33681259
Description
Flashcards by Kara Biczykowski, updated more than 1 year ago
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Created by Kara Biczykowski
about 3 years ago
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| Question | Answer |
| PROJECT QUALITY CTRL 1) "Quality Ctrl" (QC) aka "quality mgmt," "quality planning," & "quality assurance" is an organized set of: 2) Quality has 2 aspects, the 1st: | 1) procedures, systems, & tools est. by an office that aid in meeting the expectations of the client, maintaining a high level of prof. service, & reducing risks & liability 2) what is normally expected of an arch like designing, detailing, & specifying a roof that doesn't leak |
| 1) quality's 2nd aspect is: 2) quality doesn't have to mean high-cost finishes & an award winning bldg, it can mean: 3) b/c meeting the needs & expectations of the client is integral to QC, these must be clearly defined during: | 1) defined by the client such as obtaining a functioning bldg at the lowest cost 2) determining what the client expects in regard to design, cost, oth aspects & meeting those expectations 3) the programming phase of the project |
| 1) a successful program will define the client's: 2) if oth firm prepared the program & goals aren't outlined then: 3) 2 methods exist for achieving quality for both client goals & prof. services: | 1) goals 2) the arch must help client to express these goals & their written approval of this statement before design work begins 3) process & checking, & both are necessary |
| 1) achieving quality thru "process" means making sure tasks are: 2) ^ team members are (__) & the work of individuals is carefully (__) 3) achieving quality thru "checking" means making sure a finished product is: | 1) performed correctly the 1st time so there's no need to redo later 2) supervised / coordinated - ex office est's step-by-step procedures/ checklists for completing floor plans which is then used by everyone in office on all projects 3) correct before it's delivered to the end user - ex redlining & correcting before releasing dwgs to client/ contractor for bidding or const. |
| * Practice Question: What are the basic goals of a QC program? 1) meeting the community's expectations 2) meeting the client's expectations 3) prov. the standard of care for prof. practice 4) reducing risk & liability 5) designing an award-winning project 6) using the best employees for the project | Answer: #2 #3 #4 Solution: Conforming w/ codes, regs, & req's is part of the standard of care. Designing to win awards may be only a bi-product of a good QC program. The goals for this program should be to reduce risk & liability, while providing the client w/ the standard of care req'd to practice arch |
| EST. A QUALITY CTRL PROGRAM 1) top mgmt must support & encourage the QC program 2) give one person or a small committee the responsibility to guide the daily efforts of the QC program | 3) involve everyone in the office so they can contribute their thoughts about problem areas & how procedures can be modified to make improvements, a strict QC forced on employees won't work |
| EST. A QUALITY CTRL PROGRAM 4) review past problem areas, correcting first those that cause the firm great difficulties or can hurt the firm 5) the QC program must be maintained & used continually & over time eliminate what doesn't work & replace w/ new tech. | 6) once firm's problem areas are identified, set priorities & a sch for action, starting w/ problem areas, ex - documentation may be a problem or maybe it's standard agrmt * QC programs take time + $ to set up but offers fewer errors, reduced liability, an efficient practice, improved service to clients (ISO 9000 offers guidelines) |
| QUALITY CTRL TECHNIQUES 1) good programming is crucial, the arch must have a written record defining: 2) the program is the doc the arch uses: 3) "checklists" are needed to complete a particular task & one of the most common: | 1) the client's goals, needs, & expectations 2) to judge if the project is achieving the level of quality expected by the client 3) is the bldg code checklist to remind the PM what must be reviewed & shown correctly on the const. docs to meet code |
| 1) checklists are useful for embedding corporate: 2) checklists serve as a: 3) checklists can be obtained from sources: 4) RFI's from contractors on previous projects are good sources of items for checklists b/c: | 1) memory into office documentation 2) record of work performed 3) practice mgmt books, AIA Doc D200 "Project Checklist" or developed by the firm based on staff/ project size, types, experience, project delivery, past exp. 4) there was a problem in the project's dwgs/ spec's from omission/ conflicting info (so avoid it as another RFI) |
| 1) "process-based systems" automates a procedure so the task can be performed: 2) ex of a process based system in design is BIM is used to detect: 3) ex of a process based system in mgmt is using: | 1) accurately & consistently w/ little or no human intervention 2) clashes btwn struct, bldg elements, & HVAC which is error prone w/ humans 3) project or financial mgmt software to make precise info to develop a cost estimate, project proposal, or monitor progress of work |
