IT skills: A key to career success IT skills: A key to career success 

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Hossam eldein mohamed mostafaHossam eldein mohamed mostafa

By: Alan Joch By: Alan Joch

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Architectural Record Digital Practice Digital Architect October Architectural Record Digital Practice Digital Architect October 2003 - IT skills A key to career success.htm2003 - IT skills A key to career success.htm

Topic Number: 64Topic Number: 64

Date: Date: October 2003October 2003

As the competition for plum appointments and As the competition for plum appointments and perhaps a partnership at a choice firm heats up, perhaps a partnership at a choice firm heats up, architects look for every advantage to distinguish architects look for every advantage to distinguish themselves from their colleagues. Increasingly, themselves from their colleagues. Increasingly, these competitive strengths include more than just these competitive strengths include more than just design skills and a creative eye. Educators and design skills and a creative eye. Educators and principals at large architectural firms say that principals at large architectural firms say that IT skills, if promoted correctly, can sometimes open IT skills, if promoted correctly, can sometimes open the door to the boardroom. “The firms we are the door to the boardroom. “The firms we are feeders to are very committed to computing,” says feeders to are very committed to computing,” says Dr. Mark J. Clayton, executive associate dean of the Dr. Mark J. Clayton, executive associate dean of the College of Architecture at Texas A&M University in College of Architecture at Texas A&M University in College Station. “There is clearly a career path for College Station. “There is clearly a career path for architects who focus on IT.” architects who focus on IT.”

But a basic proficiency with But a basic proficiency with PCs and CAD software isn’t a PCs and CAD software isn’t a rare skill set anymore. rare skill set anymore. “Technical expertise is not the “Technical expertise is not the badge of honor it used to be,” badge of honor it used to be,” says Ken Sanders, FAIA, vice says Ken Sanders, FAIA, vice president and chief president and chief information officer in the San information officer in the San Francisco office of Gensler Francisco office of Gensler Architecture, Design & Architecture, Design & Planning. To make an impact Planning. To make an impact on progressive practices on progressive practices today, architects need to today, architects need to demonstrate a sophisticated demonstrate a sophisticated understanding of many understanding of many different types of different types of technologies. technologies.

In addition to stalwarts like CAD, rendering, and In addition to stalwarts like CAD, rendering, and modeling software, architects hoping to use modeling software, architects hoping to use technology as a fast track also must be adept with technology as a fast track also must be adept with applications that streamline communications with applications that streamline communications with clients, manage project schedules, and crunch clients, manage project schedules, and crunch return-on-investment numbers. Added points come return-on-investment numbers. Added points come with the ability to create Web sites, as the Internet with the ability to create Web sites, as the Internet becomes a ubiquitous communication tool for firms becomes a ubiquitous communication tool for firms wanting to connect with clients and community wanting to connect with clients and community groups. Similarly, Web technology helps practices groups. Similarly, Web technology helps practices create intranets to distribute in-house expertise to create intranets to distribute in-house expertise to the entire staff in the form of electronic resources the entire staff in the form of electronic resources such as detail and image libraries, marketing such as detail and image libraries, marketing materials, and project schedules. materials, and project schedules.

However, IT training in itself isn’t enough. Fast-However, IT training in itself isn’t enough. Fast-trackers also need the creativity to see how new trackers also need the creativity to see how new technology can be applied to their firms and technology can be applied to their firms and projects in innovative ways. “It’s less a skill set projects in innovative ways. “It’s less a skill set and more an openness and willingness to look for and more an openness and willingness to look for new ways of doing business,” says Jonathan new ways of doing business,” says Jonathan Cohen, AIA, principal of Jonathan Cohen and Cohen, AIA, principal of Jonathan Cohen and Associates in Berkeley, California, and chair of Associates in Berkeley, California, and chair of the AIA’s Technology in Architecture Practice the AIA’s Technology in Architecture Practice committee.committee.

