Project Management (PjM) Flashcards
(209 cards)
1
Q
What is Adaptive Problem Solving?
A
Finding solutions in a timely and effective manor within the confines of the problem’s boundaries.
2
Q
What is Innovative Problem Solving?
A
Finding solutions in an unconventional manor that often bends the rules of the problem’s context.
3
Q
What is a Bridger (problem solving)?
A
Someone who can problem solve unconventionally but with discipline (adaptive + innovative).
4
Q
Schedule of Meetings
A
Template of when to hold various meeting types: coordination, design, client review, etc.
5
Q
Narrative Report
A
Descriptive report of decisions made in meeting(s) - typically client meetings. Can resemble a history of the project later on down the road.
6
Q
Action Item Report
A
Tracking document with dates associated with tasks. Items are not removed until addressed. Items should be indexed and specifically assigned.
7
Q
Design-Bid-Build
A
Owner+Architect working with a Contractor
Owner & Architect are key players until bid phase.
8
Q
CM-at-Risk
A
Owner+Architect+Construction Manager
CM advises on means & methods during design.
9
Q
Design-Build
A
Owner+Architect+Contractor
Well-defined project from the start. All parties work together from the beginning.
10
Q
Integrated Project Delivery
A
Owner-Architect-Contractor Combo.
Risk/reward sharing structure that produces effective & efficient design.
11
Q
Client’s Consultants
A
- Geotechnical
- Civil Engineer
- Hazardous Material Expert
- Landscape Architect (sometimes)
- Survey
- Traffic
- Legal & permitting
12
Q
Architect’s Consultants
A
- Structural
- Mechanical
- Electrical
- Plumbing
- Code
- Sustainability
- Cost Esitmators
- AV Engineers
- Lighting Designers
- Acoustic Designers
13
Q
Pyramid-Style Firm Management
A
Principals act as project managers. Limited growth available because knowledge is not shared down to other levels.
14
Q
Matrix-Style Firm Management
A
Project management is passed down to project architects and designers so that principals can focus on networking, acquiring work, and setting new directions for the firm.
15
Q
Components of a Work Plan (9)
A
- Project description and client requirements
- Statement of Deliverables
- Team Organization
- Responsibility Matrix
- Preliminary Project Schedule
- Preliminary Staffing Needs
- Project Directory
- Internal Project Budget and Profit Plan
- Code Information
16
Q
Project Description (Work Plan)
A
Description, scope, client budget, and client authorizations
17
Q
Summary of Deliverables (Work Plan)
A
The types of deliverables (as well as quantities) that are anticipated to document the project.
18
Q
Team Organization (Work Plan)
A
Team chart that defines what type of staff and hierarchy is needed to complete the project.
19
Q
Project Coordination Matrix (Work Plan)
A
A list of who (internally and on consultant team) will do what and the types of coordination that the project calls for.
20
Q
Preliminary Schedule (Work Plan)
A
Rough schedule of milestones needed based on the owner’s desired completion date.
21
Q
Preliminary Staffing Needs (Work Plan)
A
A deep dive into a team organization matrix. Staffing/availability is weighed against the preliminary schedule to make sure firm can actually deliver.
22
Q
Project Directory (Work Plan)
A
List of project entities and main points of contact.
23
Q
Project Budget & Profit Plan (Work Plan)
A
Apportioning fee and profit to various phases of the project. AKA “Job Cost Budget”
24
Q
Regulatory Requirements (Work Plan)
A
Outline of what governing codes will be referenced throughout the life of the project. Best practice is to follow the most stringent code available for the jurisdiction.
25
Types of Meetings (5)
1. Executive Session
2. Design Review Session
3. Project Meeting
4. Coordination Meeting
5. Redline Work Session
26
Executive Session (Meeting)
High-level representation and decision-making for the project. Attended by client, principal-in-charge, AE team, and contractor.
27
Design Review Session (Meeting)
For design direction/reviews and approvals. Attended by client, AE team, PIC, and contractor
28
Project Meeting (Meeting)
Project planning & decision-making. Attended by client, AE team, PIC, select consultants, and contractor.
29
Coordination Meeting (Meeting)
Working session for coordination purposes. Attended by AE team, PA, and select consultants
30
Redline Work Session (Meeting)
Most detailed of meetings. Attended by select individuals for in-depth design review.
