Sunday, 12 February 2017

Art vs Design, The Similarities And Differences

A well-executed design project is always artful. 


Every project is created by design. It is thought out, analyzed and finally, designed and executed.

But is every design project also a work of art? How similar (or different) are the processes and results? You may find that every designer or artist has a different definition.

I am a designer. I solve problems everyday by putting together bits into a final product that showcases information in a visual way.

I am not an artist. But I can draw and I can generally sketch and paint too...

But there are some days where the work I do, is considered more than just an image on the screen or page. Someone calls it a work of art and this did get me thinking. Am I both a designer and an artist?

To me, art and design each have a set of defining characteristics. And then there are all those things in between – projects and pieces that seem to exemplify both. This I call “artistic design.” And it is that grey area where I would say most of the work by  designers is classified.

So, what are the characteristics of Art?


  1. Art has an emotional context.
  2. Art sparks questions (sometimes without answers) in those who look at it.
  3. Art has varied meanings that can be different based on a person’s experiences and emotions.
  4. Artistic ability is a talent that a person is born with. It can be cultivated and refined but part of the ability is innate.
  5. Art is created for the artist. Much of an artist’s work is created and then displayed or sold. The process is free-flowing and organic.
  6. Art is often an individual sport.
  7. Art has meaning but is seldom usable.
And what are the characteristics of Design ?


  1. Design must be comprehended and understood.
  2. Design projects aim to solve problems or provide information.
  3. Design communicates a distinct message. Whether it is information (as in the instance of graphic design) or function, design is a communication device.
  4. Good design will engage a person to do something – such as sit in a comfortably-designed chair – or display a direct message.
  5. Design can be taught and learned. Think of all the graphic design schools out there. Often many of the same people who have that born artistic ability are drawn to design as well but you don’t have to be an artist to succeed as a designer.
  6. Design projects are created for a client or purpose. How many times has someone told you to just do a project and they will take it?
  7. Design projects are planned and “designed” before the first but of actual graphic work is ever done.
  8. Design projects have an audience in mind.
  9. Design is collaborative.
  10. Each design project has a purpose or usefulness.

So here comes Artistic Design

Then there is that world where art and design collide.

Artistic design encapsulates creativity, feeling, question and answer, and newness. Artistic design is both inspiring and motivating. 

What makes design or art good is often a matter of opinion. There are a few key elements that are more defined – attention to details, alignment with color theory and principles or use of text – but generally how well a project is received (and liked) is simply a matter of taste.

Art, and design, are in the eye of the beholder. You can find beauty and art in design all the time. 

Tuesday, 7 February 2017

101 Sketchbook Ideas For Designers

EVERY MASTERPIECE STARTS WITH A SKETCH .........


1. Draw a Footwear

2. draw a glass of water

3. draw a pile of unfolded laundry

4. draw your non-dominant hand

5. draw a scene in a restaurant

6. draw a stack of books

7. draw a view out of a window

8. draw your art supplies

9. draw wine bottles

10. draw children’s toys

11. draw a person laying down

12. draw a person sitting in a chair

13. design a typeface

14. draw different types of trees

15. draw objects in your pocket

16. draw game pieces

17. draw a caricature of yourself

18. draw the same object drawn with different techniques (hatching, cross hatching, stippling, etc.)

19. draw your favorite pet

20. draw a copy of your favorite Master’s painting

21. draw a crumpled piece of paper

22. draw a brown paper bag

23. draw an old chair

24. draw a person from history in which there is no photo reference

25. draw an old person’s face

26. draw a stapler

27. draw an old radio

28. draw an old car

29. draw an old camera

30. draw a pair of glasses

31. draw an open book

32. draw a bicycle

33. draw anything made out of metal

34. draw a hammer

35. draw tree bark up close

36. draw ocean waves

37. draw a pile of rocks

38. draw a cup of pencils

39. draw hard candy

40. draw any fruit (sliced open)

41. draw any vegetable (sliced open)

42. draw a reel mower (tough one)

43. draw a pine cone

44. draw a seashell

45. draw a banana peel

46. draw an old cabin

47. draw an old factory

48. draw flowers in a vase

49. draw simple forms (cube, sphere, cylinder, etc.)

