Domain 2 - Project conception and Delivery Flashcards
(144 cards)
1
Q
What are other recognized names for the Project Conception stage?
A
- Programming
- Needs assessment
- Planning
- Predesign
2
Q
The stage in the facility life cycle in which the owner’s project requirements are determined, other requirements are developed, and all requirements are compiled into a program.
A
Project Conception
3
Q
Describe the function of a Facility Program.
A
The function of a facility program is the documentation of decisions based on project values and goals, resulting in a framework for future design decisions, as well as determining if the project is feasible.
4
Q
Per Problem Seeking, describe the two phases of Facility Programming.
Problem Seeking by William M. Pena & Steven A Parshall (Wiley 2012)
A
1.) Schematic Programming: Identifies the broad visionary owner goals, user preferences, image, functional requirements, movement, activity adjacencies, and facility demographics. As programming ends, schematic design begins.
2.) Program Development: The organization of the vast amount of detailed information collected in impact studies and site analysis during the initial stages of information collection. As program development ends, design development begins. The critical activity is transforming the owner’s broad visionary goals into a physical form.
5
Q
Per Problem Seeking, name the 4 considerations in Facility Programming.
A
1.) Form (What will the facility look like?)
2.) Function (What will happen in the facility?)
3.) Economy (What is the budget and quality?)
4.) Time (What will the time be to achieve the facility?)
6
Q
Per Problem Seeking, describe the five steps to the Facility Programming process.
A
Step 1: Establish Goals
Step 2: Collect and Analyze Data/Facts
Step 3: Uncover and Test Concepts
Step 4: Determine Needs
Step 5: State the Problem
7
Q
Identify this step: The initial economic feasibility test for the proposed space requirements and the expected performance level against a proposed budget. Prioritizes the essential or real needs
above the wants or “wish list” items.
A
Step 4: Determine Needs
8
Q
Identify this step: Identify information that might have a direct bearing on the defined goals, organizing them into categories, such as aesthetics, economics, regulations, social considerations, environmental concerns, and time.
A
Step 2: Collect and Analyze Data/Facts
9
Q
Identify this step: A simple statement that includes the organized and edited relevant information based on categories dealing with
function, aesthetics/form, economics, regulations, social
considerations, environmental concerns, and time. The
key issue statements listed under each category should be
limited to those dealing with unique—not universal—aspects
of the problem.
A
Step 5: State the Problem
10
Q
Identify this step: Understand the owner’s goals and values, in addition to the basic project needs. Goal statements included in the
facility program must be useful and relevant for the architect/
engineer. The goals need to be quantifiable and measurable.
A
Step 1: Establish Goals
11
Q
Identify this step: Identify abstract ideas that are intended as functional solutions to an owner’s performance problems without regard to the physical response.
A
Step 3: Uncover and Test Concepts
12
Q
Identify participants that may be involved in the Owner’s planning process?
A
1.) Insurance, financial, real estate, and legal advisors: assess financial resources; risk management, and selection of potential sites.
2.) Programming consultants
3.) Authorities Having Jurisdiction: zoning, codes, regulations, fire marshals, building inspectors, etc.
4.) Test and investigation agencies
5.) Estimators, and budget consultants
6.) Construction managers/advisors
7.) Architects/engineers
8.) Facility manager
13
Q
Describe the two types of projects that affect delivery method, and method of funding?
A
Public projects: Projects where the owner is a governing agency at the federal, state, county, or city level. The funding for public projects is from tax revenue or bonds taken out by the governing agency.
Private projects: Projects where the owner is an individual, a company, a corporation, or a board of directors. The funding for private projects is from private sources not associated with governing agencies. However, there are occasions when governmental incentives are used to stimulate or encourage private sector development.
14
Q
Before the creative design can begin on the project, the owner must determine the design objectives. List the 9 common design objectives.
A
1.) Historic Preservation
2.) Aesthetics
3.) Cost-effectiveness
4.) Functional/Operational
5.) Productive
6.) Safe/Secure
7.) Sustainable
8.) Resilience
9.) Accessible
15
Q
Design objective: Preserving historic buildings to understand the heritage of our nation, state, city, and culture. It is also a principle of sustainable design.
A
Historic Preservation
16
Q
Design objective: The desired design imagery and the statement the owner wants to make with the project.
A
Aesthetics
17
Q
Design Objective: Defined by the owner’s goal (i.e., low cost, low O&M, long life span, productive users, high ROI) and supported by a life cycle study.
A
Cost-effectiveness
18
Q
Design Objective: Building must operate in an efficient and effective manner with an ability to adapt to functional or organizational changes of the building occupants.
A
Functional/Operational
19
Q
Design Objective: How the occupants react emotionally to the facility and how effectively the occupant performs in their work or living environment.
A
Productive
20
Q
Design Objective: Understanding the risks, threats, and hazards to which a facility will be subject and the anticipated consequences of each.
A
Safe/Secure
21
Q
Design Objective: Deciding if the project is to be sustainable, and if so, if it is to achieve a particular sustainability rating.
A
Sustainable
22
Q
Design Objective: How a facility can absorb and rapidly recover from a disruptive event (natural or man-made).
A
Resilience
23
Q
Design Objective: Accessibility is a civil rights issue, and it is crucial that facilities are accessible to everyone.