31
Creative Conflict
Transparency with client about effects of their decisions. I.E. instead of promising to conform to a tighter schedule, debate that mistakes or omissions should be expected as a result of a tighter schedule. Remind the client of the consequences to owner direction.
32
Staff & Project Organization Styles (3)
1. Horizontal
2. Vertical
3. Matrix
33
Horizontal Team Organization
Project passes through different teams for each phase of design.
Pros: People within the team acquire high degree of expertise for that phase.
Cons: Inconsistent team members might mean loss of design intent established early on.
34
Vertical Team Organization
A project remains with the same team throughout the life of the project.
Pros: team continuity and consistency with design intent
Cons: Difficult to find team members who can excel in every phase of the project.
35
Matrix Team Organization
Project team remains the same with available input from in-office specialists.
Pros: office specialties and resources can be used on an as-needed basis. Unspecialized staff can have exposure.
Cons: This is ideal for large offices, small offices may lack this flexibility.
36
Integrated Design Process (IDP)
A series of design collaboration charettes that include many stakeholders - most importantly, the end user. Ideas born from this collaboration are translated into measurable goals.
37
When to start a Work Plan
Early in the marketing phase. Utilize a top-down approach.
38
Bottom-Up Budgeting
Staff resources listed out per phase
39
Top-Down Budgeting
Budget estimation based on market sector type and percentage of estimated construction cost. This amount represents architect & consultant fees as well as expenses. Total is then broken out into phases based on a pre-determined percentage. DETERMINES NSR
40
Different Compensation Options (6)
1. Lump Sum Fixed Fees
2. Hourly with no upset based on hourly rates
3. Hourly-not-to-exceed fees based on hourly rates
4. Cost-plus-fixed-fee
5. Unit cost pricing
6. Percentage of actual construction cost
41
Cash Accounting
Revenue is recognized at the time of payment - when cash is collected and expenses are paid.
42
Accrual Accounting
Revenue is recognized at the time of earning - usually before payment.
43
Fundamental Budgeting Techniques (3)
1. Top-Down
2. Bottom-Up
3. Combination of both
44
Net Service Revenue
Typically 60% of the Gross Fee. Consultant Fees are typically 40% of GF. NSR is project labor budget + contingency budget + Direct expense budget.
45
Elements of a Project Budget
Gross Fee
Consultant Fees
Net Service Revenue
Project Contingency
Non-Reimbursable Expenses
Project Labor Budget
46
Calculate consultant fees
Gross Fee x 40%
47
Calculate Net Service Revenue
Gross Fee x 60%
Or Gross Fee - Consultant Fee
48
Calculate Non-Reimbursable Expenses
NSR x 5%
49
Calculate Project Contingency
NSR x 5%
50
Calculate Project Labor Budget
[Gross Revenue] - [Consultant Fees (or x60%)] - [Non-reimbursable Expenses] - [Project Contingency]
51
Work Plan Stages (4)
PDCA
Plan > Do > Check > Adjust
52
Work Breakdown Structure (WBS)
- Project Name
-- Phase Name
--- Task Name
----Sub-Task Name
----- Sub-Sub Task Name
53
Schedule Types (4)
1. Critical Path Method (CPM)
2. Milestone Charts
3. Bar Charts (Gantt)
4. Wall Schedule
54
Critical Path Method (CPM Schedule)
Activity Lists, durations, and dependencies. Typically used for complex projects. It is good for architects to use CPM style schedules for design initiatives as well. The most detailed scheduling tool.
55
Milestone Chart
Best for short-duration projects. Used to track tasks against hours & percent complete.
56
Gantt Chart (Bar Chart)
Simply shows start and end dates of major WBS tasks. Shows some interdependencies but not as detailed as CPM.
57
Wall Schedule
A rough schedule activity before formalizing into one of the other 3 schedule types. Organizing all team members and tasks involved in design. Teams are listed on the left side (rather than tasks) and team-specific tasks are within their own row, organized in relation to dependency & timing.
58
Planned Cost
Labor hours and dollars planned at project initiation.
59
Job-To-Date (JTD)
Labor hours and dollars spent to-date.
60
Estimate-to-Complete (ETC)
Remaining hours and dollars required to bring project to completion.
61
Planned Estimate at Completion
A comparison of how the initial estimate did.. were we over/under the estimate labor hours / cost.
