DECLARATION
I, Manish Shashikant Puranik, Puranik hereby declare that this project report, report titled Sustainable Development of Human Resources – Designing ing Organization Structure and Defining Standards of Practice, Pr submitted in partial fulfillment of the requirement for the International Executive MBA in Human Resource, Resource is my original work and it has not formed the basis for the award of any other degree.
Manish Shashikant Puranik
Place: Pune Date: 27 Jan 2012
ACKNOWLEDGMENT At the outset I would like to express my heartfelt gratitude to the Almighty and my parents for providing me with an opportunity to explore and experience my BEING by putting me through various learning sessions and experimental modules like this one. This, like many others, proved to be a tool of self-examination and through the course of this procedure I could find my-‘self’ a little elaborated and expressed with my innate yet unexplored potentials. This opportunity is a new avenue for more than one reason and I am thankful to GOD for bestowing me with one.
Next would be my Wife and my Daughter who are always there whenever I need them for all the boosting and encouraging and being the pillars of strength for my sand-castles, irrespective of the outcome and believing in my intention. I genuinely appreciate their generous consideration and priceless understanding while taking care of my other chores. It’s my Wife’s counseling skills and perpetual pushing without which it would have been a wishful thinking to even enroll for MBA at 40! And my Daughter playing my secretary at times has a major credit of putting it all together.
‘Friend in need is a friend indeed’ they say, in my case it only doubles as there are TWO friends who are guiding forces of my aspirations. The childhood friend Dinesh, being an Engineer, always has his technical analysis at my disposal for almost every initiative of mine and Abhijeet, a friend from matured youth, facilitates and enlightens the cognitive and resilient aspects of my undertakings. Both of them together make it sure that everything I write, particularly for official purposes, would be technically and politically correct and has no-nonsense stuff for general as well as specific purposes.
‘We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so’ Mahatma Gandhi used to say about the customer or client. How can I forget to acknowledge this most important entity that proved not only the purpose and source of this project but also the launch-pad to test the waters? My sincere thanks to the entire MPAPL (Name is changed on Client’s request) team-members and especially to the Principal and CEO (names could not be mentioned on their request for the same)
who believed in my somewhat radical ideas and having faith in their
positive and productive results which were merely projections at the point-ofbeginning.
Moving on, I should also mention the tangible elements instrumental in the formulation of this ‘white paper’ if I can call it so. I am earnestly thankful to all the Authorities and Gurus who wrote the books I referred, the search engine Google that fetched heaps of information on a click, ready to learn, analyze and digest and my PC Koham with all its hardware and soft-skills. In absence of any of these this project would have been conservative, mundane and even lame, I believe.
Finally, to conclude this rather prolonged acknowledgment, I would like to thanks UBI and Jaro Education from bottom of my heart for making this opportunity as interesting as possible and thanking the elite panel of examiners in anticipation of being generous enough to read through the 50 or so pages after this! The quality study material provided by Jaro also deserves a credit. I must also be grateful to JARO for making me experiment with my writing skills for technical writing.
In all, I feel truly indebted to all the tangible, intangible, obvious or imperceptible elements related to this effort at large or in bits and pieces. Thank You All!
INDEX 1. Architectural Design Industry
1–2
2. MPAPL* Brief Profile
3
3. Need for Study
4
4. Literature Survey
5–6
5. Objectives of the Study
7–8
6. Research Methodology
9
7. Analysis
10 – 13
8. Recommendations
9.
8.1
Methodology
14
8.2
Studio Hierarchy Structure
15 – 16
8.3
Key Role Assignment
17 – 19
8.4
Profile of the Studio
20 – 22
8.5
Studio Structure – Technical
23
8.6
Studio Structure – Administrative
24
8.7
Typical Work Cycle
25 – 26
8.8
Guidelines for High Standard Design Studio
27
8.9
Studio Operating Regulations
28 – 33
8.10
Streamlining the CAD Workflow
34
8.11
CAD Standards
35
8.12
Training and Development
36
8.13
Developing a Work Culture
37
8.14
Steps for CAD Standards Implementation
38 – 41
Conclusion
42 – 43
10. References
44 – 45
11. Appendix
46 – 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
1. Architectural Design Industry …architecture is the mother of all arts in the sense that while developing the design and formation of every structure required for the performance of all other arts including the art of living, it undergoes the delivery pains of the journey of an element from concept to actualization…
The practice of designing has common features regardless the domain in which it is exercised. The artifacts designed may have physical form, as in mechanical and civil engineering, graphic design, architecture and physical planning; or they may be nonphysical, such as software, music, dance, or economic plans. No matter what domain, designing involves certain characteristic activities that must be learned. Surprisingly, architecture is one of the few subjects where design is the primary focus of university education; therefore architectural education offers valuable lessons for teaching design in other domains.
Traditionally, the practice of architectural design is carried out through a projectbased "studio" approach. In studio, designers express and explore ideas, generate and evaluate alternatives, and ultimately make decisions and take action. They make external representations (drawings and three-dimensional models) and reason with these representations to inquire, analyze, and test hypotheses about the designs they represent. Through the linked acts of drawing, looking, and inferring designers propose alternatives, and interpret and explore their consequences. In their sketches architects find visual analogies, recall relevant examples, and discover new shapes and geometric configurations.
Sustainable Development of Human Resources
Page 1 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
They use the representations to test their designs against presumptive performance criteria. And in the highly social environment of the design studio members learn to communicate, to critique and to respond to criticism, and to collaborate. The studio is king – It is where the knowledge about buildings is applied, and it is where the act of designing – generating, evaluating, and developing alternatives – is learned and practiced.
Architectural design education is hardly perfect. Often an emphasis on original and ‘creative’ designs outweighs designs that work (serves functional requirements, are build-able, etc.) Designers imitate the style of fashionable architects without understanding the implications for users or the appropriateness for local context. And less experienced members view architectural design as an opportunity to express their inner creative urges, rather than as a challenge to resolve a complex set of technical and social issues. The lack of formal methods in architectural design puzzles each generation of designers entering studio; they learn the ‘how to’ skills through imitation of their senior members and in the digital era, through CADD.
The concept CADD has two distinct faculties incorporated within itself. Computer Aided Designing and Drafting. This eventually leads to TWO types of CAD Studios
1. Studio Design Support – Designers supporting Principal Design which includes conceptualization, design development and finalization. 2. Professional CAD Studio – Professional CAD Operators generating standard, accurate and precise Submission/Working Drawings from the finalized sketches, views, drawings and instructions provided by the Designers.
Sustainable Development of Human Resources
Page 2 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
2. MPAPL* Brief Profile
MPAPL took shape in 1996. Since then the firm has grown to house over 180 Architects, Interior Designers, CAD Artists, 3D Visualizers and Consultants. The principal design studio is based at Mumbai and firm’s another studio is located in the bustling city of Pune and MPAPL is committed to find its place in India’s TOP 10.