50. draw old farm equipment

51. draw a sailboat

52. draw people standing in a line

53. draw a bowl of peanuts

54. draw a bowl of nails

55. draw bushes or shrubbery

56. draw several eggs on a surface

57. draw your favorite insect

58. draw a flower up close

59. draw a thumb drive

60. draw an exotic fish

61. draw a scene from history

62. draw a feather

63. draw any detailed machine

64. draw the insides of a watch or clock

65. draw a skull



66. draw an apple

67. draw a portrait of someone that is a different race from you

68. draw water coming from the faucet

69. draw a creek in the woods

70. draw a pair of socks

71. draw an object that is moving

72. draw a Cubist portrait

73. draw a view from a window

74. draw a candle in the dark

75. draw three random objects from your refrigerator

76. draw a bowl of popcorn

77. draw a set of keys

78. draw someone peeling off their skin

79. draw your hand holding an apple (or other object)

80. draw your feet

81. draw yourself as a cartoon character

82. draw a patterned cloth on a table

83. draw a wine cork

84. draw a face in profile

85. draw a candlestick

86. draw a fictional woodland creature

87. draw a close up of grass

88. draw an object three times in different lighting

89. draw a pile of  jewellery

90. draw a close up of someone’s hair

91. draw a doorknob

92. draw a bird in flight

93. draw a video game controller

94. draw a pile of yarn

95. draw a stack of dinner plates

96. draw a trompe l’oeil image

97. draw hung drapery

98. draw a water sprinkler

99. draw calm water that is reflective

100. draw a person falling

101. just draw something!

PROJECT MANAGEMENT LIFECYCLE

Although instinct might encourage business professionals to dive right into projects, successful leaders understand that effective project cycles contain seven distinct phases. Few projects actually move through all seven phases in order. Some projects may require retooling that causes more time for preparation and presentation. Longer projects may necessitate alternating phases for implementation, monitoring, and evaluation. In all cases, however, project managers should prepare for the distinct needs of each project phase.

1. Identification

Most projects enter the first phase of the project cycle with little or no structure. Ideas that start in the back of the mind start to bubble up into potential projects. As creative professionals include colleagues, supervisors, or investors, projects become more formalized and start to follow the traditional phases of a project cycle.

On the other hand, regular project cycles, such as grant competitions and workplace initiatives, often operate from a top-down level. Project leaders usually issue a request for proposals or a call for submissions, in order to discover the most effective solution to a particular problem. In this kind of project, judges must sift through different ideas before settling on the team that will take a project through the project cycle’s six remaining stages.

2. Preparation

This phase of the project cycle requires leaders and managers to research both the needs and the impact of a project. The preparation phase often includes brainstorming sessions that result in “pie in the sky" estimates instead of true cost/benefit analysis. Effective preparation also includes laying the groundwork for the evaluation phase of the project cycle. Without agreeing on specific goals or outcomes, participants have no reliable way to measure the success of their project.

3. Appraisal

During the appraisal phase of a project cycle, project managers negotiate with stakeholders for resources while setting timelines. Depending on the scope of a project, leaders must determine whether hiring or outsourcing human resources will play a role during the implementation phase. Other resources, like technology and real estate, require budget estimates and impact statements during this phase. The appraisal phase of the project cycle ends once a clear plan with a timeline, budget, and expected outcome is ready for submission to decision makers.

4. Presentation

Visual Definition of the Project Cycle
Arguably the most crucial phase in any project cycle, the presentation often determines whether or not a project will reach its eventual conclusion. Depending on the nature of the project, decision makers could include board members, supervisors, investors, creditors, community members, customers, or other stakeholders. By the presentation phase, project managers and planners should be able to communicate:

project need
goals and expected outcomes
budget
timeline
Although many project managers prepare for the presentation phase of the project cycle by building Gantt charts and PowerPoint decks, most veteran planners recommend that presenters prepare to debate and to defend the merits of their proposals. It’s not uncommon for projects to move between the first three phases numerous times before receiving approval.

5. Implementation

While implementation represents just one phase of a seven-step project cycle, it frequently takes the longest amount of time. During this phase a project manager actually takes the steps to lead a team through the process developed during the previous four stages.

6. Monitoring

While some project management professionals prefer to view monitoring as a task that happens throughout the project cycle, many business schools now teach students to treat this important task as its own dedicated stage. Building a monitoring stage into a project cycle can involve measuring independent benchmarks or scheduling formal progress meetings. Unlike the evaluation stage of the project cycle, monitoring focuses more on individual tasks or personnel in order to make adjustments. Projects often shift between implementation and monitoring phases multiple times during a project cycle.