Old school lives Old school lives Unfortunately, not every architectural firm embraces technology Unfortunately, not every architectural firm embraces technology as a strategic business tool. Firms vary widely in their views of as a strategic business tool. Firms vary widely in their views of the importance of technology and may either promote or the importance of technology and may either promote or pigeonhole technology-savvy architects. Some staid firms pigeonhole technology-savvy architects. Some staid firms regard technology as an annoyance or a support function, and regard technology as an annoyance or a support function, and in those cultures, becoming “the IT guy” may be a fast path to in those cultures, becoming “the IT guy” may be a fast path to nowhere, Cohen says. nowhere, Cohen says.

He recalls one consulting assignment with an East Coast He recalls one consulting assignment with an East Coast architectural firm that was managed by a group of founding architectural firm that was managed by a group of founding principals approaching their 70s. This “very old-school” firm principals approaching their 70s. This “very old-school” firm benefited from a second tier of managers who had risen benefited from a second tier of managers who had risen through the ranks and came to understand that architectural through the ranks and came to understand that architectural practices were changingpractices were changing

““They had an inkling that technology was becoming an They had an inkling that technology was becoming an integral part of that practice,” Cohen says, “but they integral part of that practice,” Cohen says, “but they couldn’t penetrate the existing culture.” If a firm’s couldn’t penetrate the existing culture.” If a firm’s principals won’t listen to new ideas, lower-ranking principals won’t listen to new ideas, lower-ranking architects may find it challenging or impossible to architects may find it challenging or impossible to bring about technology-based changes, and in turn, bring about technology-based changes, and in turn, they may not secure career rewards for their they may not secure career rewards for their expertise. “Firms that have been successful [in the expertise. “Firms that have been successful [in the past] often cling to the oldest methods,” he adds.past] often cling to the oldest methods,” he adds.On the other hand, progressive firms view IT expertise On the other hand, progressive firms view IT expertise as having strategic value that pushes the boundaries as having strategic value that pushes the boundaries of their practice to attract new clients and bring about of their practice to attract new clients and bring about greater work-flow efficiencies. “In firms like that, a greater work-flow efficiencies. “In firms like that, a person sits at the management table and helps set the person sits at the management table and helps set the direction of the firm,” Cohen says. “Those are the firms direction of the firm,” Cohen says. “Those are the firms doing exciting things.” doing exciting things.”

By following her IT interests, Jill Rothenberg, By following her IT interests, Jill Rothenberg, principal and chief information officer at ADD Inc in principal and chief information officer at ADD Inc in Cambridge, Massachusetts, landed a seat in the Cambridge, Massachusetts, landed a seat in the boardroom. Joining the firm in the 1980s as a junior-boardroom. Joining the firm in the 1980s as a junior-level interior designer, she became involved with the level interior designer, she became involved with the IT group because of a desire to do “something new,” IT group because of a desire to do “something new,” she recalls. A decade ago, the firm named she recalls. A decade ago, the firm named Rothenberg head of IT, a role that eventually Rothenberg head of IT, a role that eventually became an entrée into senior management. became an entrée into senior management.

““Many architectural firms would only consider Many architectural firms would only consider making an architect a principal,” she says. making an architect a principal,” she says. (Rothenberg herself is an architect, but given her (Rothenberg herself is an architect, but given her career path, prefers not to use her AIA career path, prefers not to use her AIA designation). “But technology has become integral designation). “But technology has become integral to our practice. Because of this, the executive to our practice. Because of this, the executive management values my contribution to the management values my contribution to the direction and success of the firm.” direction and success of the firm.”

