ARCHITECT CERTIFIED ASSOCIATE IN PROJECT MANAGEMENT

− An architect is a skilled professional who plans and (CAPM)

designs buildings and generally plays a key role in − is an entry-level certification for project practitioners,
their construction. designed for those with less experience.
− Architects are highly trained in the art and science of − associate-level
building design.
− Since they bear responsibility for the safety of their
buildings’ occupants, architects must be INTRODUCTION TO BUSINESS MANAGEMENT
professionally licensed.
− Architect comes from Ancient Greek—arkhi- (chief) MANAGEMENT
+ tekton (builder)—and means “chief builder.” − Management is in charge of planning, organizing,
directing, and controlling the business's resources
BUSINESS MANAGEMENT so they can meet the objectives of the policy.
− Business management definition is managing the − Defined as the process by which a cooperative group
coordination and organization of business directs action towards common goals.
activities. − A social and technical process which utilizes
− This typically includes the production of materials, resources, influences human behavior and facilitates
money, and machines, and involves both innovation changes in order to accomplish organizational goals.
and marketing. − Simply the process of decision-making and control
over the actions of human being for the express
CONSTRUCTION MANAGEMENT (CM) purpose of attaining predetermined goals.
− Construction management involves planning,
budgeting, coordinating, and supervising OBJECTIVES OF BUSINESS MANAGEMENT
construction projects from start to finish.
− As a construction manager, you may work on various − Usually about making a financial gain (profit).
construction projects, including buildings, roads,
bridges, and other structures.

PROJECT MANAGEMENT (PM)

− Project management is the use of specific
knowledge, skills, tools and techniques to deliver
something of value to people.
− The development of software for an improved
business process, the construction of a building, the
relief effort after a natural disaster, the expansion of
sales into a new geographic market—these are all
examples of projects.

