BMA MODULE 1
to the intellectual proprietary rights retained by
LAW
 The body of rules of a society that are
enforceable through a system of courts.
 Laws may be created by legislatures or,
in common law jurisdictions, by the
courts.
 They regulate relations between
individuals (private law); between
individuals and the state (public law);
and between different states
(international law).
 The word law derives from the late Old
English “lagu” meaning something laid
down or fixed.
 Laws vary widely between different
countries and even, in some cases,
within countries.
 An area in which a particular set of laws
holds is called a jurisdiction.
STATUTORY LAW
 Refers to the sources of law other than
statutory law.
 Its authority rests not on legislation
passed by Parliament and/or
Administration and eventually codified
 But rather tradition, custom, and
especially precedent.
 It is recognized by the Philippine Society
as being essentially inviolable;
 However, as customs and traditions
change and evolve, the common, non-
statutory law must change and evolve.
EXAMPLES OF STATUTORY LAWS
 Executive Orders
 Ordinances
 Republic Acts
 Presidential Decrees
 Batas Pambansa
Copyright (or Copyright Ownership)- shall refer
an Architect over any architectural documents.
ARCHITECTURE LAWS
 RA 9266- An act providing for a more
responsive and comprehensive
Regulation for Registration, licensing
and Practice of Architecture, Repealing
for the purpose
 Republic act No. 545 as amended.
Otherwise known as “An act to regulate
the practice of Architecture in the
Philippines,” and for other purposes
(March 15,2004)
 RA 1581 – Architecture Law of 1956
 RA 545 – Architecture Law of 1950
PROFESSIONAL REGULATORY LAWS
- RA 9266- The New Architecture Law
(Revising RA 545 and RA 1581)
- RA 544- Civil Engineering Law
- RA 1378- Plumbing Law
- RA 4374- Geodetic Engineering Law
- RA 7920- Electrical Engineering and
Electrician Law
- RA 8534- Interior Design Law
- RA 1308- Environmental Planning Law
- RA 1364- Sanitary Engineering Law
- RA 4110- Air-conditioning and
refrigeration Engineering Law
- RA 5734- Electronics and
Communications Engineering Law
- RA 8495- Mechanical Engineering Law\
PRIMARY TYPES OF OFFICE ORGANIZATION This is an unincorporated business with
no legal distinction between the owner
EFFICIENCY BASED
and the business entity. You are entitled
 faster or for less money than the firms to all profits and are liable for all debt,
you are competing with for work. losses and liabilities.
 projects that are simple to execute and
BIR Form No. 1701 shall be filed by
allow for repetitive processes.
individuals who are engaged in
 Further, these firms tend to offer a trade/business or the practice of profession
limited range of services, or standard including those with mixed income.
scope of work, that is familiar and
repeatable. PARTNERSHIP/JOINT VENTURE
 The goal with this staffing structure is to
 A partnership or joint venture is a single
have the partners focused on acquiring
business owned by two or more people.
new projects and have the more
Unless defined in a partnership
affordable staff leading the design and
agreement, all aspects of the business
production of those projects.
are divided equally among each
EXPERIENCED BASED partner.
 A disadvantage to a partnership is that
 They developed a strong reputation as all liabilities are shared by the partners.
being able to successfully deliver
significant, complex, and technically CORPORATION
challenging projects.
 A corporation is an independent legal
 This business model is for the architects
entity owned by shareholders.
who have a great depth of knowledge
Shareholders are protected from
about a specific project type or topic.
liabilities for all the actions and debts
 These firms are the “starchitects” who
the business incurs. Corporations offer
have built a reputation based on their
the ability to sell ownership shares in
award-winning design abilities or
the business through stock offerings.
consultant firms.
 Corporations receive a tax ID number
 Frank Gehry’s office is an example of a
and are required to pay taxes separate
firm that has done a combination of
from its shareholders.
these.

EXPERTISE BASED

 These firms also often look to partner

with other architectural offices to
execute the full scope of architectural
work.

THREE basic business structures

SOLE PROPRIETOR

 A very popular choice for new firms is

the simplest structure; sole proprietor.
How do I become DTI registered?

Register Business Name in DTI. Get Barangay

Clearance

Register your business name in the Department

of Trade and Industry (DTI)

 Prepare your business name.

 Confirm the availability of your business
name.
 Fill up the online registration form.
 Pay the registration fee.
 Download your certificate.
 What are the Requirements to Register
to SEC?

SEC Registration, Articles of Incorporation, and

By-laws

Locational Clearance

 Location Map.
 Barangay Clearance.
 Lease Contract.
 SEC Registration Documents.
 Occupancy Permit (Building/Unit)
 Business Permit Application Form.
BMA MODULE 2
PROJECT DELIVERY METHODS
 used by an agency or owner for
organizing and financing design,
construction, operations, and
maintenance services for a structure.
 All construction projects begin with an
owner - whether an individual,
company, institution, or public entity -
identifying the need for a capital
improvement.
CORE PROJECT TEAM MEMBERS: ROLES AND
RESPONSIBILITIES
 OWNER - Establishes the vision and
goals for the project and chooses the
project team.
 ARCHITECT -Plans, designs, and
oversees the construction of a building.
Some architects specialize within the
design profession by building type or
service area.
 ENGINEER -Plans, designs, and oversees
the construction of structures and
systems. There are many different types
of engineers: civil (site infrastructure),
structural, mechanical (heating and
cooling systems), electrical (power and
lighting), and plumbing.
ARCHITECTS ROLE IN CONSTRUCTION
MANAGER CONTRACTOR PROJECT DELIVERY
METHOD
This process will ensure that the project
 meets the approved schedule,
 meets all construction deadlines, and
 is feasible concerning phased
occupancy.
There are at least three different building
project delivery systems in use today:
 the General Construction model,
 Design/Build model, and
 the Construction Management model.
GENERAL CONSTRUCTION (GC)
 ARCHITECT provides all pre-
construction services alone.
 Builder often determined by low bid.
 Owner hires a Clerk or Construction
Administrator to observe construction.
 Owner has little control over the
builder.
With the General Contractor approach, the
Architect and the Contractor are not working
together; in fact, they are often working against
each other.
DESIGN/BUILD (DB)
 ARCHITECT works for the builder.
 Builder determined by price,
qualifications, and concept.
 Single source responsibility for design
and construction work.
 Owner often hires a Clerk-of-the-Works
to observe construction work.
With the Design Build approach, the Architect
and the Contractor are working together in a
business relationship, but realistically, the
Architect is going to have a very hard time
telling the Contractor to put more money into
the project. The Contractor dominates this
delivery method.