62
Break-Even Multiplier (equation)
(Direct labor + Overhead) / Direct Labor
63
Overhead Multiplier (Equation)
Overhead / Direct Labor
64
Effective Multiplier (Equation)
Current % Complete / Direct Labor
65
Target Multiplier (Definition)
Firm-wide standard fee multiplier
66
Planned Multiplier (Equation)
NSR / Planned Cost
67
Estimate at Completion (EAC) Multiplier (Equation)
total NSR / EAC labor dollars
68
Billed-Not-Earned (BNE)
Amount billed to client that have not been recognized as earned revenue (early invoice). Work has not been completed or expensed yet.
69
Earned-Not-Billed (ENB)
Amount earned but not yet billed (late invoice). Work has been completed but will be made up for in billing later.
70
Planned Labor
Raw labor costs determined from bottom-up project work plan.
71
JTD Labor
Actual raw labor costs to-date.
72
ETC Labor
Labor costs estimated to bring project to completion.
73
Planned Multiplier
Compensation / Planned Cost
74
Work in Progress (WIP)
Billable time and expenses that have not yet been billed to the client.
75
Spent (Equation)
Billed + WIP
76
BIM Execution Plan (5 Components)
1. Roles & Responsibilities (Project Directory)
2. Internal and External BIM goals and uses
3. Modeling Protocol
4. Process Plan
5. Level of Development (LOD)
77
MEA
Model Element Author
78
Phase impacts of BIM
SD and DD phases are lengthened, CD and CA may be reduced as a result.
79
AIA C106
Digital Data Licensing Agreement (protection for model sharing)
80
AIA E202
BIM Protocol Exhibit (ownership)
81
Traditional Phase Breakdown
SD (15%)
DD (20%)
CD/B (45%)
CA (20%)
82
BIM Phase Breakdown
SD (22%)
DD (40%)
CD/B (25%)
CA (15%)
83
Possible fee generation with BIM
- Easier access to project imaging
- Model can be used for basis of shop drawings
- Higher LOD early on means higher level of coordination
84
BIM Project Team Members
1. BIM Manager: Manages the modelers and the goals of the model
2. Model Manager: manages the technical aspect of the model and making sure it is "healthy"
3. Modelers: drafters that are mentored by the above staff
85
Benchmarking
Method of evaluating building solutions and how they performed against similar projects.
86
Steps to Project Understanding (6)
1. Program
2. Site
3. Context
4. Regulations
5. Building Technology
6. Sustainability
87
Steps to Project Synthesis (7)
(Following Project Understanding)
1. Establish Goals (Aesthetic, Financial, Performance)
2. Consult with the Experts (Consultants)
3. Prioritize Analysis of Understanding
4. Create Generative Logic
5. Iteration
6. Evaluation
7. Selection
88
Schematic Design Deliverables
- Site Plan
- Floor Plan
- Elevations
- Key Wall Sections
- Narrative of Major Materials
- Building Calculations
- Preliminary Construction Cost Estimate
89
Design Development Deliverables
- Refined design
- Details
- Sections
- Enlarged Plans
- Refined Construction Cost Estimate
- Confirm major MEP Systems
- Finalize life safety strategy & code compliance
- Achieve horizontal and vertical dimension control
90
Construction Documents Deliverables
- Specifications
- Refined Details
91
Additional Service Examples
- Programming
- Space Planning
- Landscape Design
- Signage
- FF&E
92
Tooth (medium)
A material's ability to grab drawing untensil.
93
Methodologies for developing better CDs
1. Reduction of Redundancy
2. Working in Context (WIC) - Kit sheeting
3. Referencing Systems
94
Roadmap Referencing
Using small-scale drawings as reference keys for enlarged details (sim. to MXD wall sections)
95
Bubble Referencing
Typical way of locating a related detail (callouts)
96
ConDoc
Developed by Guzey and Freehof in the 1980's and serves as a standard for sheet numbering and titleblock formatting. They also established the keynote system.
97
UDS (8 Modules)
Uniform Drawing System (1997).
- Module 1: Drawing Set Organization
- Module 2: Sheet Organization
- Module 3: Schedules
- Module 4: Drafting Conventions (1999)
- Module 5: Terms and Abbreviations
- Module 6: Symbols
- Module 7: Notations (2000)
- Module 8: Code Conventions
98
Peer Review Criteria (4)
1. Compliance
2. Completeness
3. Coordination
4. Technical Detailing
99
CSI Master Format
Construction Specifications Institute Master Format of specifications (1963)
100
CSI Facility Construction Subgroup (14)
02 - Existing Conditions
03 - Concrete
04 - Masonry
05 - Metals
06 - Wood, Plastics, and Composites
07 - Thermal & Moisture Protection
08 - Openings
09 - Finishes
10 - Specialties
11 - Equipment
12 - Furnishings
13 - Special Construction
14 - Conveying Equipment
101
CSI Section Format (3)
1- General
2- Products
3- Execution
102
Reference Specifying
Requiring compliance with testing organizations like ANSI, ASTM, UL, etc.