| 1) at regular intervals of a project the PM, designers, & principals should hold a: | 1) quality mgmt meeting to review project's progress & address if original problems are being solved & if project is proceeding according to client/ firm's expectations, review if the work adheres to code & regs, & if it's being doc'd properly |
| 1) quality depends on the staff engaged in project, so the (__) of staff is important for QC 2) although the best should be hired, it should be both exp. archs &: 3) a good in-house mentoring & training program, cont. ed are important like: | 1) knowledge, skill, experience, & diligence to correctly apply standard details, attend meetings, use software, check off checklists 2) new graduates & interns who show promise 3) sending staff to workshops, tradeshows, & conventions as part of a human resources benefits package |
| 1) a "quality circle" is a small group of employees who: 2) these circles are important b/c employees often know better than mgmt about their: 3) additional benefits of quality circles include: | 1) meet regularly to identify, analyze, & solve problems related to their particular sphere of work 2) immediate problems & how they might be solved 3) increased motivation, improved communication, teamwork, + involvement by employees, higher productivity |
| 1) members of a circle should come from: 2) the structure of a circle is flexible & based on: 3) large offices may have multiple circles based on: 4) ea. circle should ideally be led by a: | 1) the same work group so they can all focus on their particular problems 2) the co.'s needs, 6-10 participants & their needs, membership is voluntary, meet typ once a week for an hr 3) production vs project mgmt for ex 4) "facilitator" - trained in QC techniques |
| 1) if there are multiple circles a (__) oversees & coord.'s their efforts 2) ^(answer) their purpose is to: | 1) "steering committee" - reps from major depts in the firm & top mgmt 2) guide the quality circle program, set goals & objectives, monitor progress, check the program is consistent w/ firm goals |
| -steps of quality circle resolving problems 1) problem areas/ specific projects should be identified 2) idea can come from anywhere/one 3) problems are discussed & defined so the circle has something def. to work on 4) after a problem is defined, it's analyzed & alt solutions are discussed | 5) a solution is developed 6) present the solution to mgmt & steering committee 7) mgmt decided whether to implement the quality circle's recommendation 8) if firm resources allow, training in quality circle tech.'s can come from mgmt training programs or private mgmt consulting firms |
| -additional quality circle guidelines = 1) concept & process must have support from top mgmt 2) circles must be ongoing activities, cannot run a bit & be forgotten after 3) circles cannot become gripe sessions, they're problem solving units | 4) circles should be kept small, & if needed for large firms est. +1 circle 5) circles can work for firms of any size, but more valuable for large ones where comm. btwn mgmt & staff is more difficult 6) circles should be considered a means to help employees develop while gen. improving quality of work output |
| 1) "corporate knowledge" is the documentation of info that an arch firm: 2) term also refers to the knowledge of: 3) b/c ppl come & go, the accumulated knowledge should be: 4) oth than checklists, another way to doc. corporate knowledge is thru: | 1) has gained thru the work it has done & that can be applied to new projects 2) experienced ppl in the firm 3) in a fixed, tangible form to be shared w/ present/future employees 4) "standard details" - record info for future project use & streamline production of future const. docs |
| 1) what is most important accompanying the standard detail & why? 2) (__) can also be used to record corporate knowledge in a form that can be directly used in future const. docs | 1) notes can doc. what is most important, how details may be modified for certain uses, applicable industry standards, & ref. sources to help less experienced staff understand the proper use of the detail (fig. 6.2 ^) 2) master specifications (fig. 6.3) |
| 1) other ways to doc. corporate knowledge include: 2) info must be org. & indexed so that: 3) summary: the cornerstone of effective QC include: | 1) computer databases, post-occupancy evaluations, project procedure manuals, hand-written notes 2) anyone in the office can find what is needed 3) doc. methods, technology, quality mgmt meetings, staff training, quality circles |
| PROJECT DOCUMENTATION QC 1) good documentation is needed for: 2) arch firms should maintain what 2 categories of documentation? | 1) admin of the project, aids in communication, serves as an archive of info for future jobs, & most importantly prov. a record if disputes arise during the project or in arbitration or litigation after 2) 1st- const. docs, so dwgs & spec's & 2nd- everything else related to the project |