A
Accessible
24
Q
Define the Service Life of a structure?
A
A period of time in which the structure will remain useable for an intended purpose.
25
Published by the buildingSMART® alliance, a council of the National Institute of Building Sciences (NIBS), has established three planning procedures for facility owners to undertake when considering the use of Building Information Modeling (BIM) on a project.
National BIM Standard - United States® (NBIMS-US™)
26
What are the three planning procedures when considering Building
Information Modeling (BIM)?
1.) Strategic Planning
2.) Implementation Planning
3.) Procurement Planning
27
This procedure involves considering existing conditions at
the organizational level, aligning BIM goals and objectives
with expected uses, and developing a transition plan that will
lead to achieving those goals and objectives.
Strategic Planning
28
Based on the strategic plan, this planning process
establishes the detailed guidelines and protocols for
implementing the strategic plan.
Implementation Planning
29
Before starting a new project, the facility owner should
establish the contract requirements for BIM usage by the
project team. This will ensure the successful use of BIM
throughout the building’s life cycle.
Procurement Planning
30
Describe the factors that affect the performance of built elements.
1.) Amenity/Comfort
2.) Health/Safety
3.) Operational/Maintenance
4.) Durability
5.) Structure
31
What are the four distinct approaches to the treatment of historic properties developed by the Secretary of the Interior in the Standards for the Treatment of Historic Properties?
1.) Preservation
2.) Rehabilitation
3.) Restoration
4.) Reconstruction
32
What are some practical and intangible benefits of historic preservation as outline in the Whole Building Design Guide website?
1.) Retention of history and authenticity
2.) Increase Commercial Value
3.) Retention of Building materials
4.) Existing usable space
5.) Rehabilitation often cost less than new construction.
Reuse of infrastructure.
6.) Energy Savings.
33
Describe why due diligence investigations are necessary for a project.
Due diligence investigations identify the conditions and influences that will shape the project concept and clarify the owner’s values and goals. These include:
* Feasibility studies to evaluate the owner’s available and prospective financial resources
* Impact studies to determine the effect of the facility on the surrounding community
* Physical facilities evaluations, identifying the potential for reuse, adaptation, saleability, or leaseability.
* Site studies to determine the availability, viability, and cost of suitable sites
* Studies to determine other factors that might influence the owner’s decision to relocate or stay in an existing facility
34
Describe the nine types of Existing Facility evaluations.
1.) Hygrothermo Analysis
2.) Energy Consumption Evaluation
3.) Environmental and Indoor air quality Evaluation
4.) Community Impact Studies
5.) Accessibility evaluations
6.) Noise Pollution
7.) Functional Evaluation
8.) Structural Evaluations
9.) Facility Systems Evaluation
35
Water and air infiltration through the building enclosure that can affect the structural and thermal integrity of components, including corrosion and movement.
Hygrothermo Analysis
36
Evaluation of a building’s efficiency in regard to energy usage by HVAC, electrical, and plumbing systems
Energy Consumption Evaluation
37
Presence of hazardous materials, such as lead piping or lead-based paints asbestos, mold, formaldehyde, or refrigerants in abandoned equipment.
Environmental and Indoor air quality Evaluation
38
Traffic studies to evaluate influence on local traffic patterns, and studies of light and shadow that affect adjacent properties such as public parks.
Community Impact Studies
39
Evaluation for conformance with accessibility requirements.
Accessibility evaluations
40
Noise introduced into the neighborhood during construction and during facility operations.
Noise Pollution
41
Ability to meet basic functional requirements; ability to be renovated and expanded.
Functional Evaluation
42
The structural integrity of gravity and lateral/seismic components, including the condition of foundations, floors, and superstructure.
Structural Evaluations
43
Condition of major operating systems and subsystems, including controls, environmental equipment, fire suppression, electrical system, security, and fire alarms; condition of service utilities such as water, sewerage, electrical, and communications
Facility Systems Evaluation
44
Water and air infiltration through the building enclosure that can affect the structural and thermal integrity of components, including corrosion and movement.
Hydrothermal Analysis
45
Identify the types of studies and investigations that may be
required for a project.
1.) Existing Facility Evaluations: A detailed survey and report of existing conditions of an existing building so that, when it is time for design, there is information available.
2. Hazardous Materials Evaluation: Conducted by specialists to determine the extent of hazardous conditions on the site.
3. ) Geotechnical Investigations: Conducted by geotechnical engineers who take representative samples of soil from the site and prepare reports of site conditions based on laboratory analysis.
4.) Environmental Studies: Quantifies and describes the effect the project will have on the environment.
5.) Archeological Studies: Archeological surveys or literature reviews before construction can start.
6.) Community Impact Studies: A study to determine the effect of a project on public facilities and utilities, which may need to be modified to accommodate the impact of the project.
46
List the five (5) items that are addressed by Community Impact Studies.
(The feasibility of the project is also directly related to the impact it will have on the surrounding community.)
1.) Operations
2.) Relocation
3.) Environmental Impact
4.) Public Facilities and Utilities Impact
5.) Economic Impact
47
List the five (5) items that are evaluated by financial studies.
(If the owners vision is not financially viable, the project will probably not be feasible!)