103
Descriptive Specifying
Specifying exact characteristics required from materials & products.
104
Performance Specifying
Requiring certain performance from material or product.
105
Proprietary Specifying
Listing acceptable products that own their performance. Important that these products allow for alternates & competitive bidding.
106
Allowance
Money broken out by bidders for work that is not completely defined in the contract docs.
107
Base Bid
Proposed construction cost without alternates
108
Bid Alternate
Alternate listed in the contract docs to allow for more flex in bidding process.
109
Payment Bond
AKA labor and materials payment bond. Guaranteed amount that the contractor will pay the subs for their work to avoid mechanics lien.
110
Performance Bond
Sufficient funds to complete the project in the event that the contractor defaults during construction.
111
Value Based Selection (VBS)
Owner selection of contractor based on proposed cost/fee/schedule as well as past experience
112
What is the "Spearin Gap"?
The quality gap between the "standard of care" and defect-free design. In DBB, the owner carries Spearin Gap risk.
113
Reasons for Multiple Prime Contract (MP)
1. Might be required for publicly funded projects
2. Could offer accelerated Schedule
3. Owner may have the capacity to manage multiple contracts.
114
AIA Contract for MP (Multiple Prime)
AIA A101. Same as with DBB, just separate contract per prime contractor to be used.
115
What is Design-Negotiate-Build? (DNB)
The client requests proposals instead of bids so that each bidder prequalifications can be reviewed and negotiated upon. Only for privately funded projects.
116
Construction Manager as Constructor (CMc)
AKA CM-at-Risk
Construction cost is based on negotiation, not bid. Contractor is brought on at the beginning and proposes a GMP during the design process. Spearin Gap is essentially eliminated because the contractor is involved so early on.
117
AIA Contract for CMc
AIA A133
118
Design Build (DB)
Owner has one contract for design+construction. Owner bears no Spearin Gap risk.
119
AIA Contract for DB
AIA A141
120
Design Build Bridging
Owner employs architect to develop schematic level plans. Plans are then used for DB bidding. In this case, owner does bear Spearin Gap risk.
121
Benefits of Design-Build (for owner)
- Reduced risk of schedule & cost overruns.
- Only one contract to administer
122
Integrated Project Delivery (IPD)
Owner, architect, and contractor work closely together and share risks & rewards.
123
Instructions to Bidders
AIA A710 - what constitutes a responsive bid.
1. Bid due dates
2. Info for pre-bid conference
3. Bid RFI deadline
124
Bid Bond Form
AIA A310:
If lowest bid is selected but withdraws before contract execution, they pay the owner the difference between their bid and the next lowest bid.
125
Supplementary Conditions
AIA A503 - instructions for defining supplementary conditions to the contract for project-specific things
126
Price Categories in Bidding (3)
1. Construction Cost (Cost of the Work)
2. Contingencies
3. Contractor Overhead
127
Reasons Contractors have a Contingency Budget (5)
1. Incomplete Drawings
2. Errors made in pricing
3. Anticipated cost for disputes
4. Default of subcontractors
5. Contractor errors in construction
128
Types of Bid Prices
1. Stipulated Sum (lump sum) (fixed sum)
2. GMP
3. Cost Plus
4. Unit Price
5. Target Price
129
Stipulated (Lump) Sum
Single-number bid that encompasses all costs incurred by the contractor plus profit & contingencies. Typical for competitive bid or publicly funded projects
130
GMP
Guaranteed Maximum Price for a project. Typically bid before the completion of the CD set so allowances are held for a portion of the work that has yet to be documented. Typical for projects requiring accelerated schedules.
131
Cost Plus Method
Also known as Time & Materials. Cost of the work plus fee for construction overheads & profit. Typical when site conditions are unknown.
132
Target Pricing
Owner sets a price that they would like to spend. Typical for design-build because the firm then delivers a project that can be delivered for that price.
133
Difference between VBS and QBS in bidding
Value-based-selection means numerical data is compared between competitive bids (typical for publicly funded projects). This is when price and schedule the most important.