PROJECT Businesses are nothing but a mechanism that connects

− Temporary endeavor the market with the product and services it needs.
− Temporary efforts to create value through unique
Every business tries to find out what market requires,
products, services, and processes.
goes on to find out what market requires, goes on to find
− A well-planned endeavor that follows a lifecycle with
or make those product or services brings them back to the
a definite beginning and end.
market better, cheaper, or faster than the competition.
− Each project is unique and differs from routine
operations.
BUSINESS MANAGAEMENT SUBJECTS
PROJECT MANAGEMENT LIFECYCLE
1. ORGANIZATIONAL BEHAVIOR
− Before an outcome is achieved, each aspect of a
− primarily interested in organization themselves or
project must go through phases of initiation,
business.
planning, and execution.
− It teaches us how to integrate or assimilate different
individual personalities into this collective whole
PROJECT MANAGEMENT PROFESSIONAL (PMP)
(group/team/department/company).
− is a globally recognized professional certificate
offered by the Project Management Institute (PMI)
− project-level
JECIEL, MARIELLE B.
2. MARKETING
− primarily interested in the market and it tries to
research the market and interpret market needs or
requirements.
3. OPERATIONS MANAGEMENT
− about product, services, and business.
4. QUALITY MANAGEMENT
− helps in making those products and services as
per customer needs.
− So, the features and quality dimension of the product
and services have to fit customer requirements.
− It tries to convert market requirements into
measurable dimensions and features so its not just
about products and services but also has a little bit
with researching the market.
HOW TO BE A SUCCESSFUL ARCHITECT
CARAYTAYDES
− maidens of Caraya.
− The sins of Caraya and Burden of these women in his
architecture.
VITRUVIUS
− Was the architect consultant for both Julius Caesar
and Emperor.
PILLARS OF BEING A SUCCESSFUL ARCHITECT
1. HISTORY
− used to present the culture in the social behavior
of the crowd, state, and the civilization as a whole.
2. ART, DRAWING, AND GEOMETRY
− transform ideas into architectural shapes.
3. PHILOSOPHY
− understand higher meanings and introduced even
higher purpose to his shapes at the time of the
writing understanding the ways of the God was
essential to build temples.
4. PHYSICS
− the ability to interact with the elements and forces
of nature such as wind, earth, and gravity.
5. MATH AND HARMONY
a. MUSIC – represent a vocal interpretation of
math and harmony.
b. THEATER – show the architect knowledge to
sound behavior and propagation.
6. LAW
− follow the state’s rules and avoid unnecessary
conflicts.
7. MEDICINE
− understand the human anatomy and the elements of
our health that are crucial for well-being of
buildings.
8. ASTRONOMY
− map out the sun path and to direct it into buildings.
THE 6 FUNDAMENTAL PRINCIPLES OF
ARCHITECTURE
1. ORDER
− refers to use of measurement and proportion.
2. ARRANGEMENT
− refers to the practice of principles such as perspective
and putting things in their proper place.
− It is the process of laying out the ground plane which
is the outline of the surfaces of the building.
3. SYMMETRY
− refers to proper proportions.
4. HARMONY
− pieces of the work as a whole.
5. PROPRIETY
− is perfection that arises from a work based on
approved architectural principles, from nature, usage,
and natural causes.
− It is respecting the context of the project.
6. ECONOMY
− refers to the thrift and management of funds, as
well as the construction of a building suitable for its
intended users.
− It is about properly managing the project and using
a balance between cost and common sense.
JECIEL, MARIELLE B.
 BUSINESS MANAGEMENT & APPLICATION 1. ABSENCE OF TRUST
FOR ARCHITECTURE "Trust is the foundation of real teamwork. And so, the first
dysfunction is a failure on the part of team members to
"Talent wins games, but teamwork and intelligence win understand and open up to one another."
championships."
- Michael Jeffrey Jordan, 1994 − Hesitate to ask for help.
− Conceal weakness.
"Coming together is a beginning, staying together is progress,
− Dread meetings and avoid team members.
and working together is success."
- Henry Ford, 1896
✓ Safe environment to speak up.
“I can do things you cannot, you can do things I cannot: together ✓ Team members help each other.
we can do great things.” ✓ Leverage strengths for the team.
- Mother Teresa of Culcutta
2. FEAR OF CONFLICT
"Sometimes, women feel they have to do everything- work, "If we don't trust one another, then we aren't going to
manage the house, look after the children-but there's too much engage in open, constructive, ideological conflict. And
to do. So, you have to learn early on that you can't do everything
we'll just continue to preserve a sense of artificial
yourself, and you have to learn to trust other people to work on
your vision." (via The Guardian) harmony."
- Dame Zaha Mohammad Hadid, 2012
− Go around problems.
“Remember teamwork begins by building trust. And the only way − Do not confront tough issues or behaviors.
to do that is to overcome our need for invulnerability.” − Lack of transparency drives confusion.
- Patrick Lencioni
✓ Confronts problems and issues quickly.
TEAMWORK ✓ Develop practical solutions.
"It's as simple as this. When people don't unload their ✓ Get input from team members, minimal policies.
opinions and feel like they've been listened to, they won't
really get on board." 3. LACK OF COMMITMENT
"Disagree and commit... You can argue about something
WHAT MAKES WORKING TOGETHER and disagree, but still commit to it as though everyone
DIFFICULT? originally bought into the decision completely."

1. POLITICS − Ambiguous direction and priorities

– matters connected with getting or using power − Revisit discussion again and again
within a particular group or organization. − Absenteeism

2. EGO ✓ Buy in and alignment on common objectives.

– your sense of your own value and importance.
3. MISTRUST
– to have no confidence in somebody/something
because you think they may be harmful.
– to not trust somebody/something.
✓ Clear direction and priorities.
✓ Highly engaged team members.
4. AVOIDANCE OF ACCOUNTABILITY
"Because of this lack of real commitment and buy-
in...result to avoidance of accountability."

