GOPALAN SCHOOLOF ARCHITECTURE AND PLANNING

WHITEFIELD,BENGALURU

PROFESSIONAL PRACTICE-

PROFESSIONS

By: Ar. Adite Dhadwal

Assistant Professor

Gopalan school of Architecture

CONTENTS
Office
management
Practice

Profession of
architecture
Moral and
ethical
Profession orientation of
architects
INTRODUCTION
Professional Practice in Architecture
refers to the standards, responsibilities,
and ethical conduct expected of architects
as they design and deliver built
environments.
It blends creativity with accountability,
ensuring that architectural services are
safe, functional, and socially responsible
 KEY COMPONENTS OF PROFESSIONAL PRACTICE

▪ Design Responsibility
▪ Create spaces that are safe, sustainable, and aesthetically pleasing.
▪ Balance client needs with environmental, cultural, and regulatory constraints.

▪ Legal & Ethical Framework

▪ Governed by the Architects Act, 1972 and the Council of Architecture (COA) in India.
▪ Architects must be registered with COA to legally practice.
▪ Adherence to the Architects (Professional Conduct) Regulations, 1989 is mandatory.

▪ Types of Practice Structures

▪ Proprietorship: Single architect owns and operates the firm.
▪ Partnership: Multiple registered architects share ownership.
▪ Private Limited Company: Must be registered under the Companies Act; all partners
must be architects for it to be considered a professional firm
 KEY COMPONENTS OF PROFESSIONAL PRACTICE
▪ Office Organization
▪ Includes departments for design, structural engineering, surveying, and administration.
▪ Roles range from principal architect to draftsman, surveyor, and receptionist.

▪ Financial & Contractual Duties

▪ Maintain transparent accounting (cash book, journal, ledger).
▪ Prepare contracts, call tenders, certify payments, and manage disputes.

▪ Professional Liability
▪ Architects are liable for negligence or deficient services.
▪ Liability typically lasts up to 3 years post-completion of a project.
▪ Indemnity insurance is recommended to protect against legal claims.

▪ Client Relations

▪ Architects must maintain trust, impartiality, and confidentiality.

▪ Services include site selection, feasibility studies, design development, and project supervision.
DIFFERENCES BETWEEN
PROFESSION, TRADE AND BUSINESS.
Profession:
▪ A profession is a specialized occupation requiring formal education, training, and
expertise.
▪ Purpose: To provide skilled services based on specialized knowledge.
▪ Entry Requirements: Formal qualifications and certification (e.g., degrees,
licenses).
▪ Examples: Doctors, architects, lawyers, chartered accountants.
▪ Return: Earns a fee for services rendered.
▪ Code of Conduct: Governed by professional ethics and regulatory bodies.
▪ Risk: Generally low, but reputation and liability are key concerns.
▪ Transferability: Not transferable—skills are personal.
DIFFERENCES BETWEEN
PROFESSION, TRADE AND BUSINESS.
Trade:
▪ Trade refers to the buying and selling of goods and services, often at a smaller or
individual scale.
▪ Purpose: Exchange of goods/services for profit.
▪ Entry Requirements: Minimal—often based on experience or apprenticeship.
▪ Examples: Tailors, electricians, shopkeepers, artisans.
▪ Return: Earns profit from transactions.
▪ Code of Conduct: Informal or governed by local trade associations.
▪ Risk: Moderate—depends on market demand and competition.
▪ Transferability: Can be passed on or sold (e.g., a shop or stall).
DIFFERENCES BETWEEN
PROFESSION, TRADE AND BUSINESS.
Business:
▪ Business is a broader term encompassing organized economic activities aimed at
generating profit.
▪ Purpose: Production, distribution, and sale of goods/services at scale.
▪ Entry Requirements: No formal qualifications required, but legal registration may
be needed.
▪ Examples: Manufacturing firms, retail chains, tech startups.
▪ Return: Earns profit through operations.
▪ Code of Conduct: Subject to commercial laws and regulations.
▪ Risk: High—market fluctuations, investment risks, operational challenges.
▪ Transferability: Can be sold, merged, or inherited.
DIFFERENCES BETWEEN
PROFESSION, TRADE AND BUSINESS.
MORAL AND ETHICAL ORIENTATION OF
ARCHITECTS
▪ Architecture practitioners continually encounter questions such as:
what is the right thing to do in a conflicted situation, and how to decide among the
divergent values or opinions of people?
Ethics helps architects find answers in such questions.