Quality-based-selection means that reputation of contractor is analyzed: financial responsibility, experience in project type, history of claims and dispute, etc.
134
Substantial Completion (contract)
AIA G704
135
Project Checklist (contract)
AIA D200 (add services for post-occupancy)
136
Building Commissioning
Quality assurance of installed systems to make sure a reliable and lasting design is delivered. Employing building commissioning throughout design and construction can ensure energy and cost savings in building operations.
137
Technological Applications for Architects (7)
1. Communication
2. Design Exploration
3. Cost
4. Schedule
5. Safety
6. Project Delivery
7. Knowledge Management
138
Benefits of BIM for small firms (4)
1. Can take on larger projects
2. Opens them up to teaming
3. Visualization, clash detection
4. Can compete with larger firms
139
AIA E202 levels of development (LODs) (5)
100 - Massing, location, orientation
200 - generalized systems or assemblies
300 - Specific assemblies accurately modeled
400 - Assemblies detailed suitable for fabrication
500 - Accurate as-constructed actual assemblies
140
Procedural Training
Processes adapted for use with firm standards ie. work flow, nomenclature, file naming, etc.
141
Instrumental Training
Tools & software training
142
'Lean' System Principles (VPENP)
1. Value
2. Process
3. Efficiency
4. Necessity
5. Pursue perfection
143
Six Sigma DMAIC
Define
Measure
Analyze
Improve
Control
144
Four types of quality cost
1. Prevention
2. Appraisal
3. Internal Failure
4. External Failure
145
RFI Types (3)
1. Graphic/Confirming
2. Coordination/Missing Information
3. Code/Contract Information
146
Balanced Scorecard (BSC) categories (4)
1. People
2. Processes
3. Customers
4. Financial
147
ISO 9001
International Organization for Standardization
148
ISO (8) Management Principles
1. Client Focus
2. Leadership
3. Teamwork
4. Process Approach
5. System Approach to Management
6. Continual Improvement
7. Evidence-Based Design Approach
8. Mutually Beneficial Consultant Relationship
149
QM in Schematic Design (4)
- Set quality goals
- Establish objectives that support the goal
- Organize monitoring session (QAQC)
- Take corrective action
150
QM through staffing (4)
- Establish office-wide recording of processes
- Recruitment of employees
- Set up mentorship program
- Normalize peer reviews
151
Typology
Building type precedent
152
Morphology
Architectural examples of space and form.
153
Space Standards
Area and functional relationships
154
Benchmarking Tours
Touring buildings of similar program, materiality, function for precedent.
155
Grossing Factor
Multiplication factor applied to increase the net assignable area to account for circulation, walls, stairs, mechanical areas, etc.
156
AIA D200
AIA Project Checklist
157
Base Area Calculation (At)
At = (A/(1+ I(frontage)+ I(suppression) x number of stories)
158
IBC Occupancy Categories (A, B, E, F, H, I, M, R, S, U)
Assembly
Business
Educational
Factory & Industry
High Hazard
Institutional
Mercantile
Residential
Storage
Utility & Maintenance
159
Express Terms
Terms that have been specifically agreed upon i.e. indemnity. Must be in writing.
160
AIA B105
Ideal owner-architect agreement for small residential projects
161
AIA B106
OA agreement for pro-bono work
162
AIA B101 SP
OA agreement for sustainable projects
163
AIA B200 Series
Public sector architectural contracts
164
AIA B108
Federally funded / insured projects
165
AIA B107
Typical for projects with developers
166
AIA B143
Design-builder and architect agreement
167
AIA B203
Site Evaluation and Planning
168
AIA B142
OA agreement in a design-built project
169
AIA B503
Guide for Amendments to OA agreements
170
Consequential Damages
indirect costs that result from a breach of contract (lost income, rents, profits, etc)
171
Fee Distribution By Phase (Detailed - 8)
PP = 2%
PD = 2%
SD = 8%
DD = 25%
CD = 35%
BID = 2%
CA = 25%
POST = 1%
172
Who legally issues construction documents for bid?
Owner
173
Who pays for utilities during construction?
General Contractor
174
Who pays the taxes for building construction?
General Contractor
175
During what phase is roof type and pitch decided?
Early SD
176
Who is responsible for obtaining C of O?
Owner
177
Change orders are made through agreement of which parties?