MPAPL has grown as a firm offering top of the line design services. In recent years, this firm has consciously moved towards increasing its offering of services. The effort has been to be capable of offering “one-stop” solutions for Clients who are increasingly looking for such packaged presences. ‘Integrated Interior Solutions’ is a group company which provides complete contracting for execution of projects. ‘Hospital Planning & Management Consultancy’ looks at the Health Care domain and provides expert assistance in all aspects of planning such facilities. The ‘Hospitality Consulting & Management Group’ is making quick strides in offering end to end consulting and management solutions to promoters of Hotels, Resorts, Restaurants, Bars and Food Courts. In its vision, company aspires to gradually bring in core services like Structural Consulting and MEP design also into the ambit of services provided under the group umbrella.
For the aspirations above, MPAPL has to have a robust and sturdy infrastructure of codes, processes, systems and standards of practices to facilitate the workflow in view of productivity without which the ambition would remain only wishful thinking and that precisely is the essence of this project. * Name of the company is changed on Client’s request. References can be made available on request.
Sustainable Development of Human Resources
Page 3 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
3. Need for Study
Any entity from individual to organization always has a scope for improvement in terms of Efficiency. This kaizen needs to be carried out with proper steps involving Assessing the crew, Defining Objectives, Designing failsafe Autonomous System, Mentoring Minds to put this system in place and Monitoring the Functioning. Although MPAPL was one of the leading and eminent design firms of Mumbai with facilities at major cities of India having 8 design studios with 15 designers and a CADD support studio of 50 draftsperson; it lacked in the fundamentals of structure, systems and flawless coordination affecting the CADD productivity. The Consultant, on appointment, sensed the need of –
1. Structure – Defining, designing and implementing the Organization chart to facilitate the workflow and productivity. 2. Standards – Writing, enforcing and governing the Standards and codes of practices to channelize and integrate the deliverables. 3. RITES – Developing a foolproof and sustainable – Recruitment, Induction, Training, Evaluation, Separation – system with succession plans. 4. Performance – Application of periodical evaluation, analysis and reforming system to make most of the available resources. 5. Cycle – Facilitating the personnel with their ‘Career Planning Cycle’ at MPAPL by motivating and empowering each of them for a continuous selfdevelopment through Culture of trust, Innovation and Positive change.
Sustainable Development of Human Resources
Page 4 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
4. Literature Survey
Any project should begin with a thorough examination of the needs, goals and constraints, to form as complete as possible an understanding of the issues. This includes an examination of who have faced the similar concerns in the similar situation with equivalent set of conditions and what measures were taken to address the issues to arrive at a win-win resolution.
This particular survey had three distinct aspects that called for study of three different sectors and their integrated contribution to the overall organization growth. 1. Structure to support the Architectural Design Practice 2. Converting the CADD Studio into an Optimal Profit Center 3. Empowerment of Personnel and Human Resource Planning
The literature used for reference, analysis and solution, included a variety of – •
Brochures, websites and publications of esteemed Architectural firms around the globe like Hamilton Design Dubai, OBRA Architects New York, Woods Parker Architects Canada, Skidmore, Owings & Merrill LLP to name a few and whitepapers on Architectural Practice like ‘Best Managed Architectural Firms’ by McGraw Hill Construction, ‘The Architect in Practice’ by David Chappell, Andrew Willis, ‘A handbook of architectural practice’ by American Institute of Architects, ‘Architectural Design Process’ by www.architypes.net and relevant papers on www.autodesk.in for the FIRST SECTION.
Sustainable Development of Human Resources
Page 5 of 50
UBI/MBA/IE/JUL11/6959
Manish Shashikant Puranik
•
Owing to the similarity of character, functions and processes in the CADD Studio to that of KPO setup catering services to outsourced requirements, a rigorous study of available material on KPO firms in India was carried out with special focus on standard practices for the SECOND SECTION – o The Next Big Opportunity – Moving up the value chain from BPO to KPO o 3Dcities India – An Architectural & Engineering Outsourcing Company o CAD Standards of various firms using CADD technology o Advance Informatics – Engineering Services (Website) o CADS – Expert Design and Detailing Services o BIM 4D Services – Building Information Modeling
•
Finally for the THIRD SECTION i.e. to understand the concept of Human Resource Planning and Development through Personnel Empowerment and Management, a study of HRM practices and Organizational Development was essential. It proved to be a real vast subject and the mere list of all the material studied and referred is, not only beyond the scope of this document but practically impossible to gather, format and index. Here is representative list* of material used for this study and this list is just the tip of iceberg – o State Personnel Manual o Analysis of average Pay Pattern o Organizational
Success
through
Effective
Human
Resources
Management by Ronald R. Sims o Surveillance and Forensic Tools for Operator Activity Monitoring o Hiring a CAD Operator: How to Evaluate Applicants – A Journal * A little elaborated list could be found in the references section of this document.
Sustainable Development of Human Resources
Page 6 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
5. Objectives of the Study
Overall streamlining through development and management of workflow from concept to actualization, from preliminary sketches to working/as built drawings and coordination of activities for both Architectural and Interior projects with the P4 philosophy of Purpose, Profit, Principle and People, at large.
The above Principal Objective was divided into numerous small objectives to serve as small steps towards a long reach which not only made the objective look SMART but also provided a structured approach to the Primary objective with defined schedules and timelines that in turn spelled the methodology to approach the objective. •
Develop a sturdy and delivering Organization/Studio Structure
•
Develop a sound, comprehensive implementation strategy
•
Evaluate the existing Human Resources all across
•
Benchmark and categorize the Design/CAD team
•
Map the Design Development/CAD Process Flow
•
Review the Design/CAD training plans and resources
•
Developing a work culture to compliment every member’s skills and capacities and enhancing potential of every member to perform at the fullest and give his/her 100% by providing equal opportunity.
•
Streamlining the CADD workflow by coordinating and organizing the work and team status on a daily basis.
•
Develop an in-house Knowledge Center for Training, Support and to unleash the talent and improve the performance of every member.
Sustainable Development of Human Resources
Page 7 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
For the clarity and better control of the overall progress, a further division of objectives in ‘TASKS’ was necessary and it was classified in three categories
1.
System Application Process •
Designing a dedicated CAD Team for every Director
•
Deploying Head for each team
•
Designing a Training Program for Team Heads in view of interpretation
•
Designing a Training Program for the Apprentices and below average teammates
•
2.
Defining a structure to monitor and approve the production information
CAD Workflow Management 1. Defining a Standard Process for CAD workflow 2. Designing a standard Work cycle for routine tasks 3. Defining the system for interpretation and coordination 4. Designing set of instructions for CAD team from Designers 5. Defining Scope and Responsibilities of every member of the work cycle
3.
CAD Management Principles 1. Defining the MPAPL* CAD standards 2. Designing standard Blocks, Annotations, Symbols and Hatch patterns 3. Designing a default MPAPL* Drawing Template with Standards 4. Defining CTB styles for different type of drawings 5. Developing Centralized Library for all the accessories
* Name of the company is changed on Client’s request. References can be made available on request.
