This a House Arc modular system designed by Joseph Bellomo. The modular home is built with a lightweight frame of steel tubes and set on a few concrete blocks. When finished, it’s supposed to be strong enough to withstand tropical winds and weather. The prototype includes 150 square feet of space and weighs 3,000 pounds. According to The Architect’s Newspaper, the House Arc can be flat pack shipped in a box that’s merely 4×10x3 feet. Because the House Arc can be shipped in a bundle and put together by the average person. A community of House Arc’s could look something like the rendering below. If you have any interest in helping out, make sure to drop by Joseph Bellomo Architects.

Architecture Contracts

Architecture Contracts

Role | Contents | Relationship to Architecture Governance

---

This chapter provides guidelines for defining and using Architecture Contracts.

Role

Architecture Contracts are the joint agreements between development partners and sponsors on the deliverables, quality, and fitness-for-purpose of an architecture. Successful implementation of these agreements will be delivered through effective architecture governance (see Architecture Governance). By implementing a governed approach to the management of contracts, the following will be ensured:

• A system of continuous monitoring to check integrity, changes, decision-making, and audit of all architecture-related activities within the organization
• Adherence to the principles, standards, and requirements of the existing or developing architectures
• Identification of risks in all aspects of the development and implementation of the architecture(s) covering the internal development against accepted standards, policies, technologies, and products as well as the operational aspects of the architectures such that the organization can continue its business within a resilient environment
• A set of processes and practices that ensure accountability, responsibility, and discipline with regard to the development and usage of all architectural artefacts.

The traditional Architecture Contract is an agreement between the sponsor and the architecture function or IS department. However, increasingly more services are being provided by systems integrators, applications providers, and service providers, co-ordinated through the architecture function or IS department. There is therefore a need for an Architecture Contract to establish joint agreements between all parties involved in the architecture development and delivery.
Architecture Contracts may occur at various stages of the Architecture Development Method (ADM); for example:

• The Statement of Work created in Phase A of Part II: Architecture Development Method (ADM) is effectively an Architecture Contract between the architecting organization and the sponsor of the enterprise architecture (or the IT governance function).
• The development of one or more architecture domains (Business, Data, Applications, Technology), and in some cases the oversight of the overall enterprise architecture, may be contracted out to systems integrators, applications providers, and/or service providers. Each of these arrangements will normally be governed by an Architecture Contract that defines the deliverables, quality, and fitness-for-purpose of the developed architecture, and the processes by which the partners in the architecture development will work together.
• At the beginning of Phase G (the implementation governance phase), between the architecture function and the function responsible for implementing the enterprise architecture defined in the preceding ADM phases. Typically, this will be either the in-house systems development function, or a major contractor to whom the work is outsourced.
  • What is being "implemented" in Phase G of the ADM is the overall enterprise architecture. This will typically include the technology infrastructure (from Phase D), and also those enterprise applications and data management capabilities that have been defined in the Applications Architecture and Data Architecture (from Phase C), either because they are enterprise-wide in scope, or because they are strategic in business terms, and therefore of enterprise-wide importance and visibility. However, it will typically not include non-strategic business applications, which business units will subsequently deploy on top of the technology infrastructure that is implemented as part of the enterprise architecture.
  • In larger-scale implementations, there may well be one Architecture Contract per implementation team in a program of implementation projects.
• When the enterprise architecture has been implemented (at the end of Phase G), the ADM defines an Architecture Contract between the architecting function (or the IT governance function, subsuming the architecting function) and the business users who will subsequently build and deploy business unit-specific application systems in conformance with the architected environment.

It is important to bear in mind in all these cases that the ultimate goal is not just an enterprise architecture, but a dynamic enterprise architecture; i.e., one that allows for flexible evolution in response to changing technology and business drivers, without unnecessary constraints. The Architecture Contract is crucial to enabling a dynamic enterprise architecture.
Typical contents of these three kinds of Architecture Contract are explained below.