New pressures New pressures

As a tool for getting ahead, technology expertise differs As a tool for getting ahead, technology expertise differs depending on whether someone is new to the profession depending on whether someone is new to the profession or a veteran, says Patrick Mays, AIA, principal and chief or a veteran, says Patrick Mays, AIA, principal and chief information officer with the Seattle office of NBBJ. Junior information officer with the Seattle office of NBBJ. Junior members will be held back if they don’t have enough members will be held back if they don’t have enough technical proficiency to interact with clients, understand technical proficiency to interact with clients, understand the construction process, create good designs, or deliver the construction process, create good designs, or deliver work on time. “These areas aren’t directly related to work on time. “These areas aren’t directly related to technology, but it would be hard to do these things technology, but it would be hard to do these things without being sophisticated about the programs we’re without being sophisticated about the programs we’re using [to do these jobs],” Mays explains. “It’s a broader using [to do these jobs],” Mays explains. “It’s a broader use of technology than just for design.” use of technology than just for design.”

By contrast, NBBJ By contrast, NBBJ judges senior staff judges senior staff members by different members by different performance measures, performance measures, such as the success of such as the success of the projects they’re the projects they’re managing, or the managing, or the number of projects they number of projects they are able to secure for the are able to secure for the firm. “If someone is firm. “If someone is bringing in a ton of work, bringing in a ton of work, no one is going to say, no one is going to say, ‘You need to learn how ‘You need to learn how to use PowerPoint to use PowerPoint better,’ ” Mays says.better,’ ” Mays says.

The challenge of riding the IT wave to a senior-level The challenge of riding the IT wave to a senior-level promotion may be greater than ever before, partly promotion may be greater than ever before, partly because of how difficult it is to maintain an edge in because of how difficult it is to maintain an edge in both architectural practice and technology, both architectural practice and technology, Rothenberg adds. “Before, if you had a good hand and Rothenberg adds. “Before, if you had a good hand and could draft well, it stayed with you the rest of your life. could draft well, it stayed with you the rest of your life. Today, that’s not enough. Software applications and Today, that’s not enough. Software applications and hardware are constantly changing. As you try to stay hardware are constantly changing. As you try to stay on top of your projects, it’s difficult to stay current with on top of your projects, it’s difficult to stay current with all the new hardware and software that’s coming out,” all the new hardware and software that’s coming out,” she says. she says.

She says that this puts greater pressure on older, She says that this puts greater pressure on older, more established architects than on new graduates. more established architects than on new graduates. And if senior managers develop business skills at the And if senior managers develop business skills at the expense of IT knowledge, they risk losing rapport with expense of IT knowledge, they risk losing rapport with younger associates, a possible detriment to further younger associates, a possible detriment to further career advancement.career advancement.

Two people recently told me they felt the junior staff Two people recently told me they felt the junior staff did not respect them as much because they didn’t did not respect them as much because they didn’t know how to open up a CAD file and make simple know how to open up a CAD file and make simple changes to it,” Rothenberg recalls. changes to it,” Rothenberg recalls.

“ ““ “This came from someone who was a superior This came from someone who was a superior project manager, and from a person with design project manager, and from a person with design expertise.” The disrespect “affects their abilities to expertise.” The disrespect “affects their abilities to share in some of the responsibilities of getting jobs share in some of the responsibilities of getting jobs done,” she says. done,” she says.

To keep its designers technologically current, ADD Inc To keep its designers technologically current, ADD Inc organizes “lunch and learns,” midday workshops in organizes “lunch and learns,” midday workshops in which staff architects instruct others in how to use which staff architects instruct others in how to use important applications. At Texas A&M’s architecture important applications. At Texas A&M’s architecture school,school,

a pilot program is under way to develop and test a a pilot program is under way to develop and test a distance-learning program, where architects can take distance-learning program, where architects can take courses for master’s degrees via the Internet. Such a courses for master’s degrees via the Internet. Such a program would naturally demand IT proficiency of its program would naturally demand IT proficiency of its students.students.

a pilot program is under way to develop and test a a pilot program is under way to develop and test a distance-learning program, where architects can take distance-learning program, where architects can take courses for master’s degrees via the Internet. Such a courses for master’s degrees via the Internet. Such a program would naturally demand IT proficiency of its program would naturally demand IT proficiency of its students.students.