▪ Character-based ethics (Virtue)

▪ Contract-based ethics (Social Contract)
▪ Duty-based ethics (Deontology)
▪ Results-based ethics (Consequentialism)
 MORAL AND ETHICAL ORIENTATION OF
ARCHITECTS
▪ Character-Based Ethics

This approach to ethics encourages people to focus on the development of a good character or what the
ancient Greeks called “virtue.” Virtues such as justice, courage, prudence, and temperance all stress the
importance of a person acquiring a sense of balance, persistence, and moderation, which philosophers
such as Aristotle thought of as key to living a good life.
Exhibiting fairness when dealing with others, having courage to do the right thing in the face of
opposition, using good judgment when encountering new information, and displaying self-control in the
midst of multiple pressures can all help architects successfully serve their clients, retain their staffs, and
remain well regarded among their colleagues and coworkers.
Virtues like honesty, respect, tolerance, and trust also underpin the effective operation of commercial
society.
MORAL AND ETHICAL ORIENTATION OF
ARCHITECTS
▪ Contract-based ethics (Social Contract)

A contractual approach to ethics focuses more on the creation of a good society. Under a “social contract,”
morality consists of a set of rules governing behavior, which rational people would accept on the condition
that others accept it as well. People tend to follow the rules because, on the whole, they are to their
advantage, while breaking the rules undermines that useful system. Differing historic views of what
constitutes a good life and a good social contract derive from two diametrically opposed ideas about the
earliest human settlements.
▪ Duty-Based Ethics (Deontology)

All professions have a duty to those whom they serve. In the case of architects, that duty extends not only
to the needs and wishes of clients but also to the present and future users of buildings as well as to past
generations (via preservation), to other species (via sustainability), and even to underserved populations
(via public interest design). What distinguishes professions from ordinary businesses is the obligation,
embedded in professional licensure, of using disinterested judgment to do the right thing, regardless of
the biases of particular interest groups. In duty-based ethics, one's own actions must be ethical regardless
of the consequences, and the ends do not justify the means.
MORAL AND ETHICAL ORIENTATION OF
ARCHITECTS
▪ Results-based ethics (Consequentialism)

Results-based ethics—consequentialism —arose in the nineteenth century, arguing that we determine the
goodness of an action by looking at its consequences. In consequentialism, the ends justify the means.
Architecture, of course, has always had functional utility at its core: Buildings have to meet occupants'
needs, protect people from the elements, and stand up against the forces pulling or pushing a structure.
And buildings make the consequence of ignoring such things quickly evident: They fail, leak, or fall down.