Sustainable Development of Human Resources
Page 8 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
6. Research Methodology
Optimum utilization of the available resources to meet and exceed the projections and continue doing it repeatedly by raising the bar every single time would be the ideal definition of productivity. Making every single element, however small it could be, more productive by counseling, training and motivating would ultimately contribute to the overall performance of the unit as whole and job satisfaction and playful, healthy work culture would just be the windfall…!
The initial research for collecting the data required for the analysis and probable proposition, was divided in three step process that comprised of – 1. Filling out a Survey Form by every member wherein the information like Name, Address, Date-of-Birth, Education and Training, total Experience and Tenure here, Remuneration pattern and overall Feedback was collected and filled in Excel to facilitate Analysis, Comparison, Filtering and Sorting. 2. A technical test to evaluate the level of expertise with the CAD software with the help of a web based testing tool CADsmart to know skills gaps and where to focus. (http://www.cadsmart.net/) This tool was chosen with a rigorous analysis of available options as it was comprehensive enough in accuracy, efficiency and reliability. Secondly it has a very useful online reporting system. 3. The final step was Personal Interaction with every member to better understand his/her ambitions, aspirations as well as concerns and issues. This interaction also helped to provide the feedback to the candidate about evaluator’s assessment of his/her performance and expectations thereof.
Sustainable Development of Human Resources
Page 9 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
7. Analysis
The term "analysis" means taking things apart and "design" means putting things together. That’s why the Analyst wants to get at the simplest form of the system which has the features he is interested in, because it is much easier to suggest solutions when you know nothing about the problem. Each problem that is solved analytically becomes a rule which serves to solve other problems.
Pertaining to the research processes it was imperative to have three different set of evaluating standards, benchmarks and attributes. The data collected was vast, diversified but insightful as well. For the FIRST research process i.e. Survey form, the evaluating attributes defined were – 1. Age – to be in a position to do justice to incumbent’s ability and maturity 2. Zodiac Sign – to figure out common personality traits and inclinations 3. Experience – overall and at present for judging the seniority and loyalty 4. Remuneration – overall and present to find out the trends and drive 5. Overall Feedback – to get idea of the IQ, EQ and CQ to categorize
The combination of all these attributes scores were reduced to a code with a thoughtful consideration of matchmaking of a job to a particular trait, suitability of overall experience and age to a position, CTC and conduct of an incumbent to its demands and concerns and so on. A typical example is a Libra girl having 6 years tenure in this company only and having a rising graph of remuneration/conduct v/s productivity/reliability scored the highest rank in this section.
Sustainable Development of Human Resources
Page 10 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
The SECOND research process was fairly technical in nature. It was conducted online by a hired software intelligence tool. The results of the technical test were quite self-explanatory and provided graphs, charts and even the recommendations. Although it measured the accuracy to the desirable detail, it was lacking in quantifying the ‘efficiency’, a major aspect contributing to the productivity, with respect to time taken to complete the test. Performance in the CAD skill test has TWO aspects 1. Accuracy in the drafting
Quality
2. Speed of drafting
Efficiency
Hence considering both the factors a Performance Quotient (PQ)* was defined and a formula was derived to present the result of this test in the most pragmatic manner. The formula used to calculate the Performance Quotient was PQ = Benchmark Time divided by Time Taken multiplied by Score, where –
Benchmark Time (Average of the time taken by all members to complete the test) Time Taken (Time taken by that particular member to complete the test) and Score (The marks scored in the test) This quotient proved very useful as both the aspects of quality and efficiency are equally important in general and for working drawings in particular. * This formula is Author’s intellectual property and is in the process of registering the patent.
Sustainable Development of Human Resources
Page 11 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
The THIRD research process was quite conventional and somewhat parallel to the process of regular interview. Still the need of a structured questionnaire was sensed and it was designed to include the feedback of the Survey form filled-in by the incumbent and the outcome (PQ) of the CAD test. It was necessary to explain the formula and it’s reasoning to every member to safeguard the reliability and respectability of the test and to win the confidence of the team. Apart from the typical questions like ‘tell me something about your-self…’ following questions were specially designed for this THIRD and FINAL stage of the research and analysis –
What made you choose your degree/diploma/training course? What is the major feature of your preferred job/employer? What do you know about MPAPL and how? Explain what you think of this job function? What other jobs roles you can consider? What are your three main strengths? What is your greatest weakness? What value would you add to MPAPL? How would you rate your interpersonal skills? If you can change one thing about yourself, what would it be? What do you consider to have been your main achievements? How would you like your career to develop in the next 3 years? What hobbies and leisure activities are you currently involved in? Anything that you would like to share – Please feel free to ask any questions to clear your doubts, if any –
Sustainable Development of Human Resources
Page 12 of 50
UBI/MBA/IE/JUL11/6959
Manish Shashikant Puranik Notes •
All the tests conducted are 100% scientific and online
•
Overall performance including the attitude, aptitude and conduct is considered
•
The criteria for appraisal includes – o Technical (CAD) Skills
-
20 Marks
o Loyalty / Salaries / CTC
-
20 Marks
o Educational Qualifications -
20 Marks
o Total Experience
-
20 Marks
o Soft Skills / Conduct
-
20 Marks
o Total -
100 Marks
Performance – CAD operators have several responsibilities. They must produce drawings that are accurate, well-planned, and well-organized. They must be able to produce these drawings in a reasonable amount of time. They must be able to control the CAD system to the extent that they can find any given drawing easily. Operators must back up and maintain their CAD systems so information is never lost or inadvertently deleted. They must be able to output the drawings to a printer or plotter. Good performance is easy to test for.
Attitude – CAD operators willing to learn and who accept criticism well are more valuable than CAD operators who think they know everything. A good CAD operator is willing to look in the book before asking questions and will ask questions before issuing a command that may cause damage. Too often, a CAD operator with a poor attitude will look for work elsewhere as soon as the training period has ended. Good attitude is extremely important but not very easy to test for.
Sustainable Development of Human Resources
Page 13 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
8. Recommendations
Identifying and setting a clear and practical objective
Action plan to attend the objective
Review, Analysis and Resolutions on monthly basis
Training, Development and raising the bar
Deliberate efforts to build and establish MPAPL* as a recognized brand in the Global AEC industry.
