HELP PROJECT MANAGERS THINK LIKE FIRM LEADERS

When architecture firms grow towards ±10 people, a new leadership layer emerges between principals and project managers.

You can call it Practice Operations.

Oftentimes, the principals will tap a senior PM or PA skilled at managing 6 projects.

The goal is to delegate parts of the operations burden from the principals, and to guide other PMs to become more autonomous, to think like the principals.

But, at the scale of the practice, from the principal's POV, with 40 active projects, and 10 staff members, and with fees in the picture, the jump in scale becomes far more complex.

It delays the path to delegation.

So, how can principals reduce the learning curve for PMs to think like firm leaders?

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