5 DYSFUNCTIONS OF A TEAM − Missed deadlines and key deliverables.

INATTENTION − Poor performance is tolerated and creates
OF RESULTS
environment of resentment.
AVOIDANCE OF
ACCOUNTABILITY ✓ Poor performers are managed and held
accountable.
LACK OF ✓ Same standard apply to everyone
COMMITMENT
5. INATTENTION TO RESULTS
FEAR OF CONFLICT
This occurs when team members put their individual
needs (such as ego, career development, or recognition)
ABSENCE OF TRUST
JECIEL, MARIELLE B.
or even the needs of their divisions above the collective
goals of the team.
− Poor performance and results
− High team turnovers
✓ Outstanding and recurring team results
✓ Highly motivated and engaged team
WHO IS YOUR TEAM?
Allied Design & Engineering Services
1. CIVIL ENGINEERING
• Construction Engineering and Management
• Geotechnical Engineering
• Structural Engineering
• Transportation Engineering
• Water Resources Engineering
2. GEODETIC ENGINEERING
• General Surveying
• Construction and Industrial Surveying
• Geodetic Engineering Laws
• Geodetic Surveying
3. MECHANICAL ENGINEERING
• Engineering Design and Consultancy
• Automotive Engineering
• Manufacturing Engineering
4. ELECTRICAL ENGINEERING
• Power Systems Track
• Renewable Energy
• Energy Management
5. ELECTRONICS ENGINEERING
• Information and Communications Technology
• Instrumentation and Control Systems
• Microelectronics
6. PLUMBING & SANITARY ENGINEERING
• Water Supply and Pollution Control
• Advanced Sewage Treatments
• Ecology and Environmental Impact
• Industrial Hygiene and Sanitation
• Solid Waste Management
• Control Air & Noise Pollution Control
• Sewage & Waste Disposal Systems
7. LANDSCAPE ARCHITECTURE
• Developing new or improved theories and
methods in landscape architecture;
• Inspecting sites and consulting clients,
management and other stakeholders to
determine type, style and size of proposed
buildings, parks, roads and other open spaces;
• Compiling and analyzing site and community
data about geographical and ecological features,
landforms, soils, vegetation, site hydrology, visual
characteristics and human-made structures, to
formulate land use and development
recommendations, and for preparing
environmental impact statements;
• Preparing reports, site plans, working
drawings, specifications and cost estimates
for land development, showing location and
details of proposals, including ground modeling,
structures, vegetation and access;
• Identifying and finding best solutions for
problems regarding function and quality of
exterior environments and making necessary
designs, drawings and plans;
WHAT IS YOUR PROFESSIONAL CAREER’S
ROADMAP?
ARCHITECT'S CAREER PATH
1. STUDENT
− Current architecture student working during
summer or concurrently with school.
2. ENTRY-LEVEL INTERN
− Unlicensed architecture school graduate in first
year of internship.
3. INTERN
− Unlicensed architecture school graduate under
supervision of an architect.
4. ARCHITECT/DESIGNER I
− Recently licensed architect or nonregistered
graduate with 3 to 5 years of experience.
− Responsible for parts of a project within
parameters set by others.
5. ARCHITECT/DESIGNER II
− Licensed architect or nonregistered graduate with
6 to 8 years of experience
− Responsible for daily design or technical
development of a project.
6. ARCHITECT/DESIGNER III
− Licensed architect or nonregistered graduate with
8 to 10 years of experience
− Responsible for significant aspects of projects
− Responsible for work on minor projects.
− Selects, evaluates, and implements procedures
and techniques used on projects.
JECIEL, MARIELLE B.
1. PROJECT MANAGER
− Licensed architect or nonregistered graduate with
more than 10 years of experience
− Has overall project management
responsibility for a variety of projects or project
teams, including client contact, scheduling, and
budgeting.

2. DEPARTMENT HEAD/SENIOR MANAGER

− Senior management architect or nonregistered
graduate
− Responsible for major department(s) or
functions
− Reports to principal or partner.

3. JUNIOR PRINCIPAL/PARTNER
− Recently made a partner or principal of the firm.
− Title may include vice president.

4. MID-LEVEL PRINCIPAL/PARTNER
− Titles include executive or senior vice
president.

5. SENIOR PRINCIPAL/PARTNER
− Typically, an owner or majority shareholder of
the firm; may be the founder.
− Titles include president, chief executive officer,
or managing principal/partner.

"Branding is endowing products and services with the

power of a brand."
- Kotler & Keller, 2015.

JECIEL, MARIELLE B.