Atjaunināt sīkdatņu piekrišanu

E-grāmata: Architect's Guide to Developing and Managing an International Practice [Wiley Online]

(Perkins Eastman and Partners, New York, New York)
  • Formāts: 496 pages
  • Izdošanas datums: 06-May-2021
  • Izdevniecība: John Wiley & Sons Inc
  • ISBN-10: 1119630193
  • ISBN-13: 9781119630197
Citas grāmatas par šo tēmu:
  • Wiley Online
  • Cena: 96,71 €*
  • * this price gives unlimited concurrent access for unlimited time
  • Formāts: 496 pages
  • Izdošanas datums: 06-May-2021
  • Izdevniecība: John Wiley & Sons Inc
  • ISBN-10: 1119630193
  • ISBN-13: 9781119630197
Citas grāmatas par šo tēmu:
"The practice of architecture in the United States is often viewed around the world as the gold standard of design and development. Today, firms from the US and other countries compete on a global scale for projects in the developed markets of Southeast Asia, Latin America and China. There are several key factors that have allowed for these increased market opportunities, namely the rise in communication technology and digital design technology (BIM), more competitive foreign markets, and the need to address and combat global issues such as climate change. The Architect's Guide to Developing and Managing an International Practice is a practical guide for architects considering or are already engaged in international work, that offers guidance on the full-spectrum of international practice; from recruiting and licensing to strategic planning and expansion. This guide offers exclusive insights and case studies from experienced architects working around the world. Written by Bradford Perkins, Co-founder andChairman of the 1,000-person global architecture firm Perkins Eastman, this guide to international practice offers architects the fundamentals and best practices needed to expand their work on a global scale"--

The practice of architecture in the United States is often viewed around the world as the gold standard of design and development. Today, firms from the US and other countries compete on a global scale for projects in the developed markets of Southeast Asia, Latin America and China. There are several key factors that have allowed for these increased market opportunities, namely the rise in communication technology and digital design technology (BIM), more competitive foreign markets, and the need to address and combat global issues such as climate change. The Architect's Guide to Developing and Managing an International Practice is a practical guide for architects considering or are already engaged in international work, that offers guidance on the full-spectrum of international practice; from recruiting and licensing to strategic planning and expansion. This guide offers exclusive insights and case studies from experienced architects working around the world. Written by Bradford Perkins, Co-founder and Chairman of the 1,000-person global architecture firm Perkins Eastman, this guide to international practice offers architects the fundamentals and best practices needed to expand their work on a global scale.
Acknowledgements xv
List of Figures
xvii
Chapter 1 Introduction And Historical Overview
1(16)
Introduction
1(6)
Why Firms Pursue or Choose to Avoid International Practice
7(2)
How Firms Start
8(1)
Reasons to Have an International Practice
9(6)
Reasons to Be Cautious
13(2)
References
15(2)
Chapter 2 Getting Started
17(36)
Researching the Major Issues
17(6)
Developing a Plan
23(6)
First Steps
29(5)
What Country Is the Right Place to Start?
29(3)
How to Start
32(1)
Questions to Answer During an Initial Exploration
32(1)
Getting the First Projects
33(1)
Contract Issues
34(1)
Case Studies
34(17)
Perkins Eastman
34(7)
Ennead Architects
41(3)
MASS Design Group
44(2)
ZGF Architects
46(2)
KPF
48(1)
Oppenheim Architecture+Design
48(3)
Reference
51(2)
Chapter 3 The Major International Markets
53(256)
Americas
55(33)
Canada
55(9)
Mexico and Central America
64(2)
Mexico
66(5)
Central America
71(2)
South America
73(7)
Brazil
80(4)
Colombia
84(2)
Ecuador
86(2)
The Caribbean Islands
88(8)
Bahamas
92(1)
Bermuda
92(2)
Dominican Republic
94(1)
Jamaica
94(1)
Trinidad and Tobago
95(1)
Asia
96(1)
China
97(87)
Reasons to be there
105(2)
Reasons to be cautious
107(1)
What firms are currently operating in China?
