AMBO UNIVERSITY

Hachalu Hundessa Campus

DEPARTMENT OF ARCHITECTURE

Professional Practice
& Ethics
ARCH
4111 By: Bekele S.[PPAR]
 Contents
 Introduction
 Professional Code of conduct
 Organization of the architect’s office
 Architect relationships with others
 Team works and the role of various members
 Architectural competition and guidelines
 The process of certification
 Building Codes and Regulations
 Classification of Architectural Firms, Types of
Contracts
 Process of buildings’ permission
 Section
oneIntroduction
What is Architecture?
Is an Art and Science of designing and creating buildings.
 Profession of designing buildings, open spaces , communities and
other physical structures.
 Architecture is both process and product of planning, designing,
constructing buildings and other physical structures

Also a General term used to describe:

 Buildings and other physical structures
 style of design and method of construction of buildings
 knowledge of art , science and humanities
 design activities of an Architect spans from micro to macro level
Who is an Architect?
 Derived from a Greek Word-Arkhi-tecton ( Head-
Builder)
 Architect- is a person who plans, designs and reviews
the construction of Buildings
 A person who is Registered, licensed or otherwise
authorized to use the title of Architect and practice
architecture in a province/area or a country.
Who possesses:
 skill in art of designing buildings to meet client’s needs
 Knowledge about aesthetics as well as practical
considerations
 adequate skill and knowledge to originate, design and
plan to arrange and supervise
 construction of buildings
Role of an Architect
Role of Architect extends from field of technical knowledge to business
management.
Role of Architect includes:
 designing buildings
 helping client to define/ freeze scope of work
 selection of site
 preparing feasibility reports
 creation of new design ideas
 carrying out building audit
 identifying/engaging consultants; specialists, contractors,
 coordinating design team– structure, mechanical, electrical, air-
conditioning, services
 answerability to client for– Design, Construction, Materials, Building
 close and fiduciary relationship with client based on Trust, faith and
goodwill
Role of Architect not limited to creation of new ideas/designs
but also include
 Preparation of contract documents
 Calling of tenders
 Selection of contractors and award of work to contractors/
specialists
 inspection of work
 Selection of materials
 finding solution to problems encountered during
construction/execution of work
 maintaining quality of work and rejecting defective work
 ensuring construction of building as per approved drawings
 Execution of work as per contract
 approving payments of work as per contract
 resolving disputes between owner and the contractor
 ensuring completion of work
 obtaining completion and possession certificates for buildings
Character of the Profession
Every profession involves :
 Mastery of specific activity
 Possessing adequate knowledge and understanding
 Prolonged period of study/practice
 Membership of a professional body/association
 Prescribed code of conduct
 Social responsibility
All professionals including Architects, Engineers, Doctors, Lawyers –
required to :
provide selfless/disinterested services best of their capability to
client
professionals have to promote welfare of community, has social
responsibility and preserve environment
Minimizing depletion of resources
promoting sustainable development
following local legal framework/ building bye-laws
 Section Professional
two Code of Conduct
 Professional Code of Conduct
 A Professional Code of Conduct in architecture
establishes ethical standards and guidelines for
architects.
 It promotes integrity, competence, and responsibility in
their practice.
 Key areas include upholding public safety, avoiding
conflicts of interest, maintaining confidentiality, and
ensuring fair treatment of clients, colleagues, and the
public.
 These codes guide architects in decision-making,
fostering trust and accountability within the profession
Code of ethics in Architectural practice are
derived from:
Standards of professionalism
UIA, International Union of Architects,
AIA, American Institute of Architects,
RIBA, Royal Institute of British Architects,
AEA, Association of Ethiopian Architects,
……
As an architect you are expected to:
1. Be honest and act with integrity
2. Be competent
3. Promote your services honestly and responsibly
4. Manage your business competently
