The architect industry usually operates on a project-based system, often with multiple projects simultaneously being implemented. As architect companies have limited resources, overlapping of simultaneous multiple projects typically cause problems stemming from insufficient human resources or single personnel working on multiple projects at once. Additionally, these problems are exacerbated by the long project schedules and high levels of professional expertise necessary for architect projects. This thesis used a case study and multiple project management theories to analyze the project management model at A Architects Associates, and established a mechanism for assessing organizational project management.