Contents

Statement of Architecture Work

The Statement of Architecture Work is created as a deliverable of Phase A, and is effectively an Architecture Contract between the architecting organization and the sponsor of the enterprise architecture (or the IT governance function, on behalf of the enterprise).
Typical contents of a Statement of Architecture Work are:

• Statement of work title
• Project request and background
• Project description and scope
• Architecture vision
• Managerial approach
• Change of scope procedures
• Responsibilities and deliverables
• Acceptance criteria and procedures
• Project plan and schedule
• Support of the Enterprise Continuum
• Signature approvals

Contract between Architecture Design and Development Partners

This is a signed statement of intent on designing and developing the enterprise architecture, or significant parts of it, from partner organizations, including systems integrators, applications providers, and service providers.
Increasingly the development of one or more architecture domains (Business, Data, Applications, Technology) may be contracted out, with the enterprise's architecture function providing oversight of the overall enterprise architecture, and co-ordination and control of the overall effort. In some cases even this oversight role may be contracted out, although most enterprises prefer to retain that core responsibility in-house.
Whatever the specifics of the contracting-out arrangements, the arrangements themselves will normally be governed by an Architecture Contract that defines the deliverables, quality, and fitness-for-purpose of the developed architecture, and the processes by which the partners in the architecture development will work together.
Typical contents of an Architecture Design and Development Contract are:

• Introduction and background
• The nature of the agreement
• Scope of the architecture
• Architecture and strategic principles and requirements
• Conformance requirements
• Architecture development and management process and roles
• Target architecture measures
• Defined phases of deliverables
• Prioritized joint workplan
• Time window(s)
• Architecture delivery and business metrics

The template for this contract will normally be defined as part of the Preliminary Phase of the ADM, if not existing already, and the specific contract will be defined at the appropriate stage of the ADM, depending on the particular work that is being contracted out.

Contract between Architecting Function and Business Users

This is a signed statement of intent to conform with the enterprise architecture, issued by enterprise business users. When the enterprise architecture has been implemented (at the end of Phase G), an Architecture Contract will normally be drawn up between the architecting function (or the IT governance function, subsuming the architecting function) and the business users who will subsequently be building and deploying application systems in the architected environment.
Typical contents of a Business Users' Architecture Contract are:

• Introduction and background
• The nature of the agreement
• Scope
• Strategic requirements
• Architecture deliverables that meet the business requirements
• Conformance requirements
• Architecture adopters
• Time window
• Architecture business metrics
• Service architecture (includes Service Level Agreement (SLA))

This contract is also used to manage changes to the enterprise architecture in Phase H.

Relationship to Architecture Governance

The Architecture Contract document produced in Phase G of the ADM figures prominently in the area of architecture governance, as explained in Part IV: Resource Base, Architecture Governance .
In the context of architecture governance, the Architecture Contract is often used as a means of driving architecture change.
In order to ensure that the Architecture Contract is effective and efficient, the following aspects of the governance framework may need to be introduced into Phase G:

• Simple processes
• People-centered authority
• Strong communication
• Timely responses and an effective escalation process
• Supporting organizational structures

Dos and Don'ts of an Architect's Professional Practice Plan – (APP- Plan)

“A business plan is a road map that gives direction to a business." says Joseph Mancuso

The APP plan is the first thing that our financiers, associates, supporters, and well wishers ask to see. It is natural that at a start up stage, we may miss some important issues while writing a winning APP plan.Thus, before you submit a APP plan for your architectural firm, consider these 10 dos and don’ts of writing a APP plan.

DOs

1. Keeping the company's goals in mind, answer key questions such as who, what, where, when how why, and how much.

2. Make short term plan (of less than one year) in detail and long term plan in wider perspective as reality of your practice can be different from your initial concept.

3. Be extremely conservative in predicting capital requirements, time lines, no. of projects and profits. False Optimism will waste your time, money and energy at later stage.

4. Consider all your competitors.

5. Use simple language in explaining the issues. Make it easy to read and understand.

6. Carry out a detail research to find appropriate references to make a business plan suitable to your company's objective. .

7. Submit your APP plan to experts in your intended business for their advice.

8. Spell out your strategies on how you intend to handle advertising & marketing. This is an area which most people miscalculate their fiancés. Be more practical while planning your marketing needs,

9. Freely and frequently modify your APP plan to account for changing conditions.

10. Design your plan to look professional and attractive to financier and supporters. An APP plan is an image of your company. Thus, present it with your best ability.

DON'Ts

1. Don’t Skip the step of preparing a business plan before starting.

2. Don’t depend entirely on your special strength for example design strength. Success comes to those architects who start business with great economics and not necessarily greet inventions.

3. Don’t proceed without adequate financial and accounting know-how.

4. Don’t try to fit your plan into a standard template. Be creative.

5. Don’t assume you are required to use a business planning software.
6. Don’t fill your plan with meaningless jargons and fluffs. Be simple.

7. Don't assume that the banker/financier will know everything about the specific kind of business you're in. He may, he may not. Be clear in your explanation.