7. Evaluation

Highly functional organizations use the evaluation phase of the project cycle to answer three important questions:

What went well during the project?
What didn’t go so well?
What would project leaders and team members do differently during future projects?
A successful evaluation phase requires effective planning during the preparation phase. If project members succumb to office politics or fail to document the shifting scope of a project, the evaluation phase of a project cycle can easily shift to “blaming and shaming." However, when measurable goals are set and stakeholders agree on desired outcomes, all parties can make honest, insightful evaluations.

Friday, 3 February 2017

INDIA ART FAIR 2017

Founded in 2008, India Art Fair is one of South Asia's leading platform for modern and contemporary art.

The ninth edition of the India Art Fair that began in New Delhi today exhibits a rare mix of colours, grandeur and, with its continued focus in nurturing global interest in South Asian arts, showcases works of emerging as well as established artists from the region.

The three-day fair is joined by participating South Asian galleries like Britto Arts Trust from Dhaka, Nepal Art Council from Kathmandu, Theertha International Artists’ Collective from Colombo and Blueprint 12 from New Delhi.

An extensive array of art programmes, ranging from the exhibitions on the works of renowned artists like M.F. Hussain to the subtle narratives that emerge from the sketches of the 20th century political artist Chittaprosad Bhattacharya, find display spanning the outdoor and indoor fair space.
The Speakers’ Forum at the fair will also have an exciting programme that presents artists, curators, critics, administrators, academics, gallerists and collectors.

In an attempt to explore the future of museums, Richard Armstrong (Director, Solomon R. Guggenheim Museum and Foundation, New York) and Sheena Wagstaff (Leonard A. Lauder Chairman of Modern and Contemporary Art, The Metropolitan Museum of Art, New York) will come together in a panel discussion on Friday.

The two experts will together explore the subject in a lively discussion before the audience here.

“BMW Art Talk: The Art of Collecting” is another much anticipated session in which Thomas Girst (Head of Cultural Engagement BMW Group, Munich) and Sheikha Hoor Al Qasimi (President and Director of the Sharjah Art Foundation) will look at the diverse field of collecting on Saturday.
Sharing their perspectives on South Asian art will be Pooja Sood (Director of Khoj International Artists Association, New Delhi), Alessio Antonelli (Director of Gasworks, London) and Boon-Hui Tan (Director, Asia Society Museum, Singapore) in a session “Perspectives from Networks of South Asian Art” on Sunday.

The Speakers’ Forum will also facilitate intimate conversations between collectors from India and across the globe with speakers who will provide a glimpse into their private collections.
Some of the well-known names featuring in the segment are French art collectors Jean-Conrad and Isabelle LemaĆ®tre; Brussels-based collector Frederic de Goldschmidt and one of India’s leading art collectors, Anurag Khanna.


The 2017 edition of the fair is also featuring both longstanding representatives of Indian art and new exhibitors from around the globe who are keen to develop relationships with the Indian art market, including Kalfayan Galleries (Athens), Grey Noise (Dubai), 1×1 Gallery (Dubai), Sabrina Amrani (Madrid) and Lukas Feichtner Galerie (Vienna).























Thursday, 19 January 2017

PROJECT MANAGEMENT PHASES

This chapter provides a sketch of the traditional method of project management. The model that is discussed here forms the basis for all methods of project management. Later chapters go into more depth regarding a model that is particularly appropriate for IT-related projects.

Dividing a project into phases makes it possible to lead it in the best possible direction. Through this organisation into phases, the total work load of a project is divided into smaller components, thus making it easier to monitor.

The following paragraphs describe a phasing model that has been useful in practice. It includes six phases:
Initiation phase
Definition phase
Design phase
Development phase
Implementation phase
Follow-up phase


Initiation phase
The initiation phase is the beginning of the project. In this phase, the idea for the project is explored and elaborated. The goal of this phase is to examine the feasibility of the project. In addition, decisions are made concerning who is to carry out the project, which party (or parties) will be involved and whether the project has an adequate base of support among those who are involved.
In this phase, the current or prospective project leader writes a proposal, which contains a description of the above-mentioned matters. Examples of this type of project proposal include business plans and grant applications. The prospective sponsors of the project evaluate the proposal and, upon approval, provide the necessary financing. The project officially begins at the time of approval.

Questions to be answered in the initiation phase include the following:
Why this project?
Is it feasible?
Who are possible partners in this project?
What should the results be?
What are the boundaries of this project (what is outside the scope of the project)?

The ability to say no is an important quality in a project leader. Projects tend to expand once people have become excited about them. The underlying thought is, While were at it, we might as well Projects to which people keep adding objectives and projects that keep expanding are nearly certain to go off schedule, and they are unlikely to achieve their original goals.

