ARB Registration (Architects Registration Board) Professional Competence Outcomes (Part 3 / ARC Framework) Flashcards

24 sample cards from the Professional Competence Outcomes (Part 3 / ARC Framework) deck

Sampled from the end of the deck, so these are different cards from the ones shown on the syllabus page.

1. Explain the 'Plan-Do-Check-Act' (PDCA) cycle that underpins ISO 9001.

   Plan: establish objectives and processes. Do: implement the processes. Check: monitor and measure results against objectives. Act: take action to continually improve performance. It is an iterative loop driving continual improvement.

2. List the eight stages of the RIBA Plan of Work 2020 in order.

   Stage 0 Strategic Definition; Stage 1 Preparation and Briefing; Stage 2 Concept Design; Stage 3 Spatial Coordination; Stage 4 Technical Design; Stage 5 Manufacturing and Construction; Stage 6 Handover; Stage 7 Use.

3. In the RIBA Plan of Work 2020, what is produced or agreed at Stage 1 (Preparation and Briefing)?

   The Project Brief (including project outcomes, sustainability outcomes, quality aspirations and spatial requirements), feasibility studies, site information, the project budget, the project programme and the procurement strategy; the responsibility matrix and team are assembled.

4. What was renamed and reframed as Stage 3 in the RIBA Plan of Work 2020 compared with the 2013 version, and what does it now emphasise?

   The former 'Developed Design' became 'Spatial Coordination'. It emphasises coordinating and testing the architectural, structural and building services designs spatially so the design is fully coordinated before technical design begins.

5. What are the eight RIBA Plan of Work 2020 'task bars' (the categories of activity tracked across each stage)?

   Stage Outcomes; Core Tasks; Procurement; Programme; Planning; Information Requirements (and the supporting categories such as Project Strategies and Sustainability Checkpoints). The defining tools include outcomes, core tasks, procurement, programme and planning routes overlaid on each stage.

6. Define the architect's role as 'lead consultant' versus 'lead designer'.

   Lead consultant: manages and coordinates the consultant team's contractual and administrative interface with the client (single point of responsibility). Lead designer: coordinates the design work of all designers to ensure it is integrated and compatible. The architect may hold one or both roles.

7. What is 'fee resourcing' and how is a project fee converted into a staffing plan?

   Fee resourcing allocates the agreed fee across project stages and tasks, converting it into available person-hours by dividing the fee (less overhead/profit) by charge-out rates, then distributing those hours over the programme to plan who works on what and when.

8. Define 'risk management' and name its four standard response strategies.

   Risk management is the systematic process of identifying, assessing, controlling and monitoring risks. The four response strategies are: Avoid (eliminate), Reduce/Mitigate (lessen likelihood or impact), Transfer (e.g. insurance/contract), and Accept/Retain (tolerate).

9. What is a project risk register and what core fields does each entry contain?

   A risk register is a living document logging identified risks. Each entry typically records: risk description, likelihood, impact/consequence, risk rating/score, owner, mitigation/response action, and review status.

10. State the basic formula for a qualitative risk score in a risk register.

    $$\text{Risk score} = \text{Likelihood} \times \text{Impact}$$ where likelihood and impact are each rated on a scale (e.g. 1–5), giving a ranked score used to prioritise mitigation.

11. Compare the three principal procurement routes: Traditional, Design and Build, and Management contracting.

    Traditional: design fully completed before tender; sequential; client retains design control but slower. Design and Build (D&B): contractor takes responsibility for design and construction (single point of responsibility); faster, more cost certainty, but client cedes design control. Management contracting: a management contractor oversees works packages let progressively; suits fast-track/complex projects but with less initial cost certainty.

12. How does the choice of procurement route affect the architect's role and liability under Design and Build?

    Under D&B the architect is often novated to the contractor after concept/planning, so their client effectively becomes the contractor; this shifts design responsibility and risk to the contractor and can reduce the architect's control over detailed design and quality on site.

13. What are the three competing priorities of the 'procurement triangle' that drive route selection?

    Time, Cost and Quality (sometimes shown with scope). Clients can typically prioritise two at the expense of the third; the chosen procurement route reflects which priorities matter most.

14. What is the PEDR and what is its purpose in recording practical experience?

    PEDR (Professional Experience and Development Record) is the RIBA/ARB online logbook used by students/candidates to record practical experience during Part 1 and Part 2 stages, evidencing the range, duration and type of work and supervision toward meeting professional criteria.

15. How much practical experience, and of what kind, is typically required before sitting the Part 3 examination in the UK?

    A minimum of 24 months (2 years) of practical experience under the supervision of a registered/qualified professional, with at least some (commonly 12 months) undertaken in the EEA/UK and after Part 2, recorded in the logbook/PEDR.

16. In documenting practical experience, what is the role of the Professional Studies Advisor (PSA) and the employment mentor?

    The employment mentor (in practice) supervises day-to-day work and verifies logbook entries; the PSA (academic/institutional) reviews progress, signs off the record periodically, and ensures the candidate is gaining appropriately broad experience toward Part 3 criteria.

17. What is the purpose of reflective writing in the Part 3 case study and how should it differ from mere description?

    Reflective writing demonstrates critical evaluation of the candidate's own actions, decisions and learning—analysing what was done, why, what the consequences were, and what they would do differently—rather than simply narrating events; it evidences professional judgement and competence.

18. Outline the typical structure and content of a Part 3 case study.

    It documents a real project the candidate has worked on, structured around the candidate's involvement and decisions, demonstrating competence across areas such as the appointment, project management, contract administration, statutory compliance, and the candidate's professional and ethical judgement, with critical reflection throughout.

19. What reflective model is commonly cited for structuring professional reflection (used in Part 3 writing)?

    Gibbs' Reflective Cycle: Description, Feelings, Evaluation, Analysis, Conclusion, and Action Plan; alternatives include Kolb's experiential learning cycle and Schön's 'reflection-in-action' and 'reflection-on-action'.

20. What is the format and purpose of the Part 3 professional interview (oral examination)?

    It is a face-to-face/oral examination by two examiners testing the candidate's professional competence, judgement and ability to apply knowledge to scenarios; candidates are questioned on their case study, CV, and hypothetical professional situations to confirm readiness for independent practice and registration.

21. Name three competence areas an examiner will probe in the Part 3 oral exam.

    Examples: contract law and administration; professional and ethical responsibilities (ARB/RIBA Codes); statutory framework (planning, Building Regulations, health and safety/CDM); practice management and finance; insurance and liability (any three).

22. Define Continuing Professional Development (CPD) and state the annual obligation for registered architects.

    CPD is the systematic maintenance and enhancement of knowledge, skills and competence throughout an architect's career. ARB requires registered architects to undertake and record CPD to remain competent; RIBA chartered members must complete a minimum of 35 hours of CPD per year (including core curriculum and reflection).

23. What is a CPD plan and the PDP (Personal Development Plan) cycle for post-registration learning?

    A CPD/PDP plan identifies learning needs and objectives, plans activities to meet them, records the learning undertaken, and evaluates/reflects on what was gained—an annual cycle of assess, plan, act, record and reflect that keeps competence current and aligned with the practitioner's goals.

24. Why is professional indemnity (PI) insurance both a regulatory requirement and a risk-management tool for architects, and what does the ARB Code say?

    PI insurance covers claims arising from professional negligence, protecting both the client and the architect. The ARB Code requires architects to have adequate and appropriate insurance arrangements (with run-off cover) to meet potential liabilities; it is a key transfer strategy in risk management.

What this deck covers

Professional Competence Outcomes (Part 3 / ARC Framework) flashcards FAQ