
• BUILDING INFORMATION MODELING
• INTEGRATED PROJECT DELIVERY (IPD)
• CONCLUSION
• 16.4 Dispute Management and Resolution
• INTRODUCTION: PREVENT DISPUTES BEFORE THEY START
• THE AIA AND THE EVOLUTION OF DISPUTE RESOLUTION
• DISPUTE RESOLUTION METHODS: MEDIATION, ARBITRATION, AND LITIGATION
• CONCLUSION
• CHAPTER 17 Agreements and AIA Document Program
• 17.1 Agreements with Owners
• PREREQUISITES FOR, AND BASIC TERMS OF, A LEGAL CONTRACT
• TYPES OF AGREEMENT
• SPECIAL CONSIDERATIONS
• LEGAL AND RISK MANAGEMENT CONSIDERATIONS
• COMPLETING AND MODIFYING THE STANDARD AIA AGREEMENT FORMS
• 17.2 Project Team Agreements
• FORMING RELATIONSHIPS TO ACCOMPLISH PROJECT GOALS
• JOINT VENTURES
• TEAMING AGREEMENTS
• 17.3 Owner-Generated Agreements
• INTRODUCTION
• 1. EVALUATE THE OWNER’S AGREEMENT
• 2. UNDERSTAND THE RISKS THAT CAN BE INSURED
• 3. IDENTIFY THE RISKS THAT MAY NOT BE INSURABLE
• 4. ANALYZE THE INDEMNITIES
• 5. ASSESS THE BUSINESS RISKS
• 6. CLARIFY INSURANCE REQUIREMENTS
• 7. ADD WHAT THE OWNER LEFT OUT
• 8. DEVELOP A NEGOTIATION STRATEGY
• 17.4 Construction Contracts
• THE EFFECT OF THE PROJECT DELIVERY METHOD ON A CONSTRUCTION CONTRACT
• THE PARTS OF A CONSTRUCTION CONTRACT
• BASIS OF PAYMENT
• OTHER SPECIFIC PROVISIONS
• SUBCONTRACTS
• 17.5 The AIA Documents Program
• AIA CONTRACT DOCUMENTS DEVELOPMENT
• KEEPING PACE WITH THE INDUSTRY
• AIA CONTRACT DOCUMENTS 2012
• LOOKING AHEAD
• Appendix A ALLIED PROFESSIONAL ORGANIZATIONS
• Appendix B GLOSSARY
• Appendix C: ARE 5.0 Mapping Documents
• Index
• About the Companion Website
• EULA