107(17)
Special Administrative Regions---Hong Kong and Macau
124(6)
East Asia
130(17)
Southeast Asia
147(25)
South Asia
172(12)
Australia, New Zealand, and the Pacific Islands
184(3)
Who Is There
184(2)
The Potential Clients
186(1)
Domestic Firms
186(1)
Licensure
186(1)
The Middle East and North Africa
187(47)
The Gulf States and Saudi Arabia
189(22)
The Middle East
211(16)
Egypt and North Africa
227(7)
Sub-Saharan Africa
234(20)
Angola
234(1)
Benin (formerly Dahomey)
234(1)
Botswana
234(3)
Burkina Faso
237(1)
Burundi
238(1)
Cameroon
238(1)
Central African Republic
238(1)
Chad
238(1)
Comoros
239(1)
Democratic Republic of the Congo
239(1)
Republic of the Congo
239(1)
Djibouti
239(1)
Equatorial Guinea
239(1)
Eritrea
240(1)
Ethiopia
241(1)
Gambia
241(1)
Gabon
241(1)
Ghana
241(2)
Guinea
243(1)
Guinea-Bissau
243(1)
Ivory Coast (Cote d'Ivoire)
243(1)
Kenya
243(1)
Lesotho
244(1)
Liberia
244(1)
Madagascar
244(1)
Malawi
245(1)
Mali
245(1)
Mauritania
246(1)
Mauritius
246(1)
Mozambique
246(1)
Namibia
246(1)
Niger
246(1)
Nigeria
247(2)
Reunion
249(1)
Rwanda
249(1)
Sao Tome and Principe
250(1)
Senegai
250(1)
Seychelles
250(1)
Sierra Leone
251(1)
South Africa
251(1)
Somalia
251(1)
Sudan
252(1)
Swaziland (Now Eswatini)
252(1)
Tanzania
252(1)
Togo
252(1)
Uganda
253(1)
Western Sahara
253(1)
Zambia
253(1)
Zimbabwe
254(1)
Russia and the States of the Former Soviet Union Chart and Map
254(9)
Russia
256(3)
The Former Soviet Republics
259(4)
Central and Eastern Europe
263(8)
Albania
265(1)
Bosnia and Herzegovina
266(1)
Bulgaria
267(1)
Croatia
267(1)
Czech Republic (Czechia)
267(1)
Hungary
268(1)
North Macedonia
269(1)
Moldova
269(1)
Poland
269(1)
Romania
270(1)
Serbia
270(1)
Slovakia
271(1)
Slovenia
271(1)
Western Europe
271(36)
Austria
274(1)
Belgium
274(2)
Cyprus
276(1)
Denmark
277(1)
Finland
277(1)
France
278(3)
Who is operating there now?
281(1)
Germany
282(1)
Reasons to be there
282(1)
Reasons to be cautious
282(2)
Greece
284(1)
The market
284(1)
Iceland
285(1)
The market
285(1)
Languages and communications
285(1)
Ireland
285(1)
The market
285(2)
Languages and communications
287(1)
Italy
287(1)
Liechtenstein
288(1)
The market
288(1)
Languages and communications
289(1)
Luxembourg
289(1)
The market
289(2)
Languages and communications
291(1)
Monaco
291(1)
Netherlands
291(3)
Norway
294(1)
Portugal
294(1)
The market
294(1)
Spain
294(2)
The market
296(2)
Reasons to be there
298(1)
Reasons to be cautious
298(1)
Skills and capabilities that are important
298(1)
Sweden
298(1)
The market
299(1)
Switzerland
299(1)
The market
299(1)
Languages and communications
299(1)
United Kingdom
299(3)
The market
302(1)
Reasons to be there
302(1)
Reasons to be cautious
303(1)
Skills and capabilities that are important
304(1)
Who is operating there now?
304(1)
Who are the clients?
304(1)
What is the process for getting work?