1.) Owner's Financial condition
2.) Life Cycle cost
3.) Value of Existing Facilities
4.) Available Funding
5.) Timing (state of economy)
48
Differentiate between public and private project funding sources.
Public projects are typically funded by tax revenues and/or the sale of bonds.
Private projects are typically funded by using money already on-hand or loans.
49
Describe what costs are included in a Project Budget.
The project budget is for all the programming, design, procurement, construction, and occupancy costs—all costs associated with the project.
50
Hard Cost include tangible components of the completed project. What are Hard Cost?
1.) Cost of extending utilities to the project site.
2.) Demolition cost.
3.) Construction costs, including materials, labor, tools, and equipment, bonds, contractor-obtained insurance, contractor's contingency, and contractor's profit and overhead.
4.) Cost of permanent fixtures and equipment.
51
Soft costs include the non-tangible components and other cost related to the project. What are Soft costs?
1.) Due diligence investigation costs, geotechnical reports, and site surveys.
2.) Professional service fees (arch, engineer, consultants)
3. Jurisdictional fees (reviews, permits, variances)
4.) Loan Financing costs
5.) Legal fees
6.) Site acquisition fees
7.) Relocation costs fees
8.) Temporary facilities costs
9.) Site remediation, rehabilitation costs
10.Hazardous materials abatement costs
11.) Owner's contingency
12.) Utility connection fees
13.) FF&E
14.) Owner's insurance
52
Describe how timing of decisions affects project cost.
Pg 64, figure 2.1
The ability to influence the cost of the project is high at the beginning, then it diminishes with time. As the project develops through each phase, more players become involved and major changes are not as possible without increases in the project budget.
53
Describe the three funding methods of determining the construction budget.
1.) Authorized funds. Funds that have been authorized by a public agency or by a legislative act for a public project.
2.) Available funds. Simply the amount the owner wants to spend on the construction of a private project.
3.) Estimated funds—cost per measured units. The total number of measured units in a private project is multiplied by a predetermined cost per measured unit, for example, dollars per square foot for an office building, dollars per guest room for a hotel, or dollars per patient room for a hospital. Estimating guides (available from various industry sources) provide the average unit costs for various project types
54
Describe how Bonds and Insurance impact the project budget.
The use of bonds and insurance on a project provides protection for the owner, but this protection does come at a cost to the project. If an owner decides not to pay for bonds and insurance, then the owner assumes financial risk should a contractor not perform, does not pay subcontractors and suppliers, has an injury or death directly related to the project, business interruption, or damage to the project due to fire, windstorm, collapse, or theft
55
Describe the purpose of Contingencies.
Contingencies account for the unquantifiable effects of unknowns, such as funding sources, weather, labor and material shortages during construction, governmental and regulatory restrictions, and construction delays related to known and unknown geological conditions and the possible presence of hazardous materials.
56
Bonds
Protect the owner from a contractor's poor performance.
57
Principal
The party who has the primary obligation to perform the undertaking that is being bonded. Usually the contractor.
58
Surety
The bonding company that guarantees the principals performance.
The surety agrees to be bounded to the obligations of the principal should he fail to perform them.
59
Obligee
The person for whose benefit the bond is written. Usually the owner.
60
Surety Bond
A three party agreement under which one party promises to answer for the debt or default of another. (Surety, Principal, and Obligee)
61
Indemnity Agreement
An agreement between the principal and the surety whereby the principal guarantees the surety that the surety will incur no less as a result of providing the bond.
62
Penal Amount/Penal Sum
Bonds written with a limit on the amount of the guarantee. Usually 100 percent of the contract amount.
63
Claimant
a party who files a claim against the bond
64
Lien
Legal right of a party (subcontractor) to claim a security on interest in the project or have it sold for payment of a claim.
65
List the 3 basic type of Surety bonds used in construction projects.
(not an insurance policy)
1.) Bid Bond
2.) Performance Bond
3.) Payment Bond
66
Bid Bond
1.) to protect the owner from losing the benefit of an acceptable bid.
2.) commits the bidder to the agreement with the owner
3.) penal amount in $$ or % of the total amount of the bid bond.
67
Performance Bond
provides the most important protection for the owner by guaranteeing that if the contractor defaults, the surety will either complete the contract in accordance with its terms of provide sufficient funds up to the penal amount of the bond, to fund such completion.
68
Payment Bond (labor and materials)
Guarantees subcontractors, sub-subs, material suppliers, and other providing labor, materials and equipment to the project will be paid.
Provides protection to the owner from mechanics liens.
Protects the project from delays.
69
Subrogation
allows the insurer to assume the insured party's rights against others in exchange for payment of the loss damage.
70
List the types of insurance required for Construction Projects
1.) Liability Insurance (Contractor required to have, coverage for project site only )
2.) Worker's compensation (C/O/A, and all employers involved are required to have)
3.) General liability (comprehensive and commercial general)
4.) Automobile insurance (Everyone involved in the project)
5.) Owner's protective liability insurance (owner required)
6.) Property Insurance (Builder's Risk - All peril /Named peril) (owner)
7.) Boiler and machinery insurance (owner)
8.) Contractor's tools and equipment insurance (Contractor)
9.) Business interruption insurance (owner)
10.) Umbrella Insurance (supplemental coverage of general liability and auto insurance) (any party wanting coverage)
11.) Controlled insurance programs (OCIP / CCIP) (owner or contractor)
71
Builder's Risk (all-risk)
Protect property under construction for damages caused by all listed perils: fire, windstorm, collapse, vandalism, and theft.