In the initiation phase, the project partners enter a (temporary) relationship with each other. To prevent the development of false expectations concerning the results of the project, it makes sense to explicitly agree on the type of project that is being started:
a research and development project;
a project that will deliver a prototype or ‘proof of concept’;
a project that will deliver a working product.

The choice for a particular type of project largely determines its results. For example, a research and development project delivers a report that examines the technological feasibility of an application. A project in which a prototype is developed delivers all of the functionalities of an application, but they need not be suitable for use in a particular context (e.g. by hundreds of users). A project that delivers a working product must also consider matters of maintenance, instructions and the operational management of the application.

Many misunderstandings and conflicts arise because the parties that are involved in a project are not clear on these matters. Customers may expect a working product, while the members of the project team think they are developing a prototype. A sponsor may think that the project will produce a working piece of software, while the members of the project team must first examine whether the idea itself is technically feasible.

Definition phase

After the project plan (which was developed in the initiation phase) has been approved, the project enters the second phase: the definition phase. In this phase, the requirements that are associated with a project result are specified as clearly as possible. This involves identifying the expectations that all of the involved parties have with regard to the project result. How many files are to be archived? Should the metadata conform to the Data Documentation Initiative format, or will the Dublin Core (DC) format suffice? May files be deposited in their original format, or will only those that conform to the Preferred Standards be accepted? Must the depositor of a dataset ensure that it has been processed adequately in the archive, or is this the responsibility of the archivist? Which guarantees will be made on the results of the project? The list of questions goes on and on.


It is important to identify the requirements as early in the process as possible. Wijnen (2004) distinguishes several categories of project requirements that can serve as a memory aid:
Preconditions
Functional requirements
Operational requirements
Design limitations

Preconditions form the context within which the project must be conducted. Examples include legislation, working-condition regulations and approval requirements. These requirements cannot be influenced from within the project. Functional requirements are requirements that have to do with the quality of the project result (e.g. how energy-efficient must an automobile be or how many rooms must a new building have?). Operational requirements involve the use of the project result. For example, after a software project has been realised, the number of malfunctions that occur must be reduced by ninety per cent. Finally, design limitations are requirements that involve the actual realisation of the project. For example, the project cannot involve the use of toxic materials or international partners for whom it is unclear whether they use child labour.

During the definition phase of a project that involved developing a web application for a consortium of large organisations, no agreements were made concerning the browser that would be supported by the application. The consortium assumed that it would be Microsoft Explorer, because it was the browser that everyone used. The programmers created the application in Firefox, because they worked with the browser themselves and because it had a number of functions that were particularly useful during the development. Because most of the websites that are made for Firefox also look good in Explorer, the difference was initially not noticeable. Near the end of the project, however, the customer began to complain that the website didn’t look good. The programmers, who had been opening the site in Firefox, did not understand the complaint.

When the problem of the two browsers became clear, the programmers reacted defensively, Can’t they just install Firefox? After all, it is free. The organisations, however, were bound to the bureaucratic-minded system administrators who, for some possibly justified reason, refused to install Firefox in addition to Explorer. Even if they had wanted to install it, it would have involved a lengthy process, and there would have been extra costs for the time that the system administrators would have to spend on the task. It was ultimately decided that the application would have to be made suitable for Explorer. That involved considerable extra work, whereby the project ran even more behind schedule than it already had, and it was necessary to negotiate the extra costs. It was later discovered that the various organisations were working with different versions of Microsoft Explorer.

It is very important that all parties that are involved in the project are able to collaborate during the definition phase, particularly the end users who will be using the project result. The fact that end users are often not the ones that order the project perhaps explains why they are often ignored. The client, who pays for the project, is indeed invited to collaborate on the requirements during the definition phase. Nonetheless, the project result benefits when its future users are also invited. As a point of departure, it is helpful to make a habit of organising meetings with all concerned parties during the definition phase of a project.

During the development of an educational video game, the users (young people) were involved in the project only at a later stage. When the game was nearly completed, a group of young people was asked to test the game. Their initial assessments appeared mild and friendly. When pressed, however, they admitted that they had actually found the game extremely boring and that they would certainly not play it themselves. Had these young people been involved in the project earlier, the game would probably have been a success. As it stands, the game remains nearly unused on an Internet website.
The result of the definition phase is a list of requirements from the various parties who are involved in the project. Every requirement obviously has a reverse side. The more elaborate the project becomes, the more time and money it will cost. In addition, some requirements may conflict with others. New copy machines are supposed to have less environmental impact; they must also meet requirements for fire safety. The fire-safety regulations require the use of flame-retardant materials, which are less environmentally friendly. As this illustration shows, some requirements must be negotiated.