8.1
Methodology
First Semester (26 Weeks) Activity with Timeframe •
Defining an Employment Policy including HR Strategies
-2 Weeks
•
Setting up an employment arm with any reputed agency
-1 Week
•
Writing Service Rules and Regulations including Code of Conduct
-2 Weeks
•
Designing P-to-P Organization Chart (President to Peon)
-1 Week
•
Identifying the workforce needs & finalizing the strength
-1 Week
•
Reviewing the funds flow and determining the budget
-1 Week
•
Evaluation of existing staff for Skills, Attitudes and capabilities
- 4 Weeks
•
Designing a foolproof system for the workflow
- 2 Weeks
•
Reviewing, modifying and implementing CAD Standards
- 2 Weeks
•
Designing the workflow structure wrt Evaluation results
- 1 Week
•
Training all the delegates in respect of the output
- 2 Weeks
•
Setting up the infrastructure appropriate to the objective
- 1 Week
•
Testing the system in action and monitoring the results
- 4 Weeks
•
Resolutions and finalization of a sustainable system
- 2 Weeks
Sustainable Development of Human Resources
Page 14 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
Second Semester (26 Weeks) Activity with Timeframe •
Defining an induction program for new recruits
- 2 Weeks
•
Reviewing reports of all the teams
- 2 Weeks
•
Identifying brilliant Designers/Organizers for mentoring
- 2 Weeks
•
Providing training to the selected mentors for BIM
•
Defining a system for Incentives and Rewards
- 2 Weeks
•
Procedure for Benchmarking and Assessment
- 2 Weeks
•
Developing materials and strategies for smooth workflow
- 2 Weeks
- 14 Weeks
Continuous Development Process after a Year
8.2
Studio Hierarchy Structure
“Non-supportive responses are especially harmful when they come from bosses, colleagues or friends. An atmosphere of honesty, trust and support is absolutely necessary if most people are to make the best of their conceptual abilities”
•
Chief Design Officer (The In-charge of Design Studios)
•
Studio Head (1) – Leader (1) – Senior Designer (1) – Junior Designers (2) – Trainee Designer (1)
•
Trainees to be given small and standardization jobs to make them acquainted with the system and let them contribute to the standardization process.
•
In two semesters they should graduate to Junior Designer doing project woks
•
Junior Designers to be trained and mentored to become Senior Designers in four semesters
Sustainable Development of Human Resources
Page 15 of 50
Manish Shashikant Puranik
•
UBI/MBA/IE/JUL11/6959
Senior Designers to work as training and support and advance to be Leader in eight semesters.
•
Team Leaders to handle the QA/QC, problems, training and development of their teams
•
Team Leaders should improve themselves in terms of Advanced Design Skills, CAD Standards, 3D Modeling, Visualization and BIM tools.
•
Within ten semesters the Team Leader should graduate to be the Studio Head
•
In the span of fourteen semesters one of the Studio Heads, the best one, should progress to be the CDO
•
•
Remuneration to be decided on the level basis – •
Trainee Designer – 50 Rs. per hour
•
Junior Designer – 75 Rs. per hour
•
Senior Designer – 125 Rs. per hour
•
Team Leader – 200 Rs. Per hour
•
Studio Head – Appropriate to the knowledge, experience and contribution
Surveillance software will give the report of the exact working hrs of each Team Member
•
Arrange Periodical rewards for achievement, training and awareness programs, seminars and social events, monthly meetings to review and improve the performance.
•
Instead of OT and Increments, Incentives and Loyalty Bonus should be awarded.
Sustainable Development of Human Resources
Page 16 of 50
UBI/MBA/IE/JUL11/6959
Manish Shashikant Puranik
8.3
Key Role Assignment
A. Profile of Chief Design Officer
•
With a qualification in Architecture and 12 to 15 years of post qualification experience, capable to carry out reviews on various concepts, schematics and
detail
designs
for
the
large
building
projects
and
master
developments. •
Competent to interact with the various internal project teams and provide support to them with respect to the architectural design reviews.
•
Have managerial skills to supervise and guide a team of Senior Architects and be responsible for directing professional Consultants and assuming responsibility for value engineering and timely deliveries.
•
Proficient in AutoCAD with knowledge of 3D Max and BIM tools would be an added advantage.
•
Previous experience at a Senior Management Level is paramount, and experience within an Architectural Design Consultancy should be highly regarded.
•
Techniques of design, construction and maintenance of architectural projects
•
Principles, practices and techniques of project management and review
•
Practices and techniques of contract development and administration
•
Principles and practices of building cost estimating, both conceptual and detailed.
Sustainable Development of Human Resources
Page 17 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
B. Knowledge
•
Principles and practices of architectural design
•
Techniques of design, construction and maintenance of architectural projects
•
Principles, practices and techniques of project management and review
•
Practices of effective administration, supervision and management
•
Practices and techniques of contract development and administration
•
Practices and techniques of space need assessment (programming)
•
Principles and practices of building cost estimating, both conceptual and detailed.
C. Skills
•
Designing and managing complex architectural projects
•
Analyzing, developing and implementing facility improvements
•
Evaluating architectural problems and preparing reports
•
Prioritizing and managing multiple architectural projects
•
Defining roles and responsibilities for in-house design and production
•
Supervising, planning and evaluating the work of others
•
Maintaining effective working relationships with others
•
Communicating effectively, both orally and in writing.
Sustainable Development of Human Resources
Page 18 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
D. Scope of Job •
Plans, organizes and manages architectural, interior and space planning and related activities.
•
Reviews drafting project plans and approves complex architectural specifications.
•
Establishes, reviews and schedules work priorities for assigned staff.
•
Monitors preparation of contracts for professional services and for construction projects.
•
Reviews contractor project funds and change orders and prepares projections.
•
Plans, assigns, supervises and evaluates the work of professional and paraprofessional staff.
•
Establishes needs for and conducts or arranges for training of professional and paraprofessional staff.
•
Advises on capital improvement projects and assists in developing longrange capital improvement plans.
•
Develops space allocation programs and analyzes office space needs to project growth patterns and long range space needs.
•
Certifies project documents including, but not limited to, drawings prepared by professional staff by affixing registered architect seal.
•
Participates in the development of organizational policies and procedures.
•
Prepares the division budget and identifies priority projects.
•
Appraisal, analysis and Key Role Assignment to the design staff at regular intervals.
Sustainable Development of Human Resources
Page 19 of 50
Manish Shashikant Puranik
8.4
UBI/MBA/IE/JUL11/6959
Profile of the Studio
Architecture Studio would support the Architectural Design Projects and Interior Studio would support the Interior Design Projects. However, in view of the optimum productivity, switching between the teams should be facilitated and supported to distribute the workload equally to meet the deadlines and meet or exceed the expectations. Design Development is the primary and mandatory key responsibility for one and all in the Studio. Apart from that –
A. The respective Studio Heads would be responsible for o Identifying the Objective – the task at hand o Setting up an action Plan – the proper work distribution o Observing the Process – monitoring and facilitating the progress o Preparing Report – Weekly status of studio – Last, Current and Next o Defining a Resolution – report and analysis of the outcome o
Studio heads should take deliberate efforts to – •
Streamline and develop the design development processes
•
Contribute to the Business Development Activities by all means
•
To be on the vanguard of MPAPL* Brand Building activities and events
•
Develop and Retain a strong committed team of Design Professionals
•
Live up to the pace of the emerging trends and technologies in the industry
•
Keep oneself aware of all the aspects of contemporary architectural design
•
Govern and monitor the Studio activities in view of the productivity and professionalism.