| 1) const. docs are unique to ea. project, but for most oth doc. it's based on standard forms like: 2) at the end of a project all doc. should be consolidated into a project file (electronic/hardcopy) and: | 1) contracts, change orders, shop dwg logs, etc which can be somewhat repetitive from project to project if using standard methods to complete, use, & file 2) retained for an amt of time req'd by records retention guidelines |
| PROJECT FILES 1) "project files" should be a record of: 2) records should doc. the sequence of events of a project including the: 3) ^ this kind of record keeping is important to ensure that: | 1) how the entire job progressed, from initial marketing to project closeout & follow-up 2) who, what, when, how, why of all actions 3) design solutions meet the client's objectives & to reduce risks & liability & defend the arch office against claims & legal actions |
| -records to maintain for standard design-bid-build project delivery method GEN. ADMIN OF THE PROJECT 1) marketing info & proposals w/ all communications w/ client before contract is signed 2) contact info for client & their rep's + billing info | 3) contracts & agrmts 4) docs related to fee negotiations & agrmts, including scope of services 5) docs related to design & const. schs, including client's prelim sch, approved sch, & any changes 6) docs related to const. budgets, including client's prelim budget, approved budget, & any changes during the course of the project |
| 7) records of communication w/ client after contract is signed 8) fee & staffing allocations 9) invoices, statements, & backup docs related to client billing 10) records of accts receivable 11) records of expenses billed or assigned to the project including expense invoices & consultant's billing | 12) oth accounting records pertaining to the project 13) all comm.'s btwn the design office & oth parties concerning the project, including correspondence, meeting notes, emails, text messages, telephone logs |
| PROGRAMMING 1) copy of the program, if done by an outside firm 2) complete program req's including functional groupings, occupants, individual space req's, furniture & equip needs, growth projections | 3) statement of the client's goals & objectives 4) doc. of existing cond.'s if the project is an addition or renovation 5) sustainability goals & req's 6) written client approval of the program |
| 7) revised project budget, if changed from agrmt 8) soil test info 9) survey info, including request for survey, comm.'s w/ surveyor, & billing info | 10) bldg code checklist & oth regulatory req's 11) all comm.'s btwn design office & oth parties concerning the project - correspondences, meeting notes, emails, texts, & telephone logs |
| SCHEMATIC DESIGN 1) sketches, models, oth dwgs & comp. files used to develop schematic design 2) final schematic design presentation, including budget & sch 3) client's written approval of schematic design & authorization to proceed | 4) all communications btwn design office & oth parties concerning the project - correspondences, meeting notes, emails, texts, telephone logs |
| DESIGN DEVELOPMENT 1) sketches, models, oth dwgs & comp. files used to develop design development 2) final design development presentation 3) approvals of applicable regulatory agencies 4) records of all changes, who made them & why | 5) final design development presentation, including budget & sch 6) client's written approval of DD & authorization to proceed 7) all communications etc etc etc " " " " |
| CONSTRUCTION DOCUMENTATION 1) supporting info for developing the const. dwgs & spec's 2) records of mat.'s & product investigation & selection 3) written approval of the docs by the client | 4) records related to advertising for bids or proposals 5) all communications etc etc etc " " " " |
| BIDDING & NEGOTIATION 1) records of ea. prime bidder or negotiating contractor 2) record of issuance of contract docs 3) addenda records, including requests for info & distribution log | 4) bidding records, including submitted bids & bid summary log 5) pre-bid conference notes 6) all communications etc etc etc " " " " |
| CONSTRUCTION ADMINISTRATION 1) record of all prime contractors, including record of receipt of bonds, certificates of insurance, dates of approval, & contract signed | 2) reference copy of the contract btwn the owner & contractor 3) list of subcontractors w/ contact info 4) copy of the contractor's approved sch 5) copy of payment sch's, sch of values, & oth cost-related docs 6) records of issuance of all permits |
| 7) shop dwgs & shop dwg log 8) samples & sample submittal log 9) copies of test reports 10) field reports 11) photographs & videos | 12) change orders, including pricing requests, approved copies, & change order log 13) application & certificates for payment 14) all communications etc etc etc " " " " |
| PROJECT CLOSEOUT & FOLLOW-UP 1) punch list & follow-ups 2) certificate of substantial completion 3) final certificate for payment 4) testing & balancing reports (if not part of commissioning) 5) commissioning reports | 6) copies of release of liens or dates of release of liens 7) copies of guarantees, bonds, & operating instructions 8) copies of record dwgs 9) project closeout form 10) const. cost summary 11) all communications etc etc etc " " " " |