A recent variation of this results-based ethic has a strong environmental component. Philosopher Peter
Singer has argued that we cannot limit thinking about consequences to human beings, but instead need to
include all “sentient” beings—all of the animals who, like us, can feel pleasure or pain. This presents a
major challenge to architecture, which consistently degrades the habitat of other animals in the process of
creating habitat for human beings. Were architects to consider the impact on all sentient beings, buildings
would likely be much more energy conserving, environmentally friendly, and ecologically diverse than
most are now ing such things quickly evident:
PROFESSION OF ARCHITECTURE
▪ The profession of architecture is a dynamic blend of art, science, and social
responsibility. It goes far beyond designing buildings—architects shape the
environments we live, work, and play in, with lasting impact on culture, sustainability,
and urban livability
▪ Core Role: Architects plan, design, and oversee the construction of buildings and
spaces that are functional, safe, and aesthetically pleasing.
▪ Education & Licensing: Typically requires a 5-year Bachelor of Architecture (B.Arch)
degree, followed by registration with a governing body (e.g., Council of Architecture in
India).
▪ Skills Needed:
1. Design thinking and creativity
2. Technical proficiency in CAD/BIM software
3. Knowledge of building codes and sustainability standards
4. Communication and project management
PROFESSION OF ARCHITECTURE
▪ Architects typically charge fees as a percentage of the total cost of works assigned,
depending on project type and complexity: • Documentation & Communication Charges:
Additional 10% of professional fees.
• Verification of Contractor’s Bills: 1% extra.
• Advisory Consultancy: ₹10,000/day (outstation),
₹4,000/day (local)
PROFESSION OF ARCHITECTURE
▪ Stages of Payment: Fees are paid progressively, aligned with project milestones:
PROFESSION OF ARCHITECTURE
Architect–Client Contract Essentials
▪ A formal agreement ensures clarity and legal protection. Key components include:
▪ Scope of Services: Design, documentation, approvals, site visits, completion reports.
▪ Fee Structure: Based on CoA guidelines or negotiated terms.
▪ Timeline & Deliverables: Milestones for each phase.
▪ Client Responsibilities: Site access, approvals, timely payments.
▪ Termination Clause: Conditions for ending the contract.
▪ Intellectual Property: Ownership of drawings and designs.
▪ Dispute Resolution: Arbitration or legal recourse.
▪ Insurance & Liability: Coverage for professional risks.
 PRACTICE- ARCHITECTURAL FIRM
Architectural firms in India—and globally—can be structured in several ways depending
on ownership, liability, and scale
1. “Proprietorship Firm”
▪ A sole proprietorship is the simplest form of architectural practice.
▪ Ownership: Single architect owns and manages the firm.
▪ Legal Identity: No distinction between owner and firm.
▪ Liability: Unlimited personal liability.
▪ Registration: Minimal—may require local licenses and GST registration.
▪ Pros: Easy to set up, full control.
▪ Cons: Limited scalability, personal risk.
PRACTICE- ARCHITECTURAL FIRM
2. Partnership Firm
▪ A firm owned by two or ore architects under the Indian Partnership Act, 1932.
▪ Ownership: Shared among partners.
▪ Legal Identity: Not separate from partners.
▪ Liability: Joint and several liability.
▪ Registration: Optional but recommended; governed by a partnership deed.
▪ Pros: Shared expertise and resources.
▪ Cons: Disputes can arise; liability is shared..
 PRACTICE- ARCHITECTURAL FIRM

▪ 3. Associateship
▪ A loose collaboration between independent architects or firms.
▪ Ownership: Independent entities working together.
▪ Legal Identity: No formal legal structure.
▪ Liability: Each associate is liable for their own scope.
▪ Registration: Not required as a separate entity.
▪ Pros: Flexibility, shared projects.
▪ Cons: No legal protection or shared liability.
PRACTICE- ARCHITECTURAL FIRM

4. Private Limited Company

▪ A corporate structure under the Companies Act, 2013.
▪ Ownership: Shareholders (can include non-architects).
▪ Legal Identity: Separate legal entity.
▪ Liability: Limited to shareholding.
▪ Registration: Mandatory with Registrar of Companies.
▪ Pros: Scalability, limited liability, access to funding.
▪ Cons: Complex compliance, not considered a professional firm if non-architects are
shareholders
 PRACTICE-BUILDING CLIENTELE AND PROJECT
▪ Building a strong clientele and securing architectural
projects takes a mix of strategic outreach, reputation-building,
and smart positioning.
▪ Here’s a structured guide tailored to your context as a
methodical, sustainability-focused architect in India:

1. Define Your Niche and Value Proposition

▪ Specialize in areas like sustainable design, acoustics, or urban soundscapes to stand out.
▪ Craft a clear message: What problems do you solve? For whom? Why are you the best
choice?
▪ Example: “We design acoustically optimized, eco-conscious spaces that enhance urban
livability.”
PRACTICE- BUILDING CLIENTELE AND PROJECTS

2. Build a Strong Online Presence

▪ Website: Showcase your portfolio, services, testimonials, and contact info.