Sustainable Development of Human Resources
Page 20 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
B. The respective Team Leaders would be responsible for •
Keeping up-to-date log of activities of TEAM in the form of Daily Log sheets
•
Redistribution of workload of the team according to status and projection
•
Contributing their share to achieve the deadlines on the daily / weekly basis
•
Assuring and checking the quality of the drawings for the CAD Standards
•
Performing SWOT analysis for the individual as well as the team and Providing training and mentoring the team for improvement
C. The respective Senior Designer would be responsible for •
Keeping track of the attendance and absenteeism in the studio
•
Keeping record of activity of every member on hourly basis
•
Preparing the proposed Leave chart and forecasting the schedule
•
Getting feedback from both the Job Assignors and Assignees
•
Reporting the session status to the respective team leaders / heads
D. The Junior Designers would be responsible for •
Understanding the Scope, deadline and required skill level of the task
•
Assigning the appropriate tasks to right people including themselves
•
Facilitating and accelerating the Design Development workflow by strictly observing the CAD Standards
•
Continuously developing the skills and competencies including soft skills
•
Guiding and facilitating the trainees in their assigned tasks and responsibilities
Sustainable Development of Human Resources
Page 21 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
E. The Trainee Designers should take deliberate efforts to •
Make themselves acquainted with the Studio Procedures and CAD Standards
•
Sincerely complete their assigned jobs and studying the required skills
•
Developing Standard libraries and seek guidance from the seniors to improve
•
Completing the task assigned to them by strictly adhering to the CAD Standards
Sustainable Development of Human Resources
Page 22 of 50
UBI/MBA/IE/JUL11/6959
Manish Shashikant Puranik
8.5
Studio Structure – Technical
Size of the Studio 33’6” X 30’6”
No. of Studios – 4 (2 Architecture + 2 Interior)
Total no. of workstations in a Studio 6
Studio Head can monitor / control any workstation
CDO Cabin in the middle left size 10’ X 8’
Studio Head also monitors plotting and allied activities
Each Studio hosts 4 Designers + 1 Leader + 1 Head
CDO has a Laptop and not a Workstation
No. of workstations in the Studio – 6 X 4 = 24
Total no. of printers A0 Size + A3 Size + A4 Size = 3
HEAD
HEAD
LVL +0.00
LEADER
LEADER
LVL +300
URINALS PANTRY
CDO
PLOTTER
LVL +450
LVL +150
LEADER
HEAD
Sustainable Development of Human Resources
LVL +0.00
TOILET
PASSAGE
LEADER
HEAD
Page 23 of 50
Manish Shashikant Puranik
8.6
UBI/MBA/IE/JUL11/6959
Studio Structure- Administrative
•
The Studio would have a Manager and an In-charge
•
The Studio would have FOUR teams. Every team would have following structure – 1 Leader, 3 Senior CAD, 3 Junior CAD and 2 Trainees – Total Size of team 9
•
The salary structure would be based upon the levels in the studio structure.
•
There will be an appraisal of every member at every SIX months and there will be a salary structure review every year in the month of March.
•
Every new operator would be treated as Trainee for minimum 1 month despite of the age, gender, qualification or experience, and this would be the orientation period.
•
His/her position in the structure would be finalized at the time of confirmation and would be based upon the overall performance review.
•
Every team member should be encouraged to advance from the current level to the next level in view of the authority, responsibility, commitment and pay package
•
The Log-sheet for everyday has to be filled by the operator and authorized by the Leader
•
The Work Schedule to be prepared by each leader everyday in the morning hours.
•
Nobody should be idle in the studio and in such rare occurrences he/she should help other members, study something new or polish the computer skills and the same should be written in the Log-sheet instead of ‘NO WORK’
Sustainable Development of Human Resources
Page 24 of 50
Manish Shashikant Puranik
8.7
UBI/MBA/IE/JUL11/6959
Typical Work Cycle
A. Designing a Standard Format for interaction of Designer with the Team Head and the designer should explain the scope of job and instructions to Head of the team designated for him/her in writing in conjunction with supporting sketches, notes, annotations STRICTLY IN THIS format. If something important must be discussed verbally, specific area like Conference Room should be used. The discussions in the studio create a chaos disturbing the concentration which adversely affects the productivity.
B. Designing a Set of instructions to be used by the Team Head to instruct his/her Team which should include but not limited to the Log sheet / Day Report. Allocating the tasks to the appropriate person, getting the job done in the scheduled timeframe and checking entirety and integrity of the Day Reports should be the sole responsibility of the Team Head.
C. Each Team Head should report the Studio Manager twice a day – 10 am for schedule for the day and 6 pm for the cumulative Day Report. Studio Manager in turn should talk to the directors at 10.30 am and 5.30 pm (or at regular intervals as required) for the Status and Schedule reports.
D. Any issue, either of the CAD Team or of the Designers, should be reported to and discussed with the Studio Manager. No personal debates or interactions between the designers and the studio should be entertained.
Sustainable Development of Human Resources
Page 25 of 50
Manish Shashikant hashikant Puranik
UBI/MBA/IE/JUL11/6959
E. Issues related to the hardware should also be brought to the notice of the Studio Manger immediately, who in turn should discuss and resolve the same with the IT Manager. nager. Unauthorized access, misuse and mishandling of the equipments and unnecessary wastage of the supplies should be strictly prohibited.
F. Providing appropriate inputs and clear instructions for the anticipated output with set deadlines would be the sole sole responsibility of the Designers. Maintaining the schedules and productivity would be the sole responsibility of each Team Head. Taking deliberate efforts to maintain the smooth and peaceful workflow of the jobs and taking care of proper coordination between betw Designers and the Team Heads should be the sole responsibility of the Studio Manager. He / She should also be responsible for observing the Code of Conduct in the CAD Studio.
Sustainable Development of Human Resources
Page 26 of 50
Manish Shashikant Puranik
8.8
UBI/MBA/IE/JUL11/6959
Guidelines for a High Standard Design Studio
1. Log of every activity including printing to be maintained by the Team Heads and monitored by the Studio Manager.
2. Regular assessment, training and development should be promoted and exercised.
3. Required Software skills of all the employees should be brought to a standard benchmark level to initiate an independent self-governing system regardless of gender, cast, creed, age or grade.
4. Software skills should be the sole criteria for the task-specific decisions. An adaptable and decentralized structure of workflow management should be introduced to eliminate the bias or nepotism tendencies.
5. Every major decision regarding CAD Studio from writing CAD Standards to upgrade to newer version / software should be discussed, detailed and shared to the CAD Team and their feedback and support should be taken in consideration.