Ultimately, a list of definitive requirements is developed and presented for the approval of the projects decision-makers. Once the list has been approved, the design phase can begin. At the close of the definition phase, most of the agreements between the customer and the project team have been established. The list of requirements specifies the guidelines that the project must adhere to. The project team is evaluated according to this list. After the definition phase, therefore, the customer can add no new requirements.

A part of a new exhibit in a museum was comprised of a computer installation, the creation of which had been project-based. Because there had been no definition phase in the project, no clear agreements between the museum and those responsible for building the installation had been made. When the computer for the installation broke down halfway through the exhibit, the museum assumed that it would be covered by the projects guarantee. The project team had a different opinion. Negotiations between the directors were necessary in order to arrive at an appropriate solution.

Design phase

The list of requirements that is developed in the definition phase can be used to make design choices. In the design phase, one or more designs are developed, with which the project result can apparently be achieved. Depending on the subject of the project, the products of the design phase can include dioramas, sketches, flow charts, site trees, HTML screen designs, prototypes, photo impressions and UML schemas. The project supervisors use these designs to choose the definitive design that will be produced in the project. This is followed by the development phase. As in the definition phase, once the design has been chosen, it cannot be changed in a later stage of the project.

In a young, very informal company, the design department was run by an artist. The term design department was not accurate in this case; it was more a group of designers who were working together. In addition, everyone was much too busy, including the head of the department.
One project involved producing a number of designs, which were quite important to the success of the project. A young designer on the project team created the designs. Although the head of the design department had ultimate responsibility for the designs, he never attended the meetings of the project team when the designs were to be discussed. The project leader always invited him, and sent him e-mails containing his young colleagues sketches, but the e-mails remained unanswered. The project leader and the young designer erroneously assumed that the department head had approved the designs. The implementation phase began. When the project was nearly finished, the result was presented to the department head, who became furious and demanded that it be completely redone. The budget, however, was almost exhausted.

Development phase

During the development phase, everything that will be needed to implement the project is arranged. Potential suppliers or subcontractors are brought in, a schedule is made, materials and tools are ordered, instructions are given to the personnel and so forth. The development phase is complete when implementation is ready to start. All matters must be clear for the parties that will carry out the implementation.
In some projects, particularly smaller ones, a formal development phase is probably not necessary. The important point is that it must be clear what must be done in the implementation phase, by whom and when.

Implementation phase

The project takes shape during the implementation phase. This phase involves the construction of the actual project result. Programmers are occupied with encoding, designers are involved in developing graphic material, contractors are building, the actual reorganisation takes place. It is during this phase that the project becomes visible to outsiders, to whom it may appear that the project has just begun. The implementation phase is the doing phase, and it is important to maintain the momentum.

In one project, it had escaped the project teams attention that one of the most important team members was expecting to become a father at any moment and would thereafter be completely unavailable for about a month. When the time came, an external specialist was brought in to take over his work, in order to keep the team from grinding to a halt. Although the team was able to proceed, the external expertise put a considerable dent in the budget.

At the end of the implementation phase, the result is evaluated according to the list of requirements that was created in the definition phase. It is also evaluated according to the designs. For example, tests may be conducted to determine whether the web application does indeed support Explorer 5 and Firefox 1.0 and higher. It may be determined whether the trim on the building has been made according to the agreement, or whether the materials that were used were indeed those that had been specified in the definition phase. This phase is complete when all of the requirements have been met and when the result corresponds to the design.

Those who are involved in a project should keep in mind that it is hardly ever possible to achieve a project result that precisely meets all of the requirements that were originally specified in the definition phase. Unexpected events or advancing insight sometimes require a project team to deviate from the original list of requirements or other design documents during the implementation of the project. This is a potential source of conflict, particularly if an external customer has ordered the project result. In such cases, the customer can appeal to the agreements that were made during the definition phase.

As a rule, the requirements cannot be changed after the end of the definition phase. This also applies to designs: the design may not be changed after the design phase has been completed. Should this nonetheless be necessary (which does sometimes occur), the project leader should ensure that the changes are discussed with those involved (particularly the decision-makers or customers) as soon as possible. It is also important that the changes that have been chosen are well documented, in order to prevent later misunderstandings.

