Project Managers and Architects. . .

[garethace]

A very obvious example of the CEO put in place for a specific job in architecture is a Project manager. Normally projects necessitating a project manager in the first place, go on for a couple of years, making it rather similar to the term of office usually enjoyed by CxO's in business.

 

Aside from the very large sums of cash enjoyed by the project managers, there purpose I presume is to allow architects to conduct activities related more to design and architectural matters, than having to deal with the business and management side of it.

 

However, many architects have responded with enormous hostility to the spectre of project management. Which tells you something about how much they actually value the ability to be architects and CEOs/business managers at one and the same time.

 

I am aware of this in computing terms. As architects usually reply 'No speaka technical' when asked to deal with the IT issues that might make/break and strap a very large project undertaking together. Whereas, Architects can easily reply 'Me manager, me no time, no speaka architectura' when asked by fellow designers to deal with very pressing design issues.

 

That ability to change hats, as the situation depends is very useful no doubt. Basically, a clarification of roles may sometimes be required. Or even a separation of roles in more cases.

Read some more here.

 

http://www.archiseek.com/content/showthread.php?s=9dd8c2a9db0b47c556948c0f2b4afa3b&threadid=2664

[Josh1587140445]

Architects can easily reply 'Me manager, me no time, no speaka architectura' when asked by fellow designers to deal with very pressing design issues.

This is the exact reason why I do not want to become a Project Manager. I got into the profession of architecture to design and "draw"/draft. I did not get into it to run a business and deligate all the fun work to someone else.

[garethace]

Apparently, here in Europe at least, doing architecture, is not to get into the design at all - but a shortcut, into a position where you can afford to delegate practically everything - while still managing to hold onto the mantle of being 'a designer'.

 

I would really respect an architect who had the balls to delegate full management responsibility to another individual, to allow him or herself to concentrate on their art.