72
Owner or contractor Controlled Insurance (OCIP/CCCP)
Provides coverage for virtually all liability and loss associated with construction projects.
73
General Liability
provides business protection against claims involving bodily injury and property damages as a result of business services or operations.
XCU exclusion: explosion, collapse, and underground damage
74
Account for the unquantifiable effects of unknowns. Critical for the project budgeting.
Contingency
75
Describe the importance of a realistic project schedule.
A project schedule clearly identifies the owner’s project delivery requirements and provides a tool for managing each stage. It serves as a road map, plotting out a logical succession of steps, from which a series of smaller, more specific tasks emanates.
76
A broad schedule developed during the project conception
stage and addresses items such as programming, site
studies and acquisition, design, and other activities.
Project Schedule
77
The schedule developed by the contractor for the
construction project.
Construction Schedule
78
Important dates or accomplishments in the project schedule.
Milestones
79
‣ Project conception programming activities
‣ Site acquisition
‣ Project team selection processes, including requests for qualifications, interviews, and negotiation of agreements
‣ Design and construction documents, and deliverables
required at the completion of each phase
‣ Approval processes, such as plan review and permit, zoning
approval, and approvals of other regulatory agencies
‣ Procurement activities and construction contract award
‣ Construction phase activities, including lead times for major activities components, systems, and subsystems
‣ Project commissioning activities
‣ Contract completion and occupancy activities
Milestone tasks
80
Discovery of new project information, including unexpected results of site investigations
‣ Changes in laws, regulations, and codes that affect design or construction
‣ Length of approval processes
‣ Social factors, such as labor strikes or political events
‣ The effects of weather conditions
‣ Economic factors, such as the state of the economy, the prevailing lending rates, and availability of key products and components
Factors for Contingencies
81
Describe the two approaches to project scheduling
Critical Path Method: Determines activities that are dependent upon each other and the longest path for completion of those activities. In this approach, the schedule is dictated by the activities that are on the critical path to the completion date of the project.
Methods Techniques: Establishes the required date of occupancy or use for the project, then identifies all preceding milestone dates by working backward from that date. This approach is used when the completion date/ time critical/revenue generating is the most important scheduling criterion.
82
Describe the purpose of zoning regulations
Zoning regulations define the permitted and conditional uses of land by regulating the type and size of a facility, its use, its function, and the density of improvements.
83
Describe the types of zoning regulations that affect a project site
* Building types on the site
* Size of the building
* Site coverage
* Landscaping and building aesthetics
* Parking
84
Identify key attributes to a successful site location
Location is a universal attribute of successful projects of all types. Key attributes related to the success of a facility location include:
* Natural features
* Public utilities and services
* Economic resources
* Access to transportation infrastructure
* Human resources
* Proximity to schools and universities, churches, libraries, museums, etc.
*Marketability
85
Identify due diligence studies that affect site selection
the owner may conduct a series of due diligence investigations to determine its viability. Due diligence investigations affecting site selection may include, but are not limited to, the following:
* Hazardous materials evaluation
* Geotechnical investigations
* Environmental studies
* Archeological studies
* Community impact studies
86
What are the common elements of a site survey?
Property lines with length and bearing
Topographical contours
Location, size, elevation, depth, and other applicable characteristics of utilities
Location of trees
Description and locations of natural features
Recorded and known easements and rights-of-way
Locations of existing structures, paving, and other improvements above and below grade
87
Describe how utilities, easements, and surrounding conditions influence site selection.
Utilities: If one or more utilities are not available to a site, they
will need to be brought to the site from the nearest location and the owner may have to pay the cost of extending the utilities.
Easement: The property containing the easement is owned by the
owner; however, there is a restriction that buildings and permanent structures cannot be built on that portion of the property, except for pavements in most cases.
Surrounding conditions: Local economic and social conditions could have an immediate or long-term effect on the owner’s operations.
88
Explain the two-step process of site acquisition
1. The buyer submits an offer. The conditions of the offer are based on receiving information from an evaluation of the site or facility that satisfies the buyer’s requirements.
2. Contingent upon the receipt of an evaluation that favors the buyer’s requirements, the purchase may be completed.
89
“a quality-oriented process for achieving, verifying, and
documenting that the performance of facilities, systems, and assemblies meets defined objectives and criteria.”
Commissioning ( 3 types)
90
This type documents the owner’s project requirements
and verifies that the criteria are achieved and that the
total facility is placed into proper operation. It includes
the systems, and equipment commissioning, and building
envelope commissioning.
Total Project commissioning
91
This type includes detailed operational testing, adjusting,
and training of operating personnel for specific systems
or equipment (usually mechanical and electrical, but
can include fire suppression, security controls, and
communications) to ensure their readiness for use in the
facility according to the owner’s project requirements.
Systems and Equipment Commissioning
92
This type includes oversight of the design and
construction of the exterior envelope, facades,
fenestrations, waterproofing, sealants, and roofs.