5. Consider the wider impact of your work
6. Carry out your work faithfully and conscientiously
7. Be trustworthy and look after your clients’ money
properly
8. Have appropriate insurance arrangements
9. Maintain the reputation of architects
10. Deal with disputes or complaints appropriately
11. Co-operate with regulatory requirements and
Standard 1: Honesty and
Integrity
 You are expected at all times to act with honesty and integrity and to
avoid any actions or situations which are inconsistent with your
professional obligations. This standard underpins the Code and will
be taken to be required in any consideration of your conduct under
any of the other standards.
 You should not make any statement which is contrary to your
professional opinion or which you know to be misleading, unfair to
others or discreditable to the profession.
 Where a conflict of interest arises, you are expected to disclose it in
writing and manage it to the satisfaction of all affected parties. You
should seek written confirmation that all parties involved give their
informed consent to your continuing to act. Where this consent is not
received, you should cease acting for one or more of the parties.
 Where you make or receive any payment or other inducement for
the introduction or referral of work, you should disclose the
arrangement to the client or prospective client at the outset.
Standard 2: Competence
 You are expected to be competent to carry out the professional work
you undertake to do, and if you engage others to do that work, they
should be competent and adequately supervised.
 You are expected to make appropriate arrangements for your
professional work in the event of incapacity, death, absence from, or
inability to, work.
 You are expected to ensure that the necessary communication skills
and local knowledge are available to you to discharge your
responsibilities.
 You are expected to keep your knowledge and skills relevant to your
professional work up to date and be aware of the content of any
guidelines issued by ARB from time to time.
Standard 3: Honest promotion of your
services
 You are expected to promote your professional services in a truthful
and responsible manner.
 In advertising and promoting your professional services you should
comply with the codes and principles applying to advertising
generally. These include those of the Advertising Standards Authority
or any other body having oversight of advertising standards in
various media.
 The business style of a practice should not be misleading.
 If you are a principal in a practice you are expected to ensure that all
architectural work is under the control and management of one or
more architects, and that their names are made known to clients and
any relevant third party.
 You should notify your client promptly of any change in the identity
of the architect responsible for the work.
Standard 4: Competent management of your
business
 You are expected to have effective systems in place to ensure that
your practice is run professionally and that projects are regularly
monitored and reviewed.
 You should ensure that you are able to provide adequate
professional, financial and technical resources when entering into a
contract and throughout its duration. You should also, where
appropriate, ensure you have sufficient suitably qualified and
supervised staff to provide an effective and efficient service to
clients.
 You should ensure that adequate security is in place to safeguard
both paper and electronic records for your clients, taking full account
of data protection legislation, and that clients’ confidential
information is safeguarded.
 … contd
 You are expected to ensure that before you undertake any
professional work you have entered into a written agreement with
the client which adequately covers:
 the contracting parties;
 the scope of the work:
 the fee or method of calculating it;
 who will be responsible for what ;
 any constraints or limitations on the responsibilities of the parties;
 the provisions for suspension or termination of the agreement,
including any legal rights of cancellation;
 the existence of any Alternative Dispute Resolution schemes that
the contract is subject to and how they might be accessed;
 that you have a complaints-handling procedure available on
request;
 that you are registered with the Architects Registration Board and
that you are subject to this Code.
 Any agreed variations to the written agreement should be recorded
Standard 5: Considering the wider impact of
your work

