BOMI Desin & Oper Ch. 2 Flashcards Preview

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Flashcards in BOMI Desin & Oper Ch. 2 Deck (26)
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Design-Bid-Build Approach

Architectural firm is hired and serves as the owner's agent. Primary responsibility is providing and managing the design and construction documents for the project.


Design-Build Approach

One entity, a design-build contractor, enters into a single contract with an owner to provide architectural and engineering design and construction services. (50% of all commercial projects are developed using the design-build approach.)


Construction Management-at-Risk (CMAR) Approach

Owner contracts separately with a designer and a contractor. Contractor has significant input in the design process, and contractor generally guarantees a maximum construction price. (Construction management administers the process on behalf of the owner, keeping owner's best interests in mind.)


Multiple Prime Contracts Approach

Also known as professional project management. Owner divides a project into two or more parts and then enters into a separate contract for each part.


Cost-plus Contract

Between owner and contractor, design professional, or CM. Under this contract, the contractor (professional or CM) is reimbursed for their direct and indirect costs and is paid a fee for their services. Fee is stated as a stipulated sum or a percentage of the cost.


Guaranteed Maximum Price-Construction Management Contract (GMP-CM)

A contract in which the CM guarantees, in addition to providing administrative construction management services, a ceiling price to the owner for the cost of construction.


Lump Sum Contract

Contract between the owner and contractor wherein the owner agrees to pay the contractor a specified sum of money for completing a project consisting of a variety of specified items of work.


Unit Price Contract

Has a set contract amount for all labor, materials, equipment, and services and contractor's overhead and profit for all work being performed for a specific project. Includes fixed prices for everything.


2 biggest causes of project failures

Poor estimating and scheduling


Preliminary schedule

Schedule used for estimating and is the basis for contractor's proposal and negotiations. (Time and resources are converted into money to budget the project.)


Contract Schedule

Schedule required by or included with contract docs. Inexcusable delays that extend completion date of this schedule can cause the owner to claim damages.


Aggressive schedule

Schedule may save money by cutting overhead.


Optimistic schedule

Has lots of early activity, high workforce level early on, and an early project finish. (Assume smooth sailing.)


Conservative or cautious schedule

Schedule that builds up slowly, keeps workforce low, and uses all the time the contract allows.


Critical Path Method Scheduling (CPM)

Most common, identifies critical tasks and items must be done in sequence before the next critical task can be done. Not done at the same time.


Actual Change

Change owner or his agent has ordered. No disagreements.


Constructive change

Change caused by errors or omissions in design and unexpected or undocumented site conditions.


Disruptive change

Change when the owner disrupts the work, and can take many forms.


Accelerated Scheduling

A project implementation technique used to reduce the total time, from project conception to delivery and acceptance.


1) For the upcoming commercial project construction, management has decided to take the approach that is used in approximately 50% of all commercial projects since it allows for the collaboration between the design team and construction team to develop innovative techniques to build the project. Which approach did they use: a-design-bid-build; b-design-build; c-construction management-at-risk; d-multiple prime contracts

b-design build


2) Martin owns a large building complex, with multifaceted construction needs. To complete construction, there will be several interrelated phases that each has its own construction manger and a project administrator to manage the total project. The project delivery method that most appropriately serves the size and diversity of this project is: a-design-bid-build; b-design-build; c-construction management-at-risk; d-multiple prime contracts

d-multiple prime contracts


3) As the building owner, Elizabeth is leery of a _____ contract. Though it provides incentive for the quickest completion, it would also require her staff to initiate a complete audit and finish the definitive engineering even before the contract can be negotiated. a-GMP-CM; b-lump sum; c-cost plus; d-fixed price

a-GMP-CM (Guaranteed Maximum Price-Construction Management Contract)


4) A building owner may issue a(n) _______ to assess a team's ability to perform and complete the requirements of the project by requesting team experience, process knowledge, and capability to bond the project. a-RFP; b-RFI; c-RFQ; d-EOI

c-RFQ Request for Qualifications


5) In an effort to ensure her project is successful, Mary contracts with a construction estimator who is qualified to complete all of the following except: a-determine site conditions; b-accept proposals from product suppliers; c-determine general project requirements; d-prequalify and solicit bids and proposals

b-accept proposals from product suppliers


6) Following a work disruption caused by the owner, a good and reasonable schedule will help a contractor get compensated for which type of project delay? a-actual change; b-estimated change; c-constructive change; d-disruptive change

d-disruptive change


7) A building commissioning program is of the greatest value to the owner when it provides all of the following except: a-continuous communication of building systems criteria; b-rigorous verification of building system compliance; c-evaluation of facility requirements post-design; d-support throughout all phases of design and construction

c-evaluation of facility requirements post-design