Managing Professional Practice in Construction

You are a Partner in an international multidisciplinary consultancy in the built environment. The consultancy provides multiple disciplines including project management, civil engineering, electrical and mechanical engineering, and urban planning.

You are the UK Partner accountable for the “Infrastructure Sector”. You are accountable for bidding for work and managing commissioned work (cost, time and quality) and this generally involves approximately 200 members of staff at any one time, from across the different professional disciplines (listed above).

Currently, in the infrastructure market in the UK, clients are seeking to procure multiple services from a single business. In light of this, your business is considering the purchase of either:

  1. 1)  a small sized architectural practice that specialises in public infrastructure. This architectural practice has a good workload and a reputation for a very creative culture and working environment.
  2. 2)  A medium sized cost and commercial management practice that has been established for a number of decades and has a steady workload with regular clients.

If the business goes ahead with the purchase, you will be appointed as the partner to lead on integrating the chosen practice into your business.

Prior to making the final decision on which of the two consultancies to purchase, the UK Board of your company have asked you to write a report covering the following three aspects that would help inform the final selection:

  • Cultural aspects of integrating a small ‘creative’ professional practice into a large and more hierarchical organisation;
  • Organisational design aspects, such as coordinating mechanisms, integrating management functions, etc.,
  • Financial and commercial aspects associated with winning and sustaining workload for the new workforce;

They have requested that the report includes a theoretical and conceptual understanding of the issues, as well as practical examples and how to mitigate them.


The report should be 3,000 words in length and MUST NOT exceed this number. Your paper should draw on theory and concepts. You should reference in the text using footnotes and then   provide a full reference list at the end. The reference list will be excluded from the word count, as will the footnotes. (Footnotes are applied like this – Culture is an important aspect for any organisation1 – Example only)

The report must have an executive summary, an introduction, main body and conclusions. The exec summary should set out, very briefly, the key points of the report. The introduction should set out the aims, objective and structure of the report. The main body must incorporate the 3 topics listed above, in different sections. The conclusions should include the proposed recommendations for action. The report DOES NOT require a contents list. All sections should be numbered. Use of tables and diagrams is welcomed where appropriate.

Type of assignment: Term paper

Subject: Management


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