CONSTRUCTION MANAGEMENT (CM)
 ARCHITECT and Construction Manager
provide pre-construction services, as a
team.
 Builder selected based on qualifications
and fee if desired.
 No additional Owner on-site
representation required.
 Choice and control of the sub-
contractors
With the Construction Management approach,
the Architect and the Contractor are working
together as a true team.
Construction Management is a building project
delivery system that uses the services of a
professional construction expert as a manager.
They become the third member of the
traditional Owner/Architect team. The
Construction Manager works with the Owner
and the Architect in coordinating the entire
project, utilizing specialized skills and
knowledge to bring a project in on time, on
budget, and with minimum claims, all while
maintaining the highest quality.
This process will ensure that the project
(1) meets the approved schedule,
(2) meets all construction deadlines, and
(3) is feasible concerning phased occupancy
Integrated Project Delivery (IPD) is a
construction project delivery method that seeks
efficiency and involvement of all participants
(people, systems, business structures and
practices) through all phases of design,
fabrication, and construction. IPD combines
ideas from integrated practice and lean
construction.
IPD represents a return to the "master builder"
concept where the entire building team
including the owner, architect, general
contractor, building engineers, fabricators, and
subcontractors work collaboratively throughout
the construction process.
MULTI-PARTY AGREEMENT
In effect, the multi-party agreement creates a
temporary virtual, and in some instances
formal, organization to realize a specific project.
THE DIFFERENCE BETWEEN ARCHITECT-LED &
CONTRACTOR-LED DESIGN-BUILD
ARCHITECT-LED DESIGN-BUILD SERVICES
 Architect is in responsible charge of
construction means, methods,
techniques, safety procedures and
precautions of everyone working on the
project.
 Basically, the architect is responsible for
all professional design services as well
as all construction services necessary in
order to construct the project.
CONTRACTOR-LED DESIGN-BUILD SERVICES
 Basically, the contractor is responsible
for all professional design services as
well as all construction services
necessary in order to construct the
project.
EMERGING ISSUES IN PROJECT DELIVERY
1. RTIFICIAL INTELLIGENCE (AI) AND
AUTOMATION
Project Management Institute notes that 81% of
professionals say that AI is impacting their
organizations. That number is likely to increase
further in the coming years
Recent years have seen AI adoption on a larger
scale by organizations to ensure successful
project completion in several ways such as:
 Generating performance insights
 Supporting the decision-making
processes
 Making estimates and predictions
 Optimizing resource scheduling
 Enabling data visualization
 Performing risk analysis
2. ADVANCED RESOURCE AND PROJECT
MANAGEMENT SOFTWARE
A 2020 report from Wellingtone notes that 54%
of organizations lack access to real-time KPIs for
their projects and over a third of them spend
over 1 day to collect data.
3. RISE IN REMOTE WORKING
Remote working was already on the rise but
recent years have seen its adoption boosted to
unprecedented levels.
4. DEMAND FOR EMOTIONALLY
INTELLIGENT LEADERS
While organizational and analytical skills are
necessary for project managers, there has been
an increasing demand for emotional intelligence
in recent years. The Future of Jobs report by the
World Economic Forum supports the increasing
demand by employers for emotional
intelligence and other social skills.
5. INCREASING FOCUS ON DATA
ANALYTICS FOR DATA-DRIVEN
PROJECT MANAGEMENT
Organizations of all sizes generate copious
amounts of data every day. Therefore, it is only
intelligent to leverage that data to drive
decisions. Data analytics and reporting can help
project managers identify early signs of scope
creep, measure project progress rates and
more.
6. HYBRID PROJECT MANAGEMENT
In the post-pandemic era, there have been
renewed efforts to find a more reliable and
efficient methodology for project success. To
that end, organizations have begun to
experiment with a hybrid approach in which
different elements from two or more
methodologies are brought together.
7. INCREASING EMPHASIS ON SOFT
SKILLS
Traditionally, the value of project managers
depended on their certifications and their skills
in implementing different methodologies.
8. PROJECTS AND ORGANIZATIONAL
STRATEGY COMING TOGETHER
Projects and organizational strategy have
traditionally been separate domains. Essentially,
the role of a project manager was only to
execute projects to successful conclusions.
9. CLOUD-FIRST APPROACH BECOMING
THE STANDARD
The demand for cloud computing solutions is
increasing rapidly with more and more
organizations shifting to the cloud to keep up
with the changes in how they operate
10. GROWING ATTENTION TO MENTAL
HEALTH
There has been a growing focus on mental
health in recent years. With organizations
beginning to reopen offices or shift to hybrid or
remote working, there is bound to be elevated
levels of stress among employees who have to
acclimatize to these changes.