Abstract
The search for value generation has recently increased in the construction industryin the past decades. However,somedifficulties in capturing end-customer requirements, controlling the flow of information, and optimizing project development phases prevent a product development process from receiving greater value aggregation. The present research aims topropose a set ofstandards for the management of these steps.In this way, a case study wasdeveloped in a small architecture office inArapongas -PR, through the mapping of the project process. After a survey of the positive actions andlags of the current managementthe processesof the microenterprise weremodeledthrough an organizational software andthe information obtained was then contrasted by means oftheoretical references. This study enableda final set of guidelines to reduce management errors and sequence of activities to a minimum.
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