▪ Social Media: Use Instagram, LinkedIn, and Pinterest to share visuals, behind-the-scenes, and
thought leadership.
▪ SEO & Blogging: Write about topics like “Reducing noise pollution through architecture” to
attract organic traffic

3. Network Strategically
▪ Attend industry events, design expos, and urban planning forums.

▪ Join local professional bodies like IIA or CoA chapters.

▪ Collaborate with developers, contractors, and consultants—they often refer architects.

PRACTICE- BUILDING CLIENTELE AND PROJECTS

4. Offer Value-Driven Packages

▪ Create tiered service offerings (e.g., concept design only, full-service, design + supervision).

▪ Provide free consultations or workshops to showcase your expertise.

▪ Use 3D visualization and acoustic simulations to help clients understand your design intent.

5. Leverage Referrals and Testimonials

▪ Ask satisfied clients for referrals and Google reviews.

▪ Offer incentives for referrals (e.g., discounted design audits).

▪ Document every project—even unbuilt ones—with high-quality renderings

PRACTICE- BUILDING CLIENTELE AND PROJECTS

6. Targeted Outreach and Proposals

▪ Identify potential clients (e.g., schools, hospitals, developers) and send customized proposals.

▪ Use platforms like Houzz, GoPillar, Upwork, or Behance to find freelance or collaborative
opportunities.
▪ Tailor your pitch to their business goals—e.g., “This design will reduce ambient noise and
improve patient recovery rates.”

7. Educate and Inspire

▪ Host webinars or write articles on urban acoustics, soundscapes, or sustainable design.

▪ Position yourself as a thought leader—clients trust experts who teach.

▪ Example: Share case studies on how acoustic design improved productivity in offices
 OFFICE MANAGEMENT- ADMINISTRATION OF ARCHITECTURAL
FIRMS
▪ Effective administration ensures smooth operations, creative output, and financial
sustainability.
▪ Key Components
▪ Firm Operations: HR, finance, marketing, legal compliance, IT systems.
▪ Project Operations: Design development, documentation, client coordination, site
supervision.
OFFICE MANAGEMENT - Basic Accounting Procedures
Architectural accounting is project-based, requiring detailed tracking of time,
resources, and expenses.
Core Practices
1. Bookkeeping: Daily recording of transactions (fees, salaries, purchases).
2. Project Accounting: Assigning costs and revenues to specific projects.
3. Time Tracking: Logging billable hours per project phase.
4. Invoicing: Based on milestones or percentage of completion.
5. Cash Flow Management: Monitoring inflows/outflows to avoid shortfalls.

Key Financial Statements

Statement Purpose
Income Statement Shows profit/loss over a period
Snapshot of assets, liabilities,
Balance Sheet
equity
Cash Flow Tracks liquidity across operations
OFFICE MANAGEMENT-FINANCIAL LITERACY: PERSONAL &
OFFICE
▪ Understanding financial principles empowers better decisions—whether for your firm or
personal life.
▪ For Office
▪ Budgeting: Forecasting income and expenses annually and monthly.
▪ KPIs: Profit margin, utilization rate, fees per staff, debtor days.
▪ Tax Planning: GST, TDS, professional tax, and income tax compliance.
▪ Insurance: Office contents, liability, cyber security.
▪ For Personal
▪ Emergency Fund: 3–6 months of living expenses.
▪ Savings Strategy: Allocate 20–30% of income to savings/investments.
▪ Retirement Planning: PPF, NPS, SIPs, real estate.
▪ Debt Management: Track EMIs, avoid high-interest liabilities
REFERENCES:
1. Coa.gov.in
2. Architectureideas.info
3. Greenarchworld.com
4. thearchitectsdiary,.com

THANK YOU