The goal is to help owners, architects/engineers, and
contractors assure the quality and performance of
assemblies at the interface of the exterior environment
and the interior of the building.
Building Envelope Commissioning
93
Identify the three principles of the commissioning process
The Whole Building Design Guide proposes that commissioning information, guidance, and resources are organized around three broad principles:
1.) Determining project performance requirements – Each facility has a unique set of performance requirements, features, and design objectives that need to be determined during the early days of the project delivery process. It is important to define business risks,
occupant threats and risks, hazards, consequences, and impact that a system failure may have on the overall performance of the facility. Each system, assembly, and building feature should be examined to determine its criticality to the facility.
2.) Planning the commissioning process – The commissioning plan, which has been evolving since the process began, details the process of how the project performance requirements
will be verified. The commissioning plan is integrated into the project construction documentation and includes the system, material and assembly tests and procedures,
assembly specific checklists, and testing and documentation responsibilities.
3.) Document compliance and acceptance – The purpose of commissioning documentation is to be the historical record of the “what, why and how” of key decisions made throughout the planning, design, and construction process. The commissioning compliance and acceptance activity verifies that the design and construction comply with the owner’s project requirements, programming, and construction documentation. After the facility is occupied, the commissioning documentation becomes the benchmark to ensure the facility can be maintained
94
Describe the factors of quality that influence project delivery
Cost (budget), extent (scope), and time (schedule) factors affect the quality of a project, and influence which project delivery method is used.
95
a delivery method starts when an owner retains an architect/engineer to provide professional design services to design a new facility. The architect/engineer goes through the schematic design phase and the design development phase to create a project design. Then the architect/engineer prepares construction documents that are first procurement documents for the pricing process and then contract documents for the construction process. The owner will then contract with a contractor who will build the project.
Design - Bid - Build
96
Why use DBB?
It is the method most familiar to owners, so it is the most used delivery method.
97
Identify the stakeholders and participants of DBB.
* Owner
* Architect/engineer
* Contractor
* Subcontractors
* Suppliers
* Product representatives
98
Explain the reasons to decide to use D-B-B generally and for
the three procurement options.
D-B-B has three options regarding the path that projects can take through the procurement phase:
1.) Competitive bid option. The competitive bid option is when multiple bidders are competing to be awarded a contract for construction.
*Decision to use competitive bid option:
Public agencies are required by law (statutes at federal, state, or local levels of government) to be effective stewards of taxpayers’ money and to obtain the best possible price for the project by utilizing the competitive bidding process. This process requires the cost of the project to be known before contracts are executed. This option has been the primary process of fulfilling these requirements and obligations on behalf of the taxpayers. Another
reason for using this method is to obtain the contractor’s bid for an early completion time.
2.) Competitive proposal option. The competitive proposal option is when multiple proposers are competing to be awarded a contract for construction. The difference between this option and the competitive bid option is that under this option, the proposer submits the proposal along with information about the prospective contractor including experience, resumes, financial capabilities, and standing in the community.
**Decision to use competitive proposal option:
There are times when an owner who wants to competitively price a project also wants information about the contractor to assist with the decision for awarding the contract. This allows the owner to select a proposal that the owner believes is in the best interest
of the project.
3.) Negotiation option. The negotiation option is when the owner negotiates the contract for construction with a contractor selected by the owner. Owners that tend to have one or more projects under construction at a given time, such as those in a large hospital, frequently prefer to work with either one contractor or a small number of contractors. Since these types of owners have established relationships with experienced contractors, owners do not need to spend the time and effort going through a bidding or proposal process.
***Decision to use negotiation option:
Negotiated contracts are intended to facilitate the construction of projects in the shortest possible time at the lowest cost while maintaining the quality indicated in the contract documents. Owners familiar with the construction process who desire to be active in the selection of materials and systems may want to consider negotiated contracts since they have the ability to negotiate with contractors to find alternatives that could result in cost savings. The owner may seek a contractor that is able to begin the project immediately and complete the project in the shortest time. In this situation, the extent and time take precedence over cost.
99
the process of applying professional management expertise to a project for the purposes of assisting the owner with managing the project extent, cost, and time as it moves through the project conception, design, construction documents, procurement, and construction stages. CMAR works best if the construction management services are retained early in the
project delivery process.
Construction Manager at Risk (CMAR)
100
Identify the stakeholders and participants
* Owner
* Architect/engineer
* Construction manager at risk
* Subcontractors
* Suppliers
* Product representatives
101
Why use CMAR?
When owners have critical needs to achieve project completion on time or must achieve very ambitious project schedules, the CMAR project delivery method may be used beneficially. Management of construction time is another reason for choosing the CMAR project
delivery method.