Sustainable Development of Human Resources
Page 27 of 50
Manish Shashikant Puranik
8.9
UBI/MBA/IE/JUL11/6959
Studio Operating Regulations
A. Timings •
Studio will follow five-days-week pattern. Saturday and Sunday would be OFF
•
A list of Holidays in the calendar year would be published on every 1st Jan
•
On all working days Studio will be operating from 08:00 AM to 08:00 PM
•
During these operating hours members can work for any 8 HRS a day and have to complete min. 40 HRS in a week. The decision about unreported, unjustified and unapproved less than 40 hrs in a week would be at the sole discretion of the studio management.
•
Standard lunch time will be from 01:15 to 1:45 PM; however studio members having lunch within the office should have it strictly in the hangover area and should finish it before 1:45 to facilitate other activities in the HOH.
•
The additional working hrs, if any, would be calculated and compensated appropriately on a weekly basis and the amount would be credited to the member’s account.
•
The presence in the studio would be monitored by the Access Cards and CCTV cameras
•
Every member has to be present in the Studio between 12 to 3 PM, failing to which will result in an absent mark for that day for the member. Also it would be the member’s responsibility to receive the updates from the peers in case of missing any important meeting or a day.
Sustainable Development of Human Resources
Page 28 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
B. Leaves •
Leaves should be taken by prior approval of Team Leader, Studio Head and CDO. Leaves without prior permission would be treated as ‘absent’ and appropriate disciplinary action would be taken. However, any justified emergencies could be allowed at the sole discretion of the Studio Management.
•
The total no. of paid leaves in a Year should not exceed 24. 10 Sick + 6 Privileged + 5 Casual + 3 Complimentary = 24. Any member would be eligible for the Privileged leaves only upon confirmation.
•
Sick leaves would be granted only with a certified Medical Doctor’s certificate.
•
The leaves taken in the Probation period (First Six Months) as well as beyond the yearly leave limit would be Unpaid and those may also affect the performance appraisal adversely.
•
The balance Privileged leaves at the end of the year would be either carried forward to the next year or can be compensated depending upon the member’s conduct. However, sick, casual and complimentary leaves would neither be carried forward nor compensated and any operator can accumulate maximum 24 balance leaves in his/her service period.
•
A leave period of more than 7 days in a row or in a single month would be considered reluctance to continue the services if not pre-approved or welljustified or supported by a valid certified document.
•
All the leaves taken with a Prefix and Suffix holiday would be counted INCLUDING the holidays. However, either only a Prefix or only a Suffix is allowed.
Sustainable Development of Human Resources
Page 29 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
C. Penalizing
•
The breach of ANY of the above clauses would result in a memo
•
Three memos will automatically generate a warning
•
Two warnings will automatically generate a severe warning and subsequent misconduct would result in a strict disciplinary action including suspension OR termination of services.
D. Code of Conduct
i.
All the Studio Members should maintain a decent and formal dress code and should always wear formal apparels and professional attitude in the studio. Neither gaudy, casual apparels nor unethical, lousy behavior should be practiced.
ii.
All the studio members should digitally record their respective ‘In’ and ‘Out’ time in the system. Failing to do so will result in marking the respective member ‘Absent’ for the day. No debate / negotiations should be entertained in this regard.
iii.
Every Studio member is supposed to report the respective Studio Head in the morning at Login and in the evening at the Logoff. At the Login the schedule for the day should be defined and the Day Report should be submitted to the Studio Head at the Logoff. Failing to do so would be considered disobedience and would be penalize accordingly.
Sustainable Development of Human Resources
Page 30 of 50
Manish Shashikant Puranik
iv.
UBI/MBA/IE/JUL11/6959
Nobody should be entertained for doing anything other than Studio Design Work, which includes but not limited to Chatting, Talking on Mobile phones, Reading Newspapers, Playing games, etc., during 9 am to 1.15 pm and 1.45 pm to 6.00 pm. Any person found involved in such activities would have to face the appropriate disciplinary action found suitable at that point of time.
v.
The payments calculation would be on hourly basis. The hourly rate for a member would be derived from his/her level in the hierarchy. At the end of each week the total no. of hours worked for that week would be calculated and the resultant amount would be credited to the designer’s account. However the payments would be released on monthly basis on the presumed date. If any discrepancy is found in the Statement of Account the same should be brought to the notice of the Studio Head / CDO. Nobody should directly talk to the HR or Accounts personnel.
vi.
Regular assessment and evaluation of the performance would be done in addition to continuous monitoring of the Studio activities. The conduct, behavior and contribution would be awarded / penalized accordingly. Every effort of support and determination towards the objective would be encouraged and appreciated while the opposite would be considered as violation and treated accordingly.
vii.
Everybody is also encouraged for self-assessment, self-improvement and self-judgment in view of Conduct, Contribution and Design as well as CAD skills, which should be crosschecked with the results derived from the scientific evaluation systems.
Sustainable Development of Human Resources
Page 31 of 50
Manish Shashikant Puranik
viii.
UBI/MBA/IE/JUL11/6959
In the Design Studio every team member should voluntarily observe selfinitiative, self-motivation, and self-discipline. Above and beyond a mature responsible conduct from everybody is highly anticipated.
ix.
Every Studio Member should take utmost care of all the MPAPL* assets including furniture as well as electronic equipments and take deliberate efforts to avoid misuse, mishandling, wastage of available resources from consumables like paper and ink, to the services like water, electricity, phones and the most scarce commodity ‘TIME’.
•
Studio Timings – 9 am to 6 pm
•
Session 1 – 9.00 am – 01.15 pm
•
Lunch Break – 01.15 – 01.45 pm
•
Sessions 2 – 01.45 – 06.00 pm
•
Total working hours in a day – 8.50
•
5 Days week pattern – 22 days per month
•
Potential productive Hours per month – 40 X 8.5 X 22 = 3740
•
Session timings to be followed strictly
•
Studio Head should enforce this discipline
•
Disobedience of the schedule to be penalized
•
Unproductive Studio time to be reduced to zero
Sustainable Development of Human Resources
Page 32 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
E. Studio Policies
•
TIME should be the essence of the Studio
•
Any disobedience not to be tolerated
•
Professional Environment and productivity to be maintained
•
Nobody leaves without completing task-in-hand
•
Leave applications to be recommended by respective Leaders, authorized by Studio Head and sanctioned by the CDO only
•
All of these should ensure that the workflow and production is not disturbed because of the leaves
F. Studio Strategies
•
Emphasis on continuous improvement
•
Periodic Skill analysis and development
•
Providing excellent work-environment
•
Offering incentives for achievements and monetary punishments for breach of CoC
•
Motivating sincere members to be professionals by offering them positions
•
Starting the process of Creative thinking
•
Enhancing Potentials by effective process
•
Positive and Productive interactions by arranging events / seminars / workshops
•
Promoting and implementing transparent Communication throughout.
