Tavanir Office Building
- Role
- Construction Project Manager
- Scale
- 10 offices / 36 parking spaces
- Involvement
- Oct 2019 — Aug 2022
Supporting technical notes
Integrated Construction Project Delivery
Construction delivery connects scope, programme, commercial information, quality and stakeholder decisions. This overview explains that management approach alongside my project records; it is not a claim that one person holds every design, safety or contractual duty.
England: regulatory context for delivery
My England-focused delivery framework keeps statutory duties, design responsibilities and contractual authority visible across the project lifecycle. Planning, building control and CDM are coordinated workstreams, not interchangeable approvals, and the applicable requirements must be checked for each project.
BIM-enabled coordination and repeatable controls
My combined CPM + BIM approach links brief, model issues, programme, procurement, cost, site evidence and handover. It is a repeatable management pattern intended to simplify information flow and reduce avoidable errors, not a claim of a certified software product or a measured percentage improvement.
What I focus on
- Keep responsibilities, decisions and work-package interfaces visible.
- Use progress reviews to update actions and priorities.
This is a technical coordination note, not a separate employment, qualification or specialist appointment.
Relevant project records
The records below show the stated role, scope and involvement. A project link does not prove every workflow or a quantified outcome.
Niayesh Mall — Commercial Delivery
- Role
- Senior Construction Project Manager
- Location
- Tehran, Iran
- Involvement
- Sep 2022 — Jan 2026
Technical workflow in detail
Practical workflow reference. Project-specific roles and the current England regulatory context are described separately above.
Management of projects in Architecture refers to the structured process of managing architectural projects from inception to completion and involves various phases and activities. Here are the categories, typically arranged in a chronological order:
1. Initiation
- Project brief development
- Feasibility studies
- Client consultations
- oInitial resource and team allocation
2. Planning
- Detailed project scheduling
- Budgeting and financial planning
- Risk management planning
- Setting up communication plans
3. Design
- Conceptual design development
- Schematic design
- Design development
- Final design and construction documentation
4. Pre-Construction
- Procurement of services and materials
- Contractor selection and contract negotiations
- Permits and regulatory approvals
5. Construction
- Construction administration and management
- Site supervision and quality control
- Change order management
- Project Coordination stakeholders
6. Monitoring and Controlling
- Schedule tracking
- Cost management
- Performance measurement
- Client reporting and communication
7. Closure
- Project handover and closeout documentation
- Post-construction evaluations
- Final budget and schedule reconciliation
- Lessons learned and archives for future reference
At each of these stages, different types of expertise and focus are required. During the design stages, creativity and alignment with client visions are paramount. As the project moves into construction, the focus shifts to quality assurance, cost control, and adherence to schedules. Monitoring and controlling involve frequent evaluation and adjustment, while closure ensures all project goals have been met, documentation is complete, and the client is satisfied.
Good project management in architecture balances the artistic and technical elements of the profession to ensure that projects are not only aesthetically pleasing but also functional, durable, within budget, and completed on time
Post-occupancy evaluation completes the feedback cycle.
8. Post-Occupancy Evaluation
- Assessing building performance in real-world usage
- Gathering feedback from occupants and clients
- Identifying areas for improvement in future projects
- Implementing lessons learned into practice
Although not always formally classified as a part of project management, Post-Occupancy Evaluation (POE) is an important phase that effectively closes the feedback loop, allowing architects to assess the impact of their designs and operations on the users.
Interplay of Categories Throughout the Project Lifecycle:
Each of these categories flows into the next, forming a comprehensive process:
1
The initiation phase defines the project at a high level. This is the conceptual phase where viability and scope are established.2
The planning phase takes the outline provided by the initiation phase and expands it into a plan that will guide the entire project. This includes a detailed exploration of how the project will be executed, controlled, and closed.3
The design phase is where architects create the blueprint for what will be built. This includes several sub-phases where the design is refined from a broad concept to detailed drawings and specifications.4
The pre-construction phase bridges the gap between design and building, involving detailed preparations and setting foundations for construction to commence.5
During the construction phase, the plans become a physical reality. Effective management here is key to maintaining budget, schedule, and quality standards6
Monitoring and controlling run concurrently with all other phases, especially construction, to ensure the project stays on track and adapts to any necessary changes.7
The closure phase represents the formal completion of the project, including all administrative tasks and the handing over of the building to the client.8
Post-Occupancy Evaluation often comes after closure, offering valuable insights which can influence how future projects are approached and managed.It’s important to note that while these categories represent a sequence, project management is not strictly linear. It’s iterative, with feedback loops where information learned in later phases may influence earlier decisions, hence why monitoring and controlling spans various stages. Effective project management in architecture requires fluid communication, flexibility, and adaptability, all of which ensure that the final outcome aligns with the client’s vision, the community’s needs, and the architectural intent.
Supporting visual material