305(1)
Languages and communications
305(1)
Licensing and legal issues
305(1)
Scope of services
305(1)
Fee levels, payment terms, and taxes
306(1)
Major contract issues
306(1)
Local resources
307(1)
Design issues
307(1)
Code and regulatory issues
307(1)
Typical schedules
307(1)
Personal safety and health issues
307(1)
References
307(2)
Chapter 4 Common Legal, Licensure, Registration, And Contract Issues
309(16)
Operating Legally in a Foreign Market
310(1)
Licensure
311(1)
Contracting for Planning and Design Services
311(5)
Negotiating Contracts for Design Services
316(7)
Foreign Corrupt Practices Act
323(2)
Chapter 5 Setting And Collecting Fees, Accounting, And Banking Issues
325(12)
Setting Fees
325(1)
Payment Terms
326(1)
Currency Issues
326(1)
Tax Planning
327(1)
Performance and Bid Bonds, Bank and Other Guarantees, and Banking Services
328(1)
Invoicing
328(1)
Collections
329(1)
Repatriating Fee Income and Profits
329(1)
Financial and Management Accounting
330(1)
Insurance Considerations
331(6)
Chapter 6 Common Governance, Management, And Quality Control Issues
337(14)
Common Issues
337(3)
Models for International Practice
340(2)
Managing the Relationship Between the Domestic Offices and the International Offices and Teams
342(1)
Managing a Successful International Office
342(1)
Monitoring and Managing Client Management, Project Management, and Quality Control Issues
342(1)
Working with Local Associate Firms and Consultants
343(1)
Work Sharing, Offshoring, and Outsourcing
344(4)
Reasons to Consider Work Sharing, Offshoring, and Outsourcing
344(4)
Withdrawing from a Market and Closing an Overseas Office
348(3)
Chapter 7 Staffing International Projects And Offices
351(6)
North American Based Staff Traveling to International Locations
352(2)
North American Staff Relocated to an International Location
354(1)
Foreign Staff Stationed Overseas
355(1)
Reference
356(1)
Chapter 8 Technology And Communications
357(10)
The Basics
358(1)
Issues
359(4)
Future Developments
363(2)
Reference
365(2)
Chapter 9 Cautionary Case Studies
367(20)
International Practice's Role in a Firm's Demise
368(3)
Swanke Hayden Connell Architects
368(1)
The Architects Collaborative
369(1)
RMJM Hillier
369(1)
Emery Roth & Sons
370(1)
Case Studies Where Leadership or Ownership Changes Affected or Were Affected by the Firms' International Practices
371(4)
Arcadis North America CallisonRTKL, Stantec, and AECOM
371(1)
Perkins + Will
371(1)
Burt Hill Kosar Rittelman
372(1)
Freeman White
373(1)
Outsourcing Needs Leadership
373(2)
Kohn Pedersen Fox London
375(1)
Common Project Issues
375(9)
FX Collaborative in China
375(2)
FX Collaborative in Dubai
377(1)
Dubai, 2008--10
378(1)
Oppenheim Architecture+Design
378(2)
A Chinese Life Insurance Company
380(1)
A Government Agency that Wanted Us to Fail
381(1)
Clients that Disappear
382(1)
Scams
382(1)
Conclusion, Project Problems, and Bad Clients
383(1)
Health and Safety Issues
384(2)
Iran
384(1)
Lebanon
384(1)
Libya
385(1)
Egypt
385(1)
Doing Projects in High Crime Areas
385(1)
Medical Emergencies and Exposure to Health Issues
386(1)
The Dangers of Some Countries' Drinking Culture
386(1)
Conclusion
386(1)
Chapter 10 The Future
387(4)
Appendix A AIA International Contract Documents 391(28)
Appendix B Foreign Corrupt Practices Act Antibribery Provisions 419(8)
Index 427
Bradford Perkins, FAIA, is Co-founder and Chairman of Perkins Eastman Architects, a New York City-based architecture, planning, design, and consulting firm. In his 50-year career, he has directed several hundred projects across a dozen building types in more than 30 countries. Perkins is the author of eight textbooks and more than 100 published articles and book chapters on architectural and planning, is a faculty member the Cornell University College of Architecture, Art, and Planning, and is the recipient of dozens of awards for planning and design excellence.