Traditionally, the architects’ role has been linked almost exclusively to the design and creative aspects of a construction project. Currently, architecture firms offer a more wide-ranging and comprehensive service, devoting special efforts and attention not only to the more traditional elements of architecture, but also to project handover, budgeting and construction quality throughout the entire lifecycle of the project.

The quest for the client’s complete and lasting satisfaction is one of the most important factors for architecture firms nowadays, especially when it comes to achieving a complete, robust and well-coordinated project. This translates into greater financial returns and increased client satisfaction.

For this reason, project management has become an area of vital importance in the coordination and production of increasingly larger and more complex construction works.

A few years ago, at Gómez Platero Architecture & Urbanism, we incorporated the Project Management Office (PMO) to our corporate structure. We believe that the care and optimization of the entire management process is one of the keys that allow projects to achieve goals in a timely and efficient manner, to deliver the best possible results.

Besides contributing to and promoting a seamless organization, facilitating access to information and ensuring the best outcome for each project, the PMO office also supports the firm’s strategic growth and expansion plan, leveraging available resources through coordinated planning and a strategic vision for a comprehensive development.

Each project we embark on goes through a variety of specialized areas within the studio. The PMO office fulfills a certain role, depending on the project phase:

Throughout the different stages, the work of the PMO department translates as benefits, both for the client and the firm, such as:

Quality control: through ongoing follow-up and coordination with other areas, the PMO seeks to fulfill the requirements established jointly with the client in terms of scope, time and costs.

Access to information: the PMO centralizes all the project-related documentation, allowing for easy access to information by both the firm and the client.

Reference team: when assigning a Project Manager (PM) to each project, he/she acts as a point of reference that ensures seamless communications and exchange of information across the different departments and stages.

Complete and coordinated closeout: during project closeout, the PMO is in charge of ensuring all deliverables have been carried out and the project scope has been fulfilled, maintaining communications with the client to guarantee satisfaction and the smooth development of the construction, even after project handover.

Viviana Coronel, María Risso, Lucía Tarigo, Fabiana Montes de Oca,
Gastón Molinelli.

“Besides supporting operations and facilitating access to the information on each project, the PMO manages the firm’s strategic plan, supporting the definition of the main goals for the year and the plans that are established for each of the firm’s departments, according to those goals.”

María Risso – PMO manager. Gómez Platero Architecture & Urbanism

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