8. Don't forget to include how you see the borrowing being repaid.

9. Don't misspell words or make grammatical errors.

10. Don’t ignore ongoing political, social and economical trends in the market to chart your company’s future and its position.

Sample Business Plan for Architect - Executive Summary

Executive summary is a term used in business for a short document that summarizes a longer report, proposal or group of related reports in such a way that readers can rapidly become acquainted with a large body of material without having to read it all. It will usually contain a brief statement of the problem or proposal covered in the major document(s), background information, concise analysis and main conclusions. It is intended as an aid to decision making by business managers.


Views expressed here examines the process of writing a professional practice (business) plan in order to help understand and manage the process better way. There is no single prescription that will suit every project and what I have attempted is to provide illustrations and flavor of experience to inspire a write your own Business Plan creatively and successfully.


Executive Summary Template of Architect's Professional Practice Plan (APP) or Business Plan (click to view)


‘I find myself intolerant of management books that seek to prescribe exactly’ how it is done’. My own experience shows that there are many different way of achieving one’s aims and many different ways of leading an industrial company……
…..each one of us has to develop our own style, and our own approach, using such skills and personal qualities as we have inherited. What each of does over a long period of trial and error is to acquire a set of tools with which are comfortable and which we can apply in different ways to the myriad problems which we need to solve’

Do ARCHITECTS need money?

Yes, now a days architects very much desire money and understand it to prove themselves?

But how much money do they need to start up their own practice?
What are the ways they can acquire that capital?
How can they keep up with the relentless cost of the monthly payrolls, the rent, income tax, service Tax and so on when their income(fee) is prone to so much unpredictable delay?
How do they know if they will have enough cash to operate for a year's time?
Are they really likely to make any profit?
And how can they focus on financial management when they also have to deliver building designs on time?

ACQUIRING CAPITAL
Establishing a practice and finding required capital is not a difficult task at all. It requires clarity of the amount of fund needed; confidence to pay back under any circumstances (put the policy on paper before borrowings) and lots of common sense. I believe you are loaded with all these virtues otherwise you would not have opted to begin your own practice.

Before you chart your source to acquire the capital, you shall consider your predictable expenses.

• Monthly Payroll
• Utilities (phones, electric, Internet /communications, etc.)
• Rent or EMI if premises is purchased
• Marketing and sales-related costs (allot enough to position in the market)
• Office Supplies
• Maintenance of office, equipments, etc.
• Insurance
• licenses
• Taxes
• In your total prediction of expenses, add 15% for unforeseen requirements.

Now let us see who can provide you finance.

But remember an important principal of borrowing “Spend money only for the purpose for which it is borrowed. That is not your income it is a liability.”

Some of your choices for funding your company include:

• Personal savings
• Borrowing from friends and family
• Getting a loan from a bank
• Getting a partner and using his or her personal funds
• Going to the venture-capital company
• Other investors

And many others that we'll talk about as we go

Personal fund:
Using personal fund is one of the safest options. If you have savings to last for at least a year, you need not borrow money. But you need to prepare a detailed cash flow plan which will give you enough time to concentrate in your core area. However keep following in mind:

1. Review your status every month
2. Cut back unnecessary expenses
3. Invest unused capital to get good return to care for monthly requirements

Borrowing from friends and family:
It is a very easy choice due to its zero or low interest cost. But be aware, you may end up with damaged relationships in long run if not handled the sentiments efficiently.
This method of borrowing is common for start up business owners. For healthy relationship, make your proposal like you are borrowing from financial institution; show them your business plan, return of their investment, pay back time and method; and let them decide whether they would like to support you or not. This way, you are providing them a way to gracefully say no to your request without damaging your relationship.

“Make every bargain clear and plain, that none may afterward complain.”

Getting a business loan from the bank
Banks and financial institutions are skeptical to lend money to start up entrepreneurs. They are in the business of secured finance. Thus, they aren't interested in your promising practice, but their major interest is in repayment of the loan. Therefore your business plan should be very precise and should assure them the repayment in the form of collateral, such as building, vehicle, insurance policy, jewelry, stock, real estate or any other tangible assets. Usually bank loan interest rates are lower than commercial financial institutions. Instead of term loan (payback capital in EMI) opt for overdraft facilities where you need to pay interest on amount used for particular period. There are various finance schemes for professionals and special programs for women architects available. Check with your bankers.

