Preparing for Part 3 Stephen Brookhouse 3rd May 2014
Objectives of this session • • • •
Professionalism: what do we mean? Professional standards: an introduction Part 3 Criteria: an overview Professional conduct
• • • • •
Part 3 route map The elements of Part 3 in detail: CV Personal self-evaluation Pedrs
• • •
Case study Practice problems Oral examination
Overview • Coming to Professional Practice and Part 3 • • • • • •
Professional Knowledge Professional Experience Professional Skills Professional Behaviour Professional judgement Professional Development
• ARB Registration and RIBA membership
The Professions
• • • • •
Have their own a distinct body of knowledge Erect entry barriers to membership Serve the public interest Independent and impartial Enjoy public recognition and from other professions
Part 3 Criteria 2011 • Five Professional Criteria: • Defining knowledge and competence
• • • • •
PC1 Professionalism PC2 Clients, users and delivery of services PC3 Legal framework and processes PC4 Practice and management PC5 Building procurement
• Part 3 examination: evidence-based
The professional architect • • • • •
Delegating a task or function: The client’s ‘Agent’ Using specialist skills or competence Using specialist knowledge An ‘expert’?
• ‘Independent and impartial’ • Work in the public interest • Working to established Codes of Conduct
RIBA Code of Professional Conduct • Format of RIBA Code of Conduct (Jan 2005 edition): • • • •
Three Principles of Professional Conduct: Principle 1: Integrity Principle 2: Competence Principle 3: Relationships
• Professional values • Guidance Notes
ARB Architects Code and Standards • 2010 Edition • Introduction • 12 Standards • Conduct and Practice • General Guidance: • PII, for example.
Codes and Standards • Professional benchmarks • For competence to practice • For conduct in practice • Standards for the profession to meet • The public’s expectations of the profession
Professionalism • Competence to practice • Skills as well as knowledge • Client agent • Independence and impartiality • Ethical behaviour • Autonomy • Reflection
Professional conduct - behaviour
• Ethical behaviour - ‘a high barrier’ • Independence • Autonomy • Reflection
Reflection-a key professional skill • Reflection on what? • How?
• • • • •
Learning from experience Taking your experience Applying ‘best practice’ Reaching conclusions Proposing better future practice
Preparing for Part 3 • Make the office your key resource
• Awareness • Self-awareness • Question in an informed way
• Use freely web resources: • Arb, Riba, CIC, Planning Portal, HSE • Read the journals, etc.
Part 3 route map • Professional Development • Objective: • To meet the Part 3 Criteria
• • • • • •
Curriculum Vitae Self-evaluation 24 months (recorded) practical experience (pedr) Case Study Practice Problems Oral examination
Professional Development
• Your development on the course and in the workplace
• Curriculum vitae • Self-evaluation • pedrs
Curriculum vitae • An overview of your achievements
Chronological milestones: Academic and practice-based Include other activities (if you think they are relevant) Include publications, exhibitions and competitions Well-presented Present as if you are applying for a professional position in practice • succinct, illustrated, accurate : maximum 2 A4 pages • • • • • •
Self-evaluation • A key document • • • • • • •
Shows your professional development and progression Bar chart or pie chart – link with pedrs Different offices Different projects Summary of your experience across RIBA work stages Shows reflective skills The future: your ambitions for the future including progression
• Fills gaps and complements your case study • Illustrated • 3-5,000 words
Must comply with riba and arb requirements Location Your mentor may be a co-professional ‘under the direct supervision of….’ Mentor engagement and comments An opportunity to highlight issues and targets for progression Recommend completing until hand-in Use the pedr to exert leverage on practice if possible and appropriate
CV and pedrs • Feedback from examiners: • • • • •
CV: Badly presented Incomplete overview not making enough of your achievements Little reference to projects
• • • •
Pedrs: Too long not signed Little evidence of mentor engagement
Self-evaluation • Feedback from examiners: • Poor link with pedrs • Pedr overview missing: ‘doughnuts’ and ‘pies’ • No reflection on pedr overview • • • •
Too much on early stages (think of a wedge) Little critical professional view of practice management Little use of Professional Criteria as a benchmark Best ones use projects and work stages to explain progression
• Poor link between past and future – one should flow from the other • A discursive CPD plan is useful (avoid lists)
Planning the case study: Suggestion: use RIBA Work Stages 2013 and activities if appropriate • • • • • • • • • •
Summary (A4) Introduction 1. Project overview: the office, the appointment, procurement, etc. 2. Regulatory Framework: Town planning, CDM, Building Regulations, Equality Act, etc. 3. Procurement and Contract: tendering and mobilisation 4. Post-mobilisation and Contract Administration Conclusions and recommendations References Appendices Word target: 6-8,000 words
Critical Analysis
• What do I mean by Critical? • • • •
Where? In every section? At the end? How much?
Comparative Analysis Your experience
The ‘Model’ or ‘Best Practice’
Comparative Analysis
No written Appointment
Code Issues RIBA ARB Standard Form of Appointment
A written appointment is required (ARB Code reference 4.4) RIBA Management issues: scope etc.
Comparative Analysis Your experience
The ‘Model’ or ‘best practice’
Comparative Analysis
Design and Build Contract: novated
SBC 11 Architect as lead consultant
Issues to do with Quality Control, Cost control, variations.
Reflection as applied to the case study
• • • • • •
The reflective process: Log experience: telling the story ‘Reflecting’ on Experience: Using ‘models’ to ‘illuminate’ experience ‘Theorising’: Reaching a conclusion ‘Testing’: putting it into practice or considering future ‘best practice’
Case Study problems • • • • • •
Time management Presentation Gaps: The Appointment Contract Administration not covered Critical Analysis – or not Too long-too short
Case Study problems • • • • • • •
Not all work stages covered – try to cover as many as possible Incomplete experience Design & build Overseas projects Shadowing Two projects Projecting forward
Some Simple Rules • Format: portrait • Illustrated • Page numbers • References: showing your scholarship referencing in the text (authority) • Appendices: Check their relevance by referencing in the text • Use of illustrations: make sure they are legible and relevant • Careful drafting and careful reading • Please refer to the RIBA North-west requirements (6-8,000 words) • ‘never assume – always check’
Case study • Feedback from examiners: • • • • •
Choice is flawed – rare so take advice Work stages are not covered Lack of comparative analysis Lack of critical analysis Weak conclusions and recommendations
Getting into and out of Trouble
• • • • • •
Problems that affect progression Delays Postponement and cancellation Lack of suitability for Part 3 Contact Alison 3-way discussion: you, your mentor and Alison
Practice problems • It is an exam but try to treat it as ‘two bad days in the office’ (……and hope that you never get so many problems happening so quickly in ‘real life’) Time-limited – over two days Read the questions carefully Make use of resources to support your analysis Avoid only ‘textbook’ answers (make use of the resources (the text books or ‘best practice models’ but give your analysis too) • Manage your time • Join a study group –meet before and after – be objective • Prepare for the oral examination by going over questions
• • • •
Practice problems • It is an exam but try to treat it as ‘two bad days in the office’ (……and hope that you never get so many problems happening so quickly in ‘real life’) Time-limited – over two days Read the questions carefully Make use of resources to support your analysis Avoid only ‘textbook’ answers (make use of the resources (the text books or ‘best practice models’ but give your analysis too) • Manage your time • Join a study group –meet before and after – be objective • Prepare for the oral examination by going over questions
• • • •
The future • A learning profession • Developing skills for future practice • Knowledge-based profession • Skills-based profession • Reflection and critical analysis • Informing future practice
references • Part 3 Handbook • Professional Studies in Architecture