Sustainable Development of Human Resources
Page 33 of 50
Manish Shashikant Puranik
8.10
•
UBI/MBA/IE/JUL11/6959
Streamlining the CAD workflow
Introducing the Request for Drawing (RFD) and Request for Information (RFI) formats
•
Defining a process and flowchart for assigning, checking, modifying and submission of drawings
•
Designing a system to streaming coordination and incessant monitoring of work progress
•
Deploying Key Role Assignments to achieve and exceed the targets and receive compliments
•
Offering flexibility and authority to the leaders to switch between tasks according to priority
•
Offering appreciations and rewards for the timely and successful completion of the assigned tasks
•
Encouraging teams to take active part in the Design Development process instead of slogging
•
Generate a healthy competition between the teams to make them more determined
•
Devote some time, money and effort for a few relax moments, intimate acts and social activities
•
Making it a habit to follow the strict deadlines without any excuses and constantly raising the bar
Sustainable Development of Human Resources
Page 34 of 50
Manish Shashikant Puranik 8.11
UBI/MBA/IE/JUL11/6959
CAD Standards
The concept CAD standard has a dual purpose – to standardize all the drawings of any Studio in identical format and increase productivity and streamline the CAD workflow.
Any CAD Standard basically includes but not limited to – 1. A Standard Company Template (To be used in Layout Tabs) 2. A set of annotative, dynamic blocks and annotations (Created on ‘0’ layer) 3. A set of Layers system with unique Name, Color, Linetype, Lineweight and Description 4. A set of predefined annotative Text Styles (At least 3 for varied objects) 5. A set of predefined annotative Dimension Styles (At least 1) 6. A set of predefined associative Hatch Patterns 7. A set of predefined attributes for the variable text data in identical format 8. A standard nomenclature for the drawing elements 9. A standard style of indexing the drawings 10. A standard Chronological Directory structure to store the drawings
Secondly, to standardize the Design and CAD studio and increase the productivity – •
Standard Workflow chart to be prepared for a smooth and optimized workflow.
•
A common library on the server to be developed
•
Use of Annotative property to be encouraged
•
Use of Layout Tabs and X-ref to be encouraged
•
Use of Dynamic Blocks to be encouraged
Sustainable Development of Human Resources
Page 35 of 50
Manish Shashikant Puranik
8.12
UBI/MBA/IE/JUL11/6959
Training and Development
•
Benchmarking the skill level and regular assessment of the team
•
Conducting periodical Training Seminars and Knowledge Centre workshops
•
Introducing all members to a culture of continuous learning and development
•
Arranging hands-on exercise series to make the team aware of new technologies and potentials
•
Providing tools and techniques training and mentoring for self-positioning and self-improvement
•
Conducting tests and trials for evaluating the aptitude as well as attitude and collecting feedback
•
Encouraging KPI specific group discussions to reveal the dreams, visions and opinions of the team for betterment
•
Exercising Key Role Assessment and arriving at resolutions for restructuring and amendments
•
Providing support for any in-house or external learning/training activity to encourage advancement
•
In the team spirit, engraving the thought ‘Illiterate is not the person who cannot read or write but the one who is unwilling to learn’.
Sustainable Development of Human Resources
Page 36 of 50
Manish Shashikant Puranik
8.13
UBI/MBA/IE/JUL11/6959
Developing a Work Culture
•
Every member should be made feel how important is he/she to the studio
•
Every member should be accountable as a part and parcel of any assignment
•
Every member should be assigned appropriate and achievable tasks and targets
•
Every member should be encouraged to learn and develop new skills and technologies
•
Every member should be awarded for certain achievements and penalized for shortfalls
•
Every member should be made aware socially in general and technologically in particular
•
Every member should be made comfortable and at ease to exploit the potential at fullest
•
Every member should be molded for performing self-analysis and observing self-discipline
•
Every member should be developed to cope up with any situation to succeed and be satisfied
•
Every member should be provided with essential resources and avoided of unnecessary facilities
Sustainable Development of Human Resources
Page 37 of 50
UBI/MBA/IE/JUL11/6959
Manish Shashikant Puranik
8.14
Steps for CAD Standards Implementation
I. PATH For every project a centralized database on the Server would be maintained with a specific Directory structure for every project as follows – a) There would be separate drives for 1) Applications / Tools
-
P
2) Documents / Reports
-
D
3) CAD Works (Current)
-
E
4) CAD Works (Archive)
-
H
5) CAD Library (Blocks)
-
L
6) Images / Presentations
-
V
7) Transmittals / Temp
-
T
8) Office Communication
-
O
b) Every project would have a name combining the Short name and the Short Code. Short Name would be derived from the full name of the project and the Short Code would be the serial no. of that project at this particular Design Studio. For example if the Akshar Commercial Vashi project is at 225th position in chronological order, its name would be 0225ACV. c) If there are phases in the same project a letter for the phase can be suffixed to the short code. For example for Phase II of the above project the name would be 225ACV-II. The serial no. remains the same. In case of revision of any old project ‘R’ would be prefixed to the same i.e. for revised project of the above one, it would be R-225ACV.
Sustainable Development of Human Resources
Page 38 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
d) The views option in the Windows Explorer would be set to ‘Thumbnails’ and in the properties option of the folder, select ‘customize’ and ‘choose picture’, preferably a initial visual for that project, to remind the contents of the same in the thumbnail preview. This will help locate the folders easily in the explorer window. e) A new folder with this name would be created on D, E, V and T drives. The relevant data would be stored in the respective folders. Once the project is finalized all the CAD data would be moved to the H drive in the same folder except the Execution Drawings, which would remain in the E drive until the project is complete. Once the project is complete in all respect all the data relevant to that project would be transferred to ‘H’ drive and a DVD of the same to be prepared as a backup in case of any accidental loss of data. This way drive E and H can be maintained relatively free. f) It is anticipated that every workstation in the studio have the identical hardware configuration and same version of software to be used. All the drawings should start with the ‘MPAPL*-2009.dwt’ template drawing. It has all the required layers, styles, blocks and layouts. The drawing should be ‘Save As’ in the dwg format at the appropriate Path to avoid the overwriting of the template file. g) Every drawing should be checked manually as well as electronically for CAD Standards, with the help of ‘MPAPL*-CHK.dws’ file. This will ensure the quality and consistency of all the drawings.
Sustainable Development of Human Resources
Page 39 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
II. Folder Structure
All the Model Space Drawings to be saved in the respective Project Folder. For deliverables, Sheet Set Manager should be used. It will automatically create the desired Folder Structure with Nomenclature. While transmitting the Drawings the entire folder should be transmitted.
Every Project Folder would have Four Base Folders – 1. Concept – This is the basic folder where all the preliminary work like concept sketches, diagrams, and basic drawings would reside. 2. Schematic – This will have more formatted and workable sketches forming the base of the Design Development Process. 3. Working / Tender – These would be the Product Information drawings i.e. the drawings that would be used for tender calculations or sent to the site for execution. This is the most important folder and hence will have subfolders like –
i. Received – This will have all the data that is received from the Client, Consultant, Vendor, Agency etc. which should be categorized accordingly within the subfolder ii. X-ref – The most important subfolder hosting all the Base Sheets to be used as the external references for the subsequent drawings. A typical example of Base Sheet is an Architectural Plan with columns.