Venture capitalist
Venture capitalists are commonly known as VCs. If you have a researched based high tech or innovative project and you are in need of large funding, VCs can help you. VC firms typically won't invest less than $250,000. I hope one day architects will talk about that kind of money. VCs will be more than happy to finance.

Other Investors
You can also raise fund for your business by finding other investors who are willing to provide capital in exchange for a percentage share in your company.
Do you think a MBA graduate can be a partner with an Architect? Or a person who has extra ordinary P.R and marketing skill can join architect's firm? If person sees potential in your practice to invest his capital and is ready to take his chances; why would you not consider it? Trust your entrepreneur skill and instinct. This arrangement may be beneficial to both you and the investor.
If you decide to go ahead in a joint venture with your investor, make sure your agreements are set out by legal consultants before signing the contract.

Equipment leasing
Your primary need like computers, plotters, air conditioners etc. can be taken on rental basis which will prove excellent way to finance your start up practice. Later, you can buy the same equipments at reasonable costs from the supplier when you have enough capital to invest. This is cash saving preferred option if the offer from your supplier is attractive. I advise architects to negotiate at first on this option and if it works out affordable he should save cash in the beginning even if it costs little more at the end.

You can also think of purchasing these equipments in easy monthly installments if you are expecting sufficient cash flow initially.

You may think of buying them on a loan. But it's not an advisable option in the first year of your business to purchase the equipments by making a full payment to the supplier and increasing the liability of a bank/loan provider.

If you wish to buy consider the used equipments and computers, many a times it proves to be a smart option.

Limited partnership
If you are good at team work but are afraid of financial risk; you can form a limited partnership for your company. This way, you will have financial partner who will fulfill all your requirements against his/her share in the profit. This sets you up free from financial liabilities to be able to focus on your core strength. Here your experience in the field and reputation plays important role.


Joint venture /strategic partnership
Union is strength. JV works well if you wish to grow better and faster. Match your style, personality and common goals with your joint venture partner and have project wise strategic partnership. Your attorney knows better how to match your common interest and safeguard your concern legally.

Government grant program:
If you love research in challenging field like green buildings, mass housing, building technology etc. you can contact research foundations, NGOs, and corporations established world wide for financial assistance.

While managing your finances, it is likely that uncertainties, irregularities and pitfalls will be a part of your daily life which you will have to look upon as a practical management lesson. Thus, if you are planning to begin your own practice, don't be just an architect, be an architectural manager!

Architectural Management

Architect's start-up office

You have made your decision to start your own firm, and now you are firm to begin its operations. Before you start a search for an office, find a good name for your architectural firm which may make you proud every time you speak of it. And then give it a legal structure.

From a simple setup involving a little more than a laptop in a nice corner of your home to a professional setup in a business complex, there are many ways an architect can begin his/her own office. In my view, both – working from home or from a professional office, have their own (+ve) and (-ve) aspects.

* Working from sweet home


Working from home sounds like a delightful idea as there are advantages of flexible working hours, low overheads, security, comfortable environment and easy ways to balance family life. And if your start-up goal is to save some money in your initial period, then it is not a bad idea to make an office space in your home. But the thumb rule says that success of any office depends on three factors:

Location, Location and Location.

Thus, choose to work from home only if its location is appropriate for your company needs and has enough space for your office utility.

Some important Do’s and Don’ts of Working form home:

Do’s


1.Create separate space dedicated to the business only. Make sure that your start up office looks like a well established and responsible work area.
2.House wife, children, cold caller guests etc. should be politely asked not to interfere during office hrs. except emergencies. Separate your personal life and work.
3.Office at home may make you lazy. Occasionally leave your office and keep in touch with your clients, suppliers, officials etc.
4.Set some rule for yourself and office management. Working from home needs lots of self discipline and support from the family.
5.Establish a set up to create healthy and cheerful work environment considering all aspects like, work area, library, staff area, meeting area, toilets, pantry etc.

Don’ts

1.Don’t work in casual dress. Maintain dress code for you and your employees. Client comes to you because you are a professional and not a freelancer.
2.Do not work at any time of the day. Set regular business hours. In case if you have to work after office hours due to work pressure or to suit night shifts as part of your international tie-ups, work out a stress-free time schedule.
3.Don’t compromise with the minimum space requirements. Even if you have less physical space, you as an architect will able to come out with creative solution to all your requirements.
4.Don’t watch TV, sleep, play games etc. during the office hours. Especially, the good weather can tempt you to play and not work. Generally family members do not respect the home office unless you take them into confidence before taking decision.
5.Don’t isolate yourself. Overcome it by arranging regular business lunches, meetings with consultants and suppliers etc. Spare at least a day for maintaining good public relations.