Follow up phase

Although it is extremely important, the follow-up phase is often neglected. During this phase, everything is arranged that is necessary to bring the project to a successful completion. Examples of activities in the follow-up phase include writing handbooks, providing instruction and training for users, setting up a help desk, maintaining the result, evaluating the project itself, writing the project report, holding a party to celebrate the result that has been achieved, transferring to the directors and dismantling the project team.

The central question in the follow-up phase concerns when and where the project ends. Project leaders often joke among themselves that the first ninety per cent of a project proceeds quickly and that the final ten per cent can take years. The boundaries of the project should be considered in the beginning of a project, so that the project can be closed in the follow-up phase, once it has reached these boundaries.

It is sometimes unclear for those concerned whether the project result is to be a prototype or a working product. This is particularly common in innovative projects in which the outcome is not certain. Customers may expect to receive a product, while the project team assumes that it is building a prototype. Such situations are particularly likely to manifest themselves in the follow-up phase.

Consider the case of a software project to test a very new concept.
There was some anxiety concerning whether any results would be produced at all. The project eventually produced good results. The team delivered a piece of software that worked well, at least within the testing context. The customer, who did not know much about IT, thought that he had received a working product. After all, it had worked on his office computer. The software did indeed work, but when it was installed on the computers of fifty employees, the prototype began to have problems, and it was sometimes instable.

Although the programmers would have been able to repair the software, they had no time, as they were already involved in the next project. Furthermore, they had no interest in patching up something that they considered a trial piece. Several months later, when Microsoft released its Service Pack 2 for Windows, the software completely stopped functioning. The customer was angry that the product once again did not work. Because the customer was important, the project leader tried to persuade the programmers to make a few repairs. The programmers were resistant, however, as repairing the bugs would cause too much disruption in their new project. Furthermore, they perceived the software as a prototype. Making it suitable for large-scale use would require changing the entire architectural structure. They wondered if the stream of complaints from the customer would ever stop.

The motto, Think before you act is at the heart of the six-phase model. Each phase has its own work package. Each work package has its own aspects that should be the focus of concentration. It is therefore unnecessary to continue discussing what is to be made during the implementation phase. If all has gone well, this was already determined in the definition phase and the design phase.

READ MORE....

Project Managenment

Management is the process of getting activities completed efficiently and effectively with and through other people. The term Management has different meaning in different perspective.
This tutorial has been designed to give you a quick idea about most demanding managerial concepts in simple and easy steps.

Audience

If you are an aspiring project manager or project leader, then definitely this tutorial is for you which will take you through almost all the important management concepts one by one using a simply easy learning approach.

Prerequisites

You do not need any prior project management experience to understand the given project management concepts.




Sunday, 8 January 2017

B.ARCH Coaching for 2017 Exams:

Coaching Option Plans for B.Arch & B.Des Entrance Exams

I. B.ARCH/B.DES(NATA/JEE/NID/UCEED/CEED) Coaching 2017-2018
​1. ​March-​Dec 2017- 50 classes​ (4 hours)​& revision​-test classes after boards​-​​​​with study material/previous year jee paper tests/nata mock tests
Rs 70,000/-​
2.​Summer Contact sessions (10) with online(email) drawing guidance sessions (twice a week till Dec) & revision classes​ after boards with study  material/ previous year jee paper tests/nata mock tests: Rs 70,000/-​ 
​3​.Comprehensive Self-Study Material +​30 online (email) drawing sessions(Set of 4 question per sesison) Rs ​30,000/-
​4. Only Self Study Material​ 10,000/- with one contact session of 3 hours to understand the concept of the examination & basics

II. B.ARCH /B.DES(NATA/JEE/NID/UCEED/CEED) Coaching 2018-2019
1. March 2017 -January 2018- 35/40 classes (3hrs); March 2018-Dec 2018/Jan 2019 - 35/40 classes (3hrs) with study  material/ previous year jee paper tests/nata mock tests
 Rs ​70,000/-
2. ​Summer Contact sessions(6) with weekend online(email) drawing guidance sessions with study  material/ previous year jee paper tests/nata mock tests ​: Rs 50,000/-​
3.Summer Crash Course (10 days) with Study-materials and after Boards Support (10 days) : Rs 35,000/-
4​. Comprehensive Self-Study Material +​30 online (email) drawing sessions (Set of 4 question per sesison)  Rs ​30,000/-
5. Only Self Study Material​ 10,000/- with one contact session of 3 hours to understand the concept of the examination & basics

 Customised courses other than above can be discussed at our office.

Best Wishes; Institute of Creative Sciences; www.natacoachingindelhi.com​
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