Sustainable Development of Human Resources
Page 40 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
iii. Current – This subfolder is the actual happening where all the day-to-day work should be saved to, accessed from, modified in and retrieved from. This will again have discipline-specific subfolders like 100 Plans, 200 Elevations, 300 Sections, 400 Details, etc. iv. Sent – This folder will store all the data that has been transmitted from this Studio to the Client, Consultant, Vendor, Agency etc. It will again have subfolders for Data and X-ref. Supposedly these are the final drawings, but in rare occurrences of reworking and changes, a new subfolder named ‘Revised’ to be added to the entire hierarchy.
4. As Built – After completion of a particular project, the measure drawings should be taken from the site and the same should be saved as the As Built drawings for in this folder.
Sustainable Development of Human Resources
Page 41 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
9. Conclusion
“… what is clear… is that creative behavior, from an evolutionary perspective, is the momentary product of historical and contemporary forces of several different motivations socially situated but individually felt”
It is very interesting and enlightening to study the journey of an Architectural design from an idea to materialization through improvisation and it will not be possible without, starting from ‘Concept’ to ‘As Built’ Drawings all in place! Also the evolution of the process through the Knowing – Being – Doing of the individuals involved needs to be structured and formulated with a focus on productivity which otherwise would nothing more than a philosophical metaphor.
People, the biggest asset, mechanism and strength of any business practice needs to be scrupulously selected, profusely trained & developed and insightfully retained so that the entire gamut of professional practice runs smoothly and independently to deliver at optimum. No doubt a system is required to take care of this governance but if any Management succeeds in imbibing the motto ‘Work is no longer a place you go; it’s what you do… Always, everywhere’ unto its TEAM, that would be real unparalleled triumph which will bear fruits for times to come. And the business will not only survive but will develop an inner potential to grow by leaps and bounds at every opportunity with the support of Sustainable Human Resource Pool at its disposal.
Sustainable Development of Human Resources
Page 42 of 50
UBI/MBA/IE/JUL11/6959
Manish Shashikant Puranik
The Intellectual Service Business like Architectural Design Practice needs Projects to survive and prosper. The projects need no. of deliverables in form of Designs and Drawings to put any idea into solid, physical shape and form. These deliverables need to be prepared by a TEAM of individuals with diverse knowledge, skills and abilities. And although each individual is adapted to his or her own aspirations, beliefs, conditioning and delusions, i.e. they are independent in nature but integrated
in
function
and
thus
should
operate
collectively
still
deliver
independently. It would be a total chaos in absence of a human-independent system to run, control, govern and assess this phenomenon.
Following the maxim ‘You can’t manage what you can’t measure. You can’t improve what you can’t manage’ a sincere effort has been put in practice to Assess – Analyze – Improve – Implement – Govern the presented scenario in light of some basic human psychological principles supported with some management tools and techniques to achieve the aforesaid objectives. Although the instant success of the applications tend to overwhelm the bystanders, it would be interesting to follow the development of this well-received and praised effective initiative under the divergent, pressuring and unanticipated set of conditions.
…Men are mortal. So are ideas. An idea needs propagation as much as a plant needs watering…Otherwise both will wither and die…
Sustainable Development of Human Resources
Page 43 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
10. Reference Internet http://www.payscale.com/mypayscale.aspx http://www.salary.com/ http://www.cyclope-series.com/ http://www.recoveryfix.com/screen-recorder.html http://www.3ami.com/activity-monitoring.htm http://www.workexaminer.com/ http://www.track4win.com/Employee_Monitoring.asp http://www.osp.state.nc.us/manuals/Section5.pdf https://wiki.cc.gatech.edu/designcomp/images/0/04/Edutech97-eyd.pdf ftp://111.90.172.206/E-BOOKS/.../dpc1028.pdf http://www.cadsmart.net/ http://www.family-business-experts.com http://www.cad-manager.com http://www.caddigest.com/subjects/management/index.htm http://www.coa.gov.in/practice/practice.htm http://www.explorehr.org/ http://www.citehr.com/human-resource-management-f34.html http://www.siescoms.edu. http://articles.economictimes.indiatimes.com/keyword/employee-engagement
Sustainable Development of Human Resources
Page 44 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
Books Which remuneration and rewards system will work best for us: performance based or skill based? – By Paul Carl Mackay. Management Development Centre (Wellington, N.Z.) Publisher the Centre, 1997 Why employees don’t do what they’re supposed to do and what to do about it – By Ferdinand f. Fournies Human Resource Management practice by Michael Armstrong – Kogan Page Publ. Management Development through Training – By Charles e Watson Addison-Wesley Publ. The action Centered Leader – By J Adair Mcgraw Hill Publ. Organizational Change – By C Avgyris Addison-Wesley Publ. Reward Management – By Armstrong M / Murlis H Kogan Page Publ Organizational Development – By Beckhard R Addison-Wesley Publ. Strategic HR Management – By Mabey C / Salaman G Blackwell publ. 10 ways to retain your top talent – By Alan l. Collins Employee Engagement SIES College of Management Studies Working Paper Series Passionate Performance – By Lee J. Colan Who Moved My Cheese? – By Spencer Johnson The Heart of Change – By John Kotter
Sustainable Development of Human Resources
Page 45 of 50
Manish Shashikant hashikant Puranik
UBI/MBA/IE/JUL11/6959
Appendix 1. Organization Structure
2. CAD Studio Structure
Sustainable Development of Human Resources
Page 46 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
3. CAD Standards
Sustainable Development of Human Resources
Page 47 of 50
UBI/MBA/IE/JUL11/6959
Manish Shashikant hashikant Puranik
4. Continuing Professional Development
Recruitment, Training and Staff Induction
Planning CAD Training
Benchmarking CAD Skills
CAD Skill Assessment
Analyze Results & Share Feedback
Excellent
Above Average
Below Average
Poor
Result Oriented Actions
Advance CAD / BIM
Research & Practice
Refresh Knowledge
Basic CAD Course
Continuing Professional Development
CAD Mentoring & Knowledge Base
Advance CAD
Research & Practice
Periodical Assessment
Sustainable Development of Human Resources
Page 48 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
5. Performance evaluation
Performance evaluation is a necessary and beneficial process, which provides annual feedback to staff members about job effectiveness and career guidance. The performance review is intended to be a fair and balanced assessment of an employee’s performance. The Performance Review Summary Form is designed to record the results of the employee’s annual evaluation. During the performance review meeting Summary to record an overall evaluation in:
•
Accomplishments
•
Service and Relationships
•
Dependability
•
Adaptability and Flexibility
•
Decision making or Problem solving.
Sustainable Development of Human Resources
Page 49 of 50
Manish Shashikant Puranik
UBI/MBA/IE/JUL11/6959
6. Cultural Development
Sustainable Development of Human Resources
Page 50 of 50