102
What are some services provided by a CMAR
CMAR Services:
1.) Preconstruction Services:
*Assisting with project conception
*Lending insight and advice based on previous projects
*Attending and participating in project meetings
*Assisting the architect/engineer with the selection of materials, products, and equipment
*Assisting the architect/engineer with scheduling the design and construction process
*Budgeting and cost determinations at various points in the process
*Conducting a value analysis of building systems
*Performing constructability reviews
*Making scheduling recommendations, including establishing milestone dates
*Helping with permitting and governmental approvals
*Establishing time requirements for procurement, installation, and completion
*Determining methods to minimize the adverse effects of labor or material shortages
*Assisting with bid package preparation
*Administering, coordinating, and receiving bids and proposals, as well as awarding contracts
*Providing financial oversight over the construction budget
2.) Design-Assist Services:
*Helps expedite the design and then the construction documents
* Provides constructability reviews
*Assists with the cost determinations
*Provides pricing alternatives to achieve the highest value and best fit for the owner
*Provides for better design accuracy; may eliminate the need to over-design for worst-case scenarios; may prevent costly and time-consuming redesigns
3.) Procurement Services:
*Subcontractors and suppliers are selected by the CMAR in consultation with the owner using the competitive bid method or the qualification-based method
4.) Construction Services:
*The CMAR essentially becomes the general contractor for the project providing construction management services to the owner and bearing all the risks associated with being a general contractor
103
The distinguishing characteristic of is that the owner only has a single agreement with entity to provide design (depending on the option), construction documents, and construction services. The owner does not have separate agreements with an architect/engineer and a contractor as in other project delivery methods.
Design - Build
104
Describe the organizational variations of D-B
Organizational Variations of D-B:
* Pure design-build. An owner contracts with a design-builder that is a single, integrated firm capable of providing both design and construction services from in-house staff.
* Designer-based D-B. An owner contracts with an architect/engineer who then subcontracts with a contractor for construction services.
* Constructor-based D-B. An owner contracts with a contractor who then subcontracts with an architect/engineer for architectural and engineering services.
* Developer-based D-B. An owner contracts with a developer who then subcontracts with an architect/engineer for design and a contractor for construction services.
* Joint venture D-B. An architect/engineer and a contractor form a one-time joint venture and contracts with an owner to provide D-B services.
* Single-purpose entity (SPE) D-B. An architect/engineer and a contractor form a corporation or limited liability company (LLC) for the sole purpose of delivering the project and contracts with an owner to provide D-B services.
105
Why use Design Builder?
When owners have a single point of accountability that a single contract offers. Should be used for projects with reasonably predictable project requirements that the owner can describe clearly and completely.
106
What are the options for implementing the D-B delivery method. Each option could have an impact on cost, time, and design flexibility.
1.) Design Builder
2.) Owner architect and Bridging Documents (design and arch of record)
3.) Competitive Proposal
107
Used when the owner wishes to have greater control over
the design of the project. The owner engages a design
architect/engineer not associated with the design-builder.
The design architect/engineer is not the “architect/
engineer of record” and cannot be retained by the design-builder. The owner’s design architect/engineer creates the project design and prepares design documents that are known as bridging documents. The design-builder then prices the design represented by the bridging documents to establish the cost of the project. The design-builder and owner execute an agreement for the completion of the design, the preparation of the construction documents and proceeds with the construction of the project.
Owner architect and Bridging Documents
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A modified selection process may be used that combines negotiations and competitive bidding. The owner first prepares the owner’s project requirements and then requests proposals in two phases:
* Phase I: A proposed project design and cost are submitted to the owner by each prospective designbuilder. The proposals are evaluated and either one design is selected, or several designs are selected if the process is competitive.
* Phase II: Prospective design-builders submit more developed versions of the design and cost selected in Phase I. The proposals are evaluated, and the owner makes a final selection and then negotiates the contract.
Competitive Proposal
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The owner is involved in construction contracting for every portion of the project. The owner does not retain another entity to provide construction services. The construction contracts are executed
directly between owners and companies that are traditionally subcontractors and suppliers but become multiple-prime contractors under this delivery method.
Owner -Build (OB)
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Why use Owner-Build
Used by owners who are large corporate entities and contractor-developers who do large-scale development or housing projects. They may also be owners with many built facilities and an
ongoing capital construction program. This usually means that owners are engaged in constructing projects that are similar in nature.
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a project delivery approach that integrates people, systems, business structures, and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction.
Integrated Project Delivery Method
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Explain the evolution of IPD
The evolution of IPD is based on the increase in complexity of facilities. D-B-B responded to more sophisticated facilities by providing detailed graphic and written documentation and
the formalization of agreements and conditions. This led to negotiated contracts which gave owners more control over cost and the construction process. When contractual relationships,
process management, and project schedules became complex, the importance for professional management expertise became important and the CMAR delivery method was created as a
result. As design and construction overlapped and technology improved, the basic collaborative nature of CMAR led to the creation of a more complex collaborative structure provided by IPD.
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Why use IPD?
When the owner demands more value from the process and the design and construction of the project.
* When the owner wants to avoid problems experienced with previous projects.
* For large and very large projects that are complex.
* When the owner wants to actively participate in the process of designing and constructing the project.
* The method allows key participants to see all the bids from other subcontractors and suppliers and to participate in the selection decisions.
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Construction Manager at Risk (CMAR) Benefits
‣ Works well for multiple contracts and complex projects.
‣ Provides services usually beyond those of the A/E’s basic services
or the Owners expertise.
‣ CMAR has advanced knowledge.
‣ Helps reduce change orders by aiding communication.
‣ Provides assistance to the A/E during design activities.
‣ Schedules can be completed with greater accuracy.
‣ Provides cost management that reduces costly redesign.
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Construction Manager at Risk (CMAR) Limitations
‣ Not typically suitable for small, one contract projects.