Owner, Architect, Contractor
178
3 Causes for Project Budget Overruns
1. Unrealistic fee
2. Scope Creep
3. Poor Project Management
179
3 Budget Overrun Response Options
1. Request Additional Services
2. Put in Overtime
3. Alternatives for Completion (Redistribute work)
4. Take the Loss
180
CM Project Types (3)
1. Advisor (Low risk)
2. Agent (Medium risk)
3. Constructor (High risk)
181
What sets CMc apart from DBB?
1. Contractor selected based on expertise
2. Pricier
3. More collaborative relationship with client
4. More control over selection of specialized team
5. Streamlines cost analysis throughout design
182
CMc Preconstruction Phase Tasks
- Evaluation of Program , Schedule & Budget
- Recommend phasing and sequencing
- Consult on constructibility, materials & labor
183
CMc Construction Phase Tasks
- solicit and obtain bids to review with architect
- act as the general contractor
- scheduling and conducting construction meetings
- controls and is responsible for cost and schedule
184
UniFormat
Program that breaks down overall cost, unit cost, and quantity limits (typical for DB)
185
Integrated Design Work Plan
Schedule for how the work will be completed in coordination with the construction schedule
186
Does the owner charge the contractor for carrying out work that they failed to complete?
Yes - and the contractor also compensates the owner for any amounts charged by the architect for changes
187
Who pays for the building permit, fees, licenses, and inspections?
The Contractor
188
How many days after realizing concealed or unknown conditions shall the contractor notify O/A?
14 days
189
Who determines the date of substantial completion?
The Architect, following final inspections
190
Who writes the construction change directive?
The architect, signed by the owner
191
How long after receiving pay app does the architect issue the certificate of payment?
7 Days
192
Joint Check
Checks maid payable to contractor and subcontractor from the owner to make sure the appropriate parties are paid.
193
Who issues the final certificate of payment?
The architect
194
What does the contractor owe the architect before final payment or remaining retained percentage is due?
1. Affidavit that payrolls, bills, etc for the work have been paid or satisfied
2. Certificate that insurance is required to remain after final payment
3. Written statement that the contractor is confident that the insurance is renewable.
4. Consent of surety to final payment
5. Documentation of special warranties
6. Data establishing payment or satisfaction of obligations
195
When can contractor terminate the contract?
- If work is stopped for 30 consecutive days by owner
- If aggregate of owner interruptions is 100% of construction schedule (or 120 days of one year)
-
196
How much notice is required for contractor to terminate contract?
7 days
197
When can Owner terminate the contract?
1. contractor fails to provide skilled worker or materials
2. contractor fails to pay subs
3. contractor disregards law
4. contractor breaches contract
198
Insurance required from Consultant
General Liability
Automobile
Workers Comp
Professional Liability
Employers Liability
Sometimes Umbrellas
199
Bid Security
Can we retained by the owner until:
1. Contract is executed
2. Specified time has elapsed
3. Bids have been rejected
200
Can bids be submitted electronically?
No (not per AIA documents)
201
Timeframe for owner to furnish evidence of financial viability to bidder
14 days prior to the expiration of bids
202
Bid Bonds
Bidder furnished bonds covering faithful performance of the contract and payment of all obligations.
203
Differences between Teaming, Joint Venture, and Bridging Agreements
- Teaming is between architect(s) and/or consultant teams with hopes of being rewarded a project
- Joint ventures can form after teaming agreements and are meant to last at least the duration of the project.
- Bridging is the combining of architect an construction services for DB projects
204
Design Build suite of contracts
A141 - Owner / Design Builder
B142 - Owner / Consultant
B143 - Design Builder / Architect
205
IPD suite of contracts
A195 - Owner / Contractor
B195 - Owner / Architect
C195 - SPE OAC
C196 - SPE OC / Owner
C197 - SPE / Non-owner member
C191 - Multi-party Agreement
206
IPD SPE
Single Purpose Entity - architect, contractor, and owner form a legal entity to carry out the project and share in risk & reward.
207
Multi-Party Agreement
SPE but without having to form a legal entity. Agreement is open to more parties than just O/A/C
208
Manuscript Agreement
Owner-curated design agreement from scratch
209
Things to look out for in owner-created contracts
1. Warranties / Guarantees
2. Error-Free Design
3. Adherence to Schedule
4. Compliance with laws/codes
5. Performance Guarantees
6. Fiduciary Duties
7. Claiming liability for another's fault