• Working from a professional office space
  

lets you overcome many of the disadvantages of working from home.
During your initial years, I do not advise you to buy any premises for your office needs as you may need good cash flow for establishing and taking care of your operational expenses. Lease the premises you need. Lesser the liabilities in your initial period, more you will be able to focus on your architectural practice.

Some important Do’s and Don’ts of Working form a professional setup


Do’s

1.Business space in good location is expensive. Use all your architectural skills to calculate exact requirement of the space. Also add minimum 15% extra floor area in your calculation for your future growth.
2.Understand the ratio between gross area and carpet (usable) area. Minimum the better as you will be paying rent on gross area. Also calculate recurring expenses ike maintenance, authority taxes, repairs etc.
3.Check building's structural system and its flexibility to accommodate your interior planning need.
4.Also Check, followings:

• Is area safe?
• Does it have enough parking?
• Are the restaurants and other facilities available for you and your employees nearby?
• How is the availability of public transport and convenient access to your clients, contractors and vendors?
• Does it have HVAC, internet, and communications systems?
• How is the condition of the building? Does it need any repair?
• Are there any restrictions on placing the signage?

5.Work out your needs for the lease period. Longer, the better for your business. Negotiate on free rent period (which is first few months to create a set up) and utilities (recurring expenses can be shared by the land lord or borne by him). You can ask for incentives for paint, carpeting or improvement of premises.

Dont’s

1.Don’t be desperate. Do lots of leg work in finding a most suitable office space. Generally start ups are in hurry to put the show as early as possible. But remember your lease commitments may be for 3years or more. Thus, take your time to know what you want for next few years.
2.Don’t try to limit your search. Don’t hesitate to try out all means to find right space. Appoint real estate agent or give a classified ad in local news paper, find an online broker, realtor or take help of your friends’ network etc. Little hard work may get you a good deal.
3.Don’t go for lavish furniture and interiors. You don’t need to spend money to show off. Simple interior design with architectural flavor works well. Don’t forget that as an architect you can manage with low cost and create maximum effect with minimum means.
4.Don’t save on staff salary. Hire at least office assistance and an architectural assistance from day one. Create an image of a professionally managed office. Administration, accounting and kitchen work should not consume your 70% time. 'Don’t be a centre pole of the tent. Try to create a system that also runs without you involved.'
5.Don’t save on marketing and public relations. Be generous and make your presence felt in the region. Don’t be shy. To work in a mega city, you may have to blow your trumpet loud and clear.

Checklist for establishing the start-up office:

· This will consume major portion of your budget. Care fully consider your requirements. It is advisable to consult senior architects and computer consultants. Use internet for guidance. · Try to save paper in this digital technology age. Use more digital documents and less of paper. · While purchasing equipments and computers keep in mind that office is likely to grow in future. Thus, good quality equipments may be beneficial at little extra initial cost. Check the following:
Hard ware
· computers · All in one printer / ink jet printer / laser printer · DVD writer · CD burner · A digital camera · Personal digital assistance	· Wireless Internet access · Phone lines \ Modems · Doc station · DVDs , CDs, Pen drives · Cordless phone with answering machine · Removable media storage
Soft ware
· Internet browser such as- micro soft out look, gmail chorme etc. · Word processors – such as mocro soft word, word perfect etc. · Spreadsheet and database program- such as Microsoft excel, · Virus protection software – such as Norton antivirus, MacAfee etc.	· . Architectural CAD programs - such as AutoCAD, Revit Architecture, ArchiCad etc. · Portable Document Format (PDF) reader software- Adobe Acrobat Reader · Graphic and image editing tool = such as Photoshop, Corel Draw, free hand etc. · Utilities program such as – Symantec Norton utilities,
Office supply
· Printer cartridge & tones · Fax paper and printer paper · Telephone head set · Stationary · Dry eraser board , markers, erasers · Calculators and calendars · Measure tapes · Cork borards / soft boards · Envelops, invoices, mailing labels · Label markers · Note and message pads	· Restroom supplies · Cleaning supllies · Electric fixtures · Tools · Paper shredder · Markers · Pencil pen highlighters · Rulers, drafting scales · Scissors, staples etc. · White or correction tape · Packing tape
Office furniture
· Desks · Desk chairs, desk lamps · Tables	· Book cases · Filing cabinets · Mobile files Storage cabinet

*