‣ Not suitable for projects with few time constraints.
‣ Owner often pays more in professional fees.
‣ Additional level of authority can reduce efficiency.
‣ Potential exists for conflict of interest.
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Design-Build(D-B) Benefits
‣ Single entity is responsible for design and construction.
‣ More control over timing and costs.
‣ Fast-track scheduling is an option.
‣ Close coordination between Contractor and A/E.
‣ Design-builders usually specialize in specific project types
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Design-Build(D-B) Limitations
‣ Preparation of owner’s project requirements may be difficult for Owner due to lack of expertise in construction.
‣ D-B A/E does not provide the same level of professional services that an A/E provides under other delivery methods.
‣ Documents may be less extensive and material selections are left to the design-builder.
‣ Owner required to administer Contract and dispute resolution may require more of the owner’s time.
‣ There may be an increased risk for design-builder.
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Owner-Build (O-B) Benefits
‣ Cost savings for Owner by doing work themselves.
‣ Total control over project.
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Owner-Build (O-B) Limitations
‣ Significantly more risk assumed by the Owner.
‣ No recourse for errors, discrepancies, and omissions in the construction documents.
‣ Owners do not typically have employees to perform construction labor; each hired contractor responsible for completing
the work as well as administrative and procedural requirements.
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Integrated Project Delivery (IPD) Benefits
‣ It is a method of managing large and very large projects efficiently and effectively.
‣ Mutual respect and trust among participants, and a commitment
to work as a team for the benefit of the project.
‣ Open, direct, and honest communications among team
members in a no-blame culture and the resolution of problems rather than the determination of liability.
‣ Mutual benefit and reward, and because of early involvement,
compensation based on the value added and what is best for the project.
‣ The free exchange of ideas, decisions, and innovation, which are judged on their merits by the team.
‣ The influx of knowledge and expertise in the early formative stages of projects to capitalize on informed decisions.
‣ Project goals are developed early and agreed upon by the team.
‣ Recognition that intensified planning and design results in efficiency and savings during execution.
‣ Early involvement of trade contractors and suppliers.
‣ Possible co-location of project team members.
‣ Team success is tied to project success.
‣ Multi-party agreements eliminate adversarial relationships.
‣ Project decisions are made by consensus—they must be in the
interest of the project.
‣ Reduction of construction waste.
‣ Pooled contingencies to take care of unknown and unforeseeable problems.
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Integrated Project Delivery (IPD) Limitations
‣ It is unfamiliar to most owners because it is a relatively new approach to designing and constructing projects that has not seen
widespread use.
‣ Not a useable project delivery method for small projects.
‣ The liability insurance industry is still in the process of responding to the unique risks associated with this delivery method.
‣ As a result of the contractor’s participation in the design process, there is a question as to whether the contractor is covered by the
Spearin Doctrine.
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What are three different management options that can be used on projects that are not project delivery methods. Whether they are public or private, owners sometimes favor a management
option instead of using a project delivery method. They may also favor a management option in addition to the project delivery method.
1.) CM-Agent
2.) CM- Advisor
3.) Program Manager
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The construction manager acts as the owner’s agent in a
relationship that is established by agreement and occurs
when one party, (in this case the owner) delegates the
authority to act in the best interests of the owner to another
party.
CM-Agent
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The construction manager acts as the owner’s advisor
about project activities. Does not have the authority to act or make binding decisions on behalf of the owner.
CM- Advisor
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Program Manager
They have an agreement with the owner and their level of
responsibility depends on the owner’s discretion. The owner
may empower the program manager to act as an agent of
the owner, thus allowing the program manager to make
and render decisions that are binding on the owner. The
owner may also require the program manager to function
as a representative of the owner without the decisionmaking power. They tend to function as an extension of the
owner’s staff.
An owner may use a program manager in one of two ways:
* In an administrative role as part of the owner’s project
staff without giving authority to the program manager to
bind the owner.
* In a leadership role independent of the owner’s project
staff where the authority is given to the program
manager to bind the owner.
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Identify the most common way to solicit information for architect/
engineer services. Identify the Four methods.
A request for proposal (RFP) is the most common way of soliciting information to select an architect/engineer.
Four Methods for selecting an architect/engineer include the following:
1.) Direct selection/negotiation:
The owner sends an RFP to a single architect/engineer and negotiates the agreement with that one architect/engineer. This process saves money and time for both the owner and
architect/engineer.
2.) Qualifications-based:
The owner decides based on the contents of the architect’s/engineer’s proposal with special attention given to the qualifications of the firm and the key individuals. Because the
proposed fee is a secondary consideration, the selection may not be the lowest fee.
3.) Fee-based:
The owner decides based on the proposed fee, and the qualifications are secondary considerations. This is not to say that the qualifications are not important, but rather that the
proposed fee is the most important consideration.
4.) Design competitions
The intent for a design competition is for the owner to select an aesthetic and technical design from among a group of potential design solutions.
5.) There are two types of design competitions:
* Open Competition: Proposals from any architect/engineer are submitted for consideration.
*Closed Competition: Only a preselected group of architects/engineers may submit a design proposal.
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Describe the six methods generally used to determine architect/
engineer fees
1.) Hourly: Based on a fixed amount for each hour of work expended on the project.
