RESEARCH 01:

BUSINESS ARCHITECTURE ANALYSIS

GROUP 1
ARCEO, ERVY FRANZ
CASTRO, JHASPER
MANALOTO, REZVINE
NICDAO, IAN BRYLLE
PAGUIO, PATRICIA MAE

ENTERPRISE
An enterprise is defined as a legal entity possessing the right to conduct business on its own, for
example to enter into contracts, own property, incur liabilities and establish bank accounts.
An enterprise may be a corporation, a quasi- corporation, a non-profit institution, or an
unincorporated enterprise.

BUSINESS ANALYSIS
Business analysis is used to identify and articulate the need for change in how organizations
work, and to facilitate that change. Business analysts identify and define the solutions that will
maximize the value delivered by an organization to its stakeholders.

VALUE
"Value" refers to the benefits, outcomes, or advantages that a project or initiative is expected to
provide to an organization.

EXAMPLES OF VALUES IN ARCHITECTURE AND CONSTRUCTION FIRMS

• On-Time Completion: Ensuring that construction projects are completed within the
specified timeframe, minimizing disruptions for clients.
• Budget Adherence: Managing costs effectively to prevent overruns and delivering
projects within budget constraints.
• Quality Control: Maintaining high construction and material quality standards throughout
the project.
• Safety: Implementing safety measures to protect workers and prevent accidents during
construction.
• Client Vision Realization: Collaborating closely with clients to understand their vision
and translating it into tangible design and construction plans.
• Communication: Maintaining open and transparent communication channels to keep
clients informed about project progress and potential changes.
• Warranty Services: Offering post-construction warranties and support to address any
issues that may arise.
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COMPETITIVE ADVANTAGE
A competitive advantage is anything that gives a company an edge over its competitors, helping
it attract more customers and grow its market share. A competitive advantage can take three
primary forms:
 • Cost advantage – producing a product or providing a service at a lower cost than
competitors.
• Offer advantage – differentiating a product by adding features that are highly valued by
customers.
• Niche advantage – serving a specific segment of the market better than anyone else

GENERIC BUILD-TO-ORDER MANUFACTURER VALUE STREAM STRUCTURE

Aggregate Value Streams refers to the process of identifying, analyzing, and optimizing the
various value streams within the organization.

Value streams are sequences of activities and processes that deliver value to clients or customers.
In an architectural context, value streams can encompass the end-to-end processes involved in
delivering architectural services, from initial client engagement to project completion and
beyond.
 1. STRATEGIC VISIONING AGGREGATE focuses on aligning the architectural firm's
activities and projects with its long-term strategic goals and vision.

INSIGHT TO STRATEGY
The firm gains insight from market research indicating a growing demand for sustainable and
energy-efficient buildings. In response, it develops a strategic plan to position itself as a leader in
sustainable architecture. This insight drives the firm's strategic vision and influences its project
selection, marketing efforts, and talent development initiatives.

VISION TO E-BUSINESS ENTERPRISE

The firm envisions embracing digital technologies to streamline its operations and enhance client
engagement. It invests in an e-business enterprise strategy, implementing a client portal for
project collaboration, digital modeling and visualization tools, and online communication
platforms. This digital transformation aligns with the firm's long-term vision of staying at the
forefront of architectural innovation.

CONCEPT TO DEVELOPMENT
The firm conceptualizes a sustainable urban development project that integrates green spaces,
renewable energy sources, and eco-friendly building materials. It then develops a comprehensive
plan to turn this concept into a reality, involving feasibility studies, zoning approvals, and
detailed design and construction phases. This aligns with the firm's strategic vision of creating
sustainable communities.

INITIATIVE TO RESULTS
Recognizing the importance of staying on the cutting edge of sustainable architecture, the firm
takes the initiative to explore emerging technologies such as 3D printing for construction. After
thorough research and pilot projects, the firm successfully incorporates 3D printing into its
projects, yielding tangible results like reduced construction time and waste, in line with its long-
term strategic vision.

RELATIONSHIP TO PARTNERSHIP
The firm believes that strategic partnerships are essential to achieving its vision of becoming a
sustainability leader. It forms partnerships with local environmental organizations, universities,
and green technology providers. These partnerships lead to collaborative research projects,
shared resources, and the development of innovative sustainable building solutions. The firm's
commitment to these partnerships reflects its long-term strategic vision of fostering a sustainable
built environment through cooperation.

2. CUSTOMER CENTRIC AGGREGATE emphasizes placing the client or customer at

the center of all architectural processes and decisions to meet their specific needs and
expectations.