Even if technology helps an architect achieve a Even if technology helps an architect achieve a desired career milestone, IT expertise alone desired career milestone, IT expertise alone doesn’t guarantee continued success. The job of doesn’t guarantee continued success. The job of senior executives is to focus on client relationships senior executives is to focus on client relationships and other duties that go beyond producing new and other duties that go beyond producing new designs. People who don’t use CAD or graphics designs. People who don’t use CAD or graphics software every day stand little chance in mastering software every day stand little chance in mastering the increasingly complicated programs, Gensler’s the increasingly complicated programs, Gensler’s Sanders believes. “AsSanders believes. “Aspeople do more client interaction, people do more client interaction,

it becomes harder for them to stay up to speed on it becomes harder for them to stay up to speed on all the new technology tools,” he says, which all the new technology tools,” he says, which keeps senior executives behind the technology keeps senior executives behind the technology curve, even when today’s computer-savvy new curve, even when today’s computer-savvy new grads start to populate boardrooms. “The tools grads start to populate boardrooms. “The tools people use as young practitioners are not what the people use as young practitioners are not what the next group of young practitioners will be using,” he next group of young practitioners will be using,” he points out. points out.

Cultural guideCultural guideIf finding a technology-friendly culture is key to If finding a technology-friendly culture is key to success, how can architects spot compatible firms? success, how can architects spot compatible firms? Cohen advises candidates to scour a potential Cohen advises candidates to scour a potential employer’s Web site for hints as to its IT savvy. In employer’s Web site for hints as to its IT savvy. In addition, IT pros should take advantage of industry addition, IT pros should take advantage of industry contacts. “People who are knowledgeable understand contacts. “People who are knowledgeable understand that in any given city there might be three or four firms that in any given city there might be three or four firms that are especially forward-looking. Talk to people who that are especially forward-looking. Talk to people who work in those firms,” Cohen says. work in those firms,” Cohen says.

Clayton believes that a discussion about IT as a Clayton believes that a discussion about IT as a strategic tool should be a focus of the interview strategic tool should be a focus of the interview process for architects with strong computer skills. process for architects with strong computer skills. “Remember, you’re interviewing the firm as much as “Remember, you’re interviewing the firm as much as it’s interviewing you,” he says. “Get a sense of how it’s interviewing you,” he says. “Get a sense of how designers are using computers: Are they on every designers are using computers: Are they on every desktop or in a back room where some computer guy desktop or in a back room where some computer guy sits all day in the dark? In most firms, it’s the sits all day in the dark? In most firms, it’s the designers who give the firm its character. If they seem designers who give the firm its character. If they seem adept in the technology, then that’s probably a good adept in the technology, then that’s probably a good firm to hang out with.”firm to hang out with.”

In the end, the question isn’t so much whether In the end, the question isn’t so much whether technology-savvy architects enjoy competitive technology-savvy architects enjoy competitive advantages, but whether architectural firms today advantages, but whether architectural firms today can afford not to cultivate in-house expertise, Cohen can afford not to cultivate in-house expertise, Cohen says. Citing what he calls the architectural says. Citing what he calls the architectural profession’s “slow trend of marginalization” as the profession’s “slow trend of marginalization” as the construction-management industry arose and began construction-management industry arose and began to dominate project execution, Cohen believes new to dominate project execution, Cohen believes new practice models, practice models,

including virtual networks composed of designers, including virtual networks composed of designers, engineers, contractors, and materials suppliers, engineers, contractors, and materials suppliers, could return architects to the central role they once could return architects to the central role they once played in the building process. “Architects could be played in the building process. “Architects could be at the hub of the digital enterprise if they at the hub of the digital enterprise if they understand the technology and are willing to understand the technology and are willing to experiment with functional process changes,” experiment with functional process changes,” Cohen says. Resisting change and not promoting Cohen says. Resisting change and not promoting the people who can bring it about “is the riskiest the people who can bring it about “is the riskiest choice of all.” choice of all.”