 Where appropriate, you should advise your client how

best to conserve and enhance the quality of the
environment and its natural resources.
Standard 6: Carry out your work faithfully and
conscientiously

 You are expected to carry out your work with skill and care
and in accordance with the terms of your engagement.
 You should carry out your professional work without undue
delay and, so far is reasonably practicable, in accordance
with any time-scale and cost limits agreed with your
client.
 You are expected to keep your client informed of the
progress of work you undertake on their behalf and of any
issue which may significantly affect its quality or cost.
 You should, when acting between parties or giving advice,
exercise impartial and independent professional judgment.
Standard 7: Trustworthiness and safeguarding
clients’ money
 You are expected to keep proper records of all money held by you
which belongs to a client or other third party, and to account for it at
all times.
 You should keep such money in a designated interest-bearing bank
account, called a “client account” which is separate from any
personal or business account.
 You are expected to instruct the bank in writing and ensure that all
money in the client account is held as clients’ money, and that the
bank cannot combine it with any other account, or exercise any right
of set-off or counterclaim against it.
 You should ensure that money is not withdrawn from a client account
to make a payment unless it is made to or on behalf of a client on
the client’s specific written instructions.
 Unless otherwise agreed by the client, you should arrange for any
interest (or other benefit) accruing from a client account to be paid
to the client.
Standard 8: Insurance arrangements
 You are expected to have adequate and appropriate professional
indemnity insurance cover for you, your practice and your
employees. You should ensure that your insurance remains adequate
to meet a claim. You are expected to maintain a minimum level of
cover, including run-off cover, in accordance with ARB’s guidance.
 The need for cover extends to professional work undertaken outside
your main practice or employment.
 If you are an employed architect you should, as far as possible,
ensure that insurance cover and/ or other appropriate indemnity
arrangements are provided by your employer.
 When requested, you are expected to provide ARB with evidence
that you have professional indemnity insurance in accordance with
this Standard.
Standard 9: Maintaining the reputation of
architects
 You should ensure that your professional finances are managed
responsibly.
 You are expected to conduct yourself in a way which does not bring
either yourself or the profession into disrepute.
 In appropriate circumstances, you should report to ARB and/or other
public authority another architect whose conduct falls significantly
short of the expected standards. If you are in doubt as to whether
such a report is required, you should consult ARB for guidance.
 You should not enter into any agreement the terms of which would
prevent any party from reporting an apparent breach of the Code to
ARB.
Standard 10: Deal with disputes or complaints
appropriately
 You are expected to have a written procedure for the handling of
complaints which will be in accordance with the Code and published
guidance.
 Complaints should be handled courteously and promptly at every
stage, and as far as practicable in accordance with the following time
scales:
a) an acknowledgement within 10 working days from the receipt of a
complaint; and
b) a response addressing the issues raised in the initial letter of
complaint within 30 working days from its receipt.
 If appropriate, you should encourage alternative methods of dispute
resolution, such as mediation or conciliation.
Standard 11:
Co-operation with regulatory requirements and
investigations
 You are expected to co-operate fully and promptly with regulatory
body, and within any specified timescale, if it asks you to provide
information which it needs to carry out its statutory duties, including
evidence that you are complying with these Standards.

 You should notify regulatory body promptly and in writing of any

changes in the details held about you on the Register, including your
address. Under the Act, architects who do not tell regulatory body of
a change of address may be removed from the Register.
Standard 12: Respect for others

 You should treat everyone fairly. You must act in

compliance with your legal obligations.
 You must not discriminate because of age, disability,
gender reassignment, marriage and civil partnership,
pregnancy and maternity, race, religion or belief, gender.
 Organization of the
Section
three
architect’s office
 Organizing an architecture office well makes all the
difference. This makes dealing with customers easier and
helps the team work better.
 Just imagine: everyone knowing exactly what to do,
without confusion.
 This certainly makes work flow better and projects come
out with more quality.

 Another key point is knowing how to divide tasks. When

you know your team well and distribute work according to
each person's skills, everyone grows together. And this
also helps you serve more customers and earn more.
 … contd
 Organization of processes: Have a clear plan for each
stage, from the first contact with the client to project
delivery. This helps to avoid mistakes and ensure that
everything is done with quality.
 Distribution of tasks: See what each person does best
and use that to your advantage. Thus, in addition to
optimizing work, you also help with the professional
development of the team.
 Constant feedback: Maintain open communication.
Giving and receiving feedback on work is essential to
always improve.

With processes well defined and a good division of tasks,

your architecture office will be ready for any challenge. And
Architectural Office Management
Architectural management falls into two
distinct parts
 office management and
 project management.
What is management?
 Management is the social process of planning,
coordination, control and motivation.
 Management is the art of getting things done through
people.
 Management is responsible for the creation of conditions
to bring about the optimum use of all resources available
to an undertaking in men, methods and materials.
What is office management?

 Office management involves the design,

implementation, evaluation, and maintenance of the
process of work within an office or organization, in order
to maintain and improve efficiency and productivity.
 Office management provides an overall framework within
which individual projects are commissioned, designed
and completed.
 Office management involves the allocation and financing
of resources, principally premises, trained staff and
computer systems, and on establishing and charging
appropriate fees for the services rendered.
Requirements for setting up an architectural
practice/office
For setting up an architectural
firm/organization/establishment the architect must
consider the following basic requirements:

Type of Organization:
Selecting the type of organization (Partnership or
Proprietorship or
government), defining shares and getting the Firm
Registered.
1. Partnership Firm:

 It is a firm established by a mutual agreement between

two or more partners to run a firm under a designated
name and symbol.
 The partners share all profit and losses, duties, liabilities
and responsibilities. There are two forms of Partnership:
General Partnership and Limited Partnership.
 … contd
(a) Advantages:
 Sharing of Responsibility and no individual will be liable for
everything.
 Ability to organize large organizations of employees, take up
larger projects and offer more services under one roof thus
gathering more profit.
 Access to more capital and skills because of more members.
 Competition and Burden of Tax is reduced.
(b) Disadvantages:
 Slow in taking decisions due to larger members of people
involved in decision making.
 Work can get slow due to communication gap among workers
and quality of work can suffer due to
differences/disagreement in the ideas of the partner.
2. Single Proprietorship Firm:
It is the easiest and simplest mode of a consultancy Firm, where the
Principal Architect will be solely responsible for all decisions.
He can employ assistants in his office but has to give directions to them.
(a) Suitability: Suitable for small and medium sized projects as the
architect can provide complete attention to the project. In case of larger
ones, he has to assemble a reliable team (associates) for the project.
(b) Advantages:
 As a proprietor the architect can enjoy freedom of design and
management, all profits and fame.
 One can take fast decisions, rectify mistakes and execute them.
 Few Legal Restrictions and taxation is only once at personal income
tax rate.
(c) Disadvantages:
 Difficulty in raising Capital and starting the firm.
 One shall have to bear all losses and blames for mistakes occurring in
projects.
 Any indecisions may delay the projects.
SPACE REQUIREMENTS FOR OFFICE ESTABLISHMENT
Depending upon the investment amount and method and other
conditions,
the architect can establish his office or organization in the following
ways:
1. Office in Own Residential Complex:
Most building regulations permit establishment of a small
professional office in one's own residential premises, usually in the
basement or ground floor.

2. Buying an Office Premises:

Another option is to either hire or buy office premises in convenient
location. But for this one has to find money for the initial
payment/investment.
Once the space is bought, the Architect will plan the interior spaces
to suit
Any his own
beginning ideas and requirements.
of ARCHITECTURAL OFFICE needs proper location so that it
comes into notice of the people around. Refer to directives!
STAFF REQUIREMENTS

 Every Architect needs technically qualified staff well as non-

technical staff to run his office.
 Their number, salaries, service conditions, etc., differ from
practice to practice. Staff salaries and service conditions for
small practices are not regulated.
 The only stipulation for a small practice is that every
employee must be paid a minimum wage.
 Section
Architect relationships
four with others
The architect-client relationship
 The architect-client relationship is crucial for successful
projects, requiring trust, open communication, and
collaboration to understand client needs and translate
them into functional and aesthetically pleasing designs.
 Effective communication and collaboration with clients
are essential for architects to understand their needs and
expectations and to manage them throughout the project.
 Architects have a significant role in managing client
expectations and ensuring project success by aligning the
vision and priorities of the project.
Fundamental Aspects for Mastering Client
Relationships

 Understanding the Client’s Vision

Clients come to you with a vision, even if it’s not fully developed.
Your job is to listen attentively, ask the right questions, and extract
the key elements of their dream that you’ll translate into design.
 Clear and Transparent Communication
Communication is the backbone of client relationships, and
architecture firms are no exception. Design projects can be
complex, and clients may not always understand the technical
aspects of your work. It’s your responsibility to keep
communication clear, transparent, and frequent.
 Managing Client Expectations
No matter how skilled an architect is, managing expectations
throughout the project is key. This includes being upfront about
what’s possible within the client’s budget, time constraints, and
 Personalize the Client Experience
Each client is unique, and so should the approach to working with
them. Take the time to understand your client’s personality and
preferences, and tailor your communication style accordingly.
 Provide a Collaborative Design Process
Clients should feel like active participants in the design process.
Giving them opportunities to provide feedback on key points keeps
them invested and satisfied with the final outcome.
 Be a Problem Solver, Not Just a Designer
Every architectural project will face challenges. Whether it’s
dealing with zoning laws, material shortages, or construction
delays, the way you handle these challenges will define your client
relationships.
Stay solution-oriented so that when problems arise, clients will look
to you for solutions. Stay calm, proactive, and focused on finding
the best possible outcome for both the client and the project.
The architect-contractor relationship