PROSPECT TO CUSTOMER
The architecture firm focuses on turning prospects into loyal clients through exceptional
customer service. When a potential client contacts the firm for an initial consultation, the firm's
sales and client relations team ensures a smooth transition from the prospect stage to becoming a
valued customer. They actively listen to the client's needs, offer relevant solutions, and establish
a strong rapport, ultimately winning the prospect's trust and converting them into a paying
customer.

ORDER TO CASH
For architectural firms that offer additional services, such as interior design or landscape
architecture, the "order to cash" process can involve securing additional project scopes after the
initial contract is signed. The firm streamlines this process, ensuring that any additional work is
clearly defined, agreed upon, and invoiced promptly. This customer-centric approach helps
prevent misunderstandings and maintains positive client relationships.

MANUFACTURING TO DISTRIBUTION
In an architectural firm, "manufacturing" can be seen as the design and planning phase of a
project. The firm aims to efficiently transition from the design phase to construction, ensuring
that the plans are well-documented and clear. This transition is seamless, and the firm
collaborates closely with construction partners (the "distribution" phase) to ensure the project is
executed according to the client's vision. This customer-centric approach ensures the client's
design intent is realized during construction.

REQUEST TO SERVICE
After a project's completion, the client may have ongoing service needs, such as maintenance,
repairs, or post-occupancy evaluations. The architecture firm establishes a streamlined "request
to service" process to address these needs promptly. This may involve dedicated service teams
that respond promptly to client requests, ensuring that the building remains in optimal condition
and that the client's ongoing needs are met.
 3. BUSINESS ENABLING AGGREGATE FOCUSES on optimizing internal processes
and systems to support the architectural firm's business objectives & operational
efficiency.

FORECAST TO PLAN
The architecture firm's management team utilizes historical project data and market trends to
forecast future demand for architectural services. They then create a detailed business plan that
outlines resource allocation, hiring needs, and strategic investments. This proactive approach
ensures that the firm is prepared to meet client demands and achieve its long-term goals.

REQUISITION TO PAYABLES
To manage the procurement process efficiently, the firm implements a requisition-to-payables
system. When project teams require specific materials or services, they submit requisitions that
are seamlessly integrated with the firm's financial systems. Once approved, these requisitions
trigger the payment process, ensuring that vendors are paid promptly and project timelines are
met.

RESOURCE AVAILABILITY TO CONSUMPTION

The architecture firm closely monitors the availability and utilization of its resources, including
architects, designers, and technology infrastructure. By tracking resource allocation and
consumption in real-time, the firm optimizes staffing levels, manages workloads effectively, and
ensures that resources are allocated to projects where they are most needed.

ACQUISITION TO OBSOLENCE
The firm maintains a strategic approach to technology and equipment acquisition. It carefully
selects and invests in the latest design software, hardware, and tools to stay competitive.
Simultaneously, it has processes in place to assess the useful life of these assets and plan for their
replacement or upgrade before they become obsolete, ensuring that the firm's technology remains
up-to-date.

FINANCIAL CLOSE TO REPORTING

At the end of each fiscal period, the firm conducts a comprehensive financial close process,
reconciling accounts, and ensuring accurate financial records. Shortly after, it generates detailed
financial reports that provide insights into project profitability, resource utilization, and overall
financial health. These reports are shared with stakeholders, enabling informed decision-making
and strategic planning.
 4. PEOPLE CARING AGGREGATE CENTERS on creating a supportive and inclusive
work environment that values the well-being and professional development of the firm's
employees.

PRINCIPLES
• Open Communication
• Mental Health Awareness
• Collaborative Support
• Flexible Work Arrangements
• Recognition and Appreciation
• Conflict Resolution
• Health and Safety

RECRUITMENT TO RETIREMENT
The architecture firm establishes a comprehensive human resources (HR) program that
encompasses the entire employee lifecycle, from recruitment to retirement. During recruitment,
the firm focuses on attracting top talent through competitive compensation packages and a
positive work culture. Once hired, employees are provided with ongoing professional
development opportunities, mentorship programs, and a clear path for career advancement. As
employees approach retirement age, the firm offers financial planning assistance and transition
support to ensure a smooth and comfortable retirement process.

AWARENESS TO PREVENTION
The architecture firm prioritizes the health and well-being of its employees by promoting
awareness and prevention. It conducts regular health and safety training to educate employees on
best practices for staying safe in the workplace. Additionally, the firm implements wellness
programs that encourage physical fitness, stress management, and work-life balance. These
programs aim to prevent health issues and promote a culture of well-being and prevention among
employees.

CONCLUSION
In conclusion, the Generic Build-to-Order Manufacturer Value Stream represents a dynamic and
customer-focused approach to manufacturing that prioritizes flexibility, customization,
and efficiency.

By aligning its processes and strategies with customer demand and preferences, a Build-to-Order
manufacturer can deliver significant value to both its customers and itself.