2.) Percentage of Construction Cost: Based on a fixed percentage that is multiplied by the budgeted, estimated, awarded,
or final total construction cost. (most Common)
3.) Hybrid: An arrangement that is a combination of two or more compensation methods.
4.) Hourly w/GMP: Based on a fixed amount for each hour expended on the project, except there is price given
for a maximum number of hours anticipated by the architect/engineer to be expended.
5.) Unit Costs: Based on a fixed amount for a unit of measure, such as square feet.
6.) Fixed Fee: Based on a single, fixed stipulated amount for a predetermined and detailed scope of services.
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Identify the two methods used to begin procurement of construction services. The process of selecting a contractor, a construction manager, or a design-builder is part of the
procurement stage of the facility life cycle.
1.) Procurement documents are issued
2.) A request for proposal is issued.
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What two options are there for construction services?
1.) Public Projects
2.) Private Projects
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Typically, public agencies are obligated to
accept the bid or proposal that represents the
lowest responsible and responsive bid. A public
agency cannot negotiate with a contractor, a
construction manager, or a design-builder
Public Project
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The contractor selection is at the sole discretion
of the owner. The private owner can negotiate
with one or several of the bidders after the
procurement process has run its course and the
results of the bids or proposals are known
Private Project
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Partnering
This is a concept of teamwork or team building. This concept attempts to make all team participants partners in the process of executing the work and completing the facility. A weakness of this technique develops when participants do not follow the priorities,
and goals established in the partnering session. Partnering is an expressed commitment to proactive cooperation during the execution of the project, amounting to enlightened self-interest common among project participants
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Collaboration
This is another term reflecting the need to work together cooperatively. Collaboration may be as simple as people working together as a team.
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Single-Purpose Entity (SPE)
A limited liability company or corporation created for a single
purpose. SPEs can be used for design-build and integrated project delivery methods and the owners of the SPE will vary depending on the project needs and the delivery method used.
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Describe the two types of Single-Purpose Entities (SPEs)
1.) Design-build SPE. Similar to the design-build joint venture, this SPE will typically consist of a contractor and an architect/engineer as its owners or managers.
2.) Integrated project delivery SPE. This SPE typically involves a tri-party agreement that includes the owner, contractor, and architect/engineer. Other parties, such as consultants
and subcontractors, could also be members of the SPE.
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Teaming
Teaming allows one contractor to complement another contractor’s unique capabilities, offering the best combination of cost control, construction management performance and delivery for
a construction project. There are two types of teaming arrangements that are often utilized.
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What is a Joint Venture?
Two or more companies form a partnership to act as a prime contractor. each company is jointly and severally liable for the debts of the joint venture. Each participant shares control, profit, and risk.
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what is STRATEGIC ALLIANCE?
A contractor forms an alliance with one of more other companies to have them serve as subcontractors. Independently owned, operated, and controlled, participants are not partners
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A common form of construction contracting involves a single contract. The selected contractor and the owner enter into an
agreement formalizing their relationship and their obligations. The contractor then constructs the project in accordance with the contract documents. Typically, the contractor will have a
portion or perhaps most of the work performed
by subcontractors.
Single Prime Contract
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In a multiple-prime construction project, the work is divided among several contractors, and each enters into a separate prime contract
with the owner. For example, a building project might be divided into six scopes of work for site construction, general construction, masonry work, mechanical work, plumbing work, and electrical work, and the owner enters into a prime contract with each contractor for each scope of work. These multiple-prime contracts
are applicable to both architectural and engineering type projects.
Multiple Prime Contract
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Describe the general duties and responsibilities of the architect/
engineer.
The architect/engineer’s general services include:
* Managing the architect’s services
* Consulting with the owner
* Researching applicable design criteria
* Attending project meetings
* Communicating with members of the project team
* Reporting progress to the owner
* Coordinating services with the owner and owner’s consultants
* Assisting the owner with filing documents required for approval
* Providing the project design services through the schematic, design development,
and construction documents phases
* Administering the construction contract during construction
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Differentiate the two options for selecting a General Contractor (DBB)
1.) Low Bidder: The owner accepts (private projects) or is obligated to accept (public projects) the lowest responsible and responsive bid.
2.) Best value/total cost: The owner not only looks at the cost
that is proposed but also the quality of the qualifications that were part of the proposal.
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Differentiate the two procurement options for selecting a Construction Manager at Risk (CMAR)
1.) Best value/Fees: The owner selects the CMAR
based on fees and qualifications to determine best value for the project.
2.) Qualification based: The owner is cognizant of a CMAR’s
fees, but selection is mostly based on qualifications
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Describe the four procurement options for selecting a Design-Builder.
1.) Low Bidder: The owner’s decision is driven by the
lowest cost of the work rather than the qualifications, fees, or total cost.
2.) Best Value/Total cost: The owner makes a trade-off between
the price considerations and the other elements of the proposal.
After weighing all the factors of the proposal, the owner decides which proposal offers the best value.
3.) Best value/fees: The owner selects a design-builder
based on the fees, and possibly the qualifications and general
conditions cost.
4.) Qualification Based: The owner selects a design-builder
based on the design-builder’s experience delivering projects
of similar scope and complexity. Fees are considered a secondary
consideration.