 The architect-contractor relationship is vital for successful

construction projects, requiring open communication,
mutual respect, and a collaborative approach to ensure
the project's vision is realized efficiently and effectively.
 A positive relationship between architect and contractor
can help the construction project flow smoothly from start
to finish.
 When contractors and architects work collaboratively and
communicate effectively, potential roadblocks can be
minimized, and the project can move efficiently from one
phase to the next.
Specific factors impacting the relationship between
architects and contractors:
 A shared clarity and vision
The most successful construction projects occur when both parties
understand the goals of the property owner and the logistical
concerns that could impact a project. The best way to ensure
alignment around a shared vision is to clearly define the project’s
goals, barriers, and priorities. Architects should also clearly
communicate the vision for the final architectural style of the
structure if it is an adaptive reuse project.
 A commitment to documentation
Another potential breakdown in the relationship between architects
and contractors comes when delivering construction documents,
drawings, and specifications.
The more that architects and contractors understand their specific
responsibilities and can agree on the detailing and specificity
required in the documentation, the more they can avoid the “back
 Transparency in communication
Architects and contractors need to trust each other’s work. Without
trust, the relationship can quickly turn to an “us vs. them”
mentality, often leaving the client stuck in the middle.
The more the architects and contractors can openly discuss these
issues and proactively address these challenges, the easier it is to
factor those implications into their work.
Communication and “doing the right thing” are values that inform
the way we approach every construction project.
 Proactive and consistent collaboration
Architects and contractors both agree that collaboration starting
early in the process leads to better outcomes for the client and
themselves.
Be involved in all conversations during pre-construction to listen
carefully, understand the design intent, and give our feedback on
the project from the beginning.
 Section
Team works and the role of
five various members

 In an architectural office, effective teamwork is crucial, with various

roles like architects, designers, project managers, and technical
staff, all contributing to successful project outcomes through
collaboration and clear communication.
 Various team members play distinct roles.
 Architects typically lead projects, overseeing design and client
communication. Project managers handle schedules and budgets.
 Designers focus on the aesthetic and technical aspects of the
design.
 Drafters create detailed drawings. Interns and assistants support
the team.
 Collaboration and clear communication are vital for ensuring that
projects are completed efficiently, meet client needs, and adhere to
regulatory requirements.
Breakdown of common roles and responsibilities within
an architecture team:

1. Principal Architect:
 Leadership and Vision:
Leads the firm or project, setting the overall design
direction and vision.
 Client Management:
Establishes and maintains strong relationships with clients,
understanding their needs and expectations.
 Project Oversight:
Oversees all aspects of the project, from initial concept to
completion, ensuring quality and adherence to standards.
 Team Leadership:
Mentors and guides other architects and staff, fostering a
2. Senior Architect:
 Project Leadership:
Leads individual projects, managing the design
process from concept to completion.
 Design Development:
Develops and refines design concepts, ensuring they
meet client requirements and project goals.
 Technical Expertise:
Provides technical guidance and expertise to junior
architects and other team members.
 Mentoring and Training:
Mentors and trains junior architects, helping them
develop their skills and knowledge.
3. Project Architect:
 Project Management:
Manages the day-to-day aspects of a project, including
scheduling, budgeting, and resource allocation.
 Design Coordination:
Coordinates with other team members, consultants,
and contractors to ensure smooth project execution.
 Client Communication:
Serves as the primary point of contact for clients,
keeping them informed about project progress and
addressing their concerns.
 Documentation:
Oversees the preparation of design drawings,
specifications, and other project documents.
4. Junior Architect:

Design Support: Assists senior architects with design

development and documentation.
Technical Research: Conducts research on building materials,
technologies, and design trends.
Model Creation: Creates and maintains 3D models of buildings
and spaces.
Learning and Development: Gathers experience and
knowledge under the guidance of senior architects.

5. Production Manager
6. Construction Administration
7. Business Development
8. Specification Writer
9. Accountant
…
 SectionArchitectural competition
Six and guidelines

 Competitions in architecture, town-planning, landscape and other

related fields are design contests to evaluate multiple proposals in a
formalized procedure.
 Designs are compared on the basis of a specified task, a defined
program and evaluation criteria, all of which are announced in
advance, and anonymously assessed by a professional and
independent jury.
 A design competition is a quality-based and solution-oriented form of
procurement.
 A design competition allows the Client to procure an optimal high-
quality project and find in its author the partner with whom to achieve
its realization.
 Consideration of aesthetic, technical, functional, economic, ecological
and sustainability requirements are typically encompassed in the
Key Principles of Architectural Competitions:

 Anonymity: Competition entries are submitted

anonymously and evaluated by the jury.
 Transparency: The competition process and criteria are
clear and open to all participants.
 Equal Treatment: All participants are treated equally and
fairly.
 Non-Discrimination: The selection process is based on
merit and not on any discriminatory factors.
 Quality-Based Selection: The focus is on finding the best
design solution, not solely on price.
 Copyright Protection: The intellectual property and
copyright of the competitors are protected.
Purpose of Competition Guidelines laid down by COA is to detail
out terms and conditions which will ensure
 each competitor competes on similar conditions/ limitations.
 entries judged only by qualified professionals
 capable of interpreting competitors' presentations
 meeting promoter's requirements.
 Appointment of Assessors -- first step for a competition.
 Appointment of Technical Advisors- qualification, role and
responsibilities
 define the qualification of Assessors
 define the Role of Assessors
 Preparation of the project brief
 Manner in which competition to be conducted-- Finalizing
competition conditions.
 Prepare final report/award.
 Prizes to be paid
 Remuneration to be paid to Assessors
Types of Competitions:
 Project Competitions: Aim to find a designer and a solution that
will form the basis for further design work on the project,
potentially leading to a design commission.
The objective of a project competition is to find the best solution
for the project to be realized, with the author of the winning
submission commissioned as architect for its realization.
 Ideas Competitions: Focus on identifying concepts that could
serve as a basis for further design development, but may not
necessarily lead to a design commission.
Ideas competitions seek to elucidate certain approaches to
architectural and/or planning problems. The winning project is not
generally destined for realization and its author is therefore not
commissioned as the architect. If the client intends to make use of
the winning or any other scheme, he/she shall undertake some
Procedure types
Competitions can be organized in the following three forms: as open,
restricted or invited.
Open procedures permit all eligible professionals to submit entries.
Restricted procedures permit only selected professionals to submit
entries.

 Clients occasionally wish to limit participation to professionals with

specific expertise and experience. In such cases, eligible
professionals may submit requests to participate accompanied
with references and required qualification documents.
 An evaluation panel then selects the professionals who seem to be
most capable of providing successful solutions for the envisioned
project, using an appropriate prequalification procedure and
established criteria.
 The majority of evaluation panel members should be professionals
with professional experience similar to that required of
Competition stages
Competitions can be conducted as single stage competitions, two
stage competitions or, in rare circumstances, multiple stage
competitions.

 Ideas competitions are usually single-stage competitions.

 In some instances, ideas competitions may be the first stage of a
two-stage competition in which the second stage is a project
competition.
 Project competitions may be organized as one or two-stage
competitions.
 This must be clearly stated in the brief.
 When possible, project competitions should be organized as one-
stage competitions. Two-stage competitions require a substantial,
additional commitment for both the client and the participants
and therefore their use is advised only for particularly complex
architectural tasks.

 Section The process of
7 certification
 The certification process for architects in Ethiopia likely
involves several steps.
 These may include completing a recognized architectural
degree, passing a licensing exam administered by a relevant
professional body or government agency, and potentially
fulfilling a supervised internship or practical experience
requirement.
 Architects must usually register with a professional
organization to legally practice in Ethiopia. Ongoing
professional development and adherence to ethical standards
are probably also required to maintain certification and
licensure.
 Specific requirements are subject to change, and it's crucial to
 Architects and engineers may be registered as professional architects
and engineers, graduate architects and associate engineers,
engineering aides and associate engineering aides after having fulfilled
the registration requirements set forth in Part II of the Guidelines.
 Moreover, the applicants must also fulfill registration fees specified
under the Guidelines.
 For registration as professional architects and engineers, applicants
must hold at least a B.Sc degree or the equivalent in architecture or
engineering from a recognized university or a similar institution.
 The applicant must also submit satisfactory evidence of at least four
years of relevant and progressive design and supervision experience
acquired after graduation.
 Moreover, the applicant may be engaged in the preparation of design
documents and in the supervision of construction works for projects
sponsored by his/her employer.
 For registration as graduate architects and engineers, the applicants
must hold at least a B.Sc degree or the equivalent in architecture or
engineering from a recognized University or a similar institution.
 Two types of licensing
• professional
license
• commercial

• Professional licences
license: insures that one have completed
the necessary academic period of the profession.
• Commercial license: insures one have fulfilled the
requirements to open and administer a commercial firm/
architectural firm/office.
THANK YOU!!!