| 1) the list of project records for ea. phase includes a record of: 2) most doc. problems or lack of occur from the actions of the project participants in day-to-day progress when what hasn't been properly done? | 1) "all comm.'s btwn the design office & oth parties concerning the project, including correspondence, meeting notes, emails, text messages, & tele logs" 2) recordings of face-to-face convos, texts, or phone calls, etc & participants tend to have different recollections of these comm.'s which can put arch in a difficult position |
| 1) "contemporaneous documentation" is the recording of: 2) ^ this type of doc. should record what type of communication? 3) a project website offers a way to: 4) (__) should never be used to communicate project info or project records | 1) comm.'s, decisions, & oth actions that are not normally relegated to a standard form of whose occurrence can't be predicted to take place at a given time like w/ a reg. sch'd project meeting 2) spoken like in-person convos & tele calls & electronic like emails & texts 3) safely store contemporaneous comm. for all members of team 4) social media |
| GEN. DOCUMENTATION GUIDELINES 1) comm. potential problems to the appropriate members of the team 2) avoid assigning blame for a problem, just give facts & indicate the problem must be further investigated 3) include the date of ea. communication, & make a note of the parties who are privy to it | 4) if using paper journals or notebooks, use a spiral-bound type to est. sequential notes & no new additions 5) if paper-based doc. is used, write in ink 6) be consistent w/ communicating information to client of progress (length, style, amt of info) |
| 1) from a legal standpt, follow guidelines w/ contemporaneous docs to avoid it being considered "hersay" which is: 2) in court, hersay is not normally: 3) project records can be considered hersay evidence unless: | 1) a written or oral statement that was made outside of the court, typ by another person than the witness 2) allowed as evidence 3) they're found to come under an exception allowed by the law, known as the "business entry rule" or "business records exception to the hersay rule" |
| 1) to qualify under the "business entry rule," a project record must have been made during: 2) ^ ex - if the firm has made it standard practice to send ea. client a weekly letter reporting on progress/ pt-ing out existing or potential problems then: | 1) the normal course of business, made at or shortly after the act, event, or transaction being recorded, & be the reg. course of business for such a record to be made 2) these letters will be more likely to be accepted in court than if there were no weekly correspondence |
| 1) ^ alt to ex - if no weekly correspondences were made then: 2) ^ solution to ex's - if firm must communicate to the client in btwn reg. comm.'s like reporting an urgent safety problem on site for ex., then: | 1) a letter all of a sudden to the client would look unusual & may give appearance of having been sent specifically as an attempt to absolve the arch of liability 2) the comm. should state that the contract req's the firm to notify the client in a timely manner |
| CONSTRUCTION DOCUMENTS 1) const. doc's are one of the main sources of: 2) const. doc's are the most complex part of the project delivery process b/c: 3) (^ b/c of) it's important the PM: | 1) claims of negligence 2) preparing them req's a great deal of coord. among many ppl & typ completed when time & fees are running out by less exp. staff members 3) budget & monitor progress of the work so there's no rush under poor conditions |
| 1) no dwgs or spec's are ever perfect, but it's the arch's job to produce doc's that are: 2) the following are guidelines to use as the fnd for proper document production: | 1) in accordance w/ the standard of care of the prof. & exercise reasonable skill & knowledge in their preparation 2) a single source of ctrl, industry standards, prof. standards, comm. & coord., work procedures, research, evaluation & feedback |
| "a single source of ctrl" 1) 1 person should be in ctrl of const. doc. production & coord. among team members: client, consultants, firm mgmt, gov agencies, etc 2) ideally is is a PM who maintains continuity thru entire project delivery process - initial proposal to follow-up | 2) on large projects, the PM can leave daily production issues to a job captain, but still understand how const. docs are produced |
| "industry standards" 1) be aware of accepted standards of practice & trade customs in const. industry 2) stay current w/ standards of quality in industry | 3) est. a policy regarding use of industry standards & when it's ok to deviate 4) if a higher standard of workmanship is desired, express this clearly in the dwgs & spec's |
| "professional standards" 1) design prof.'s must exercise degree of skill, knowledge, & judgment normally exercised by oth prof.'s in sim circumstances in sim communities 2) ^ one of basic legal concepts concerning liability & negligence | 3) if conduct falls blw standard of practice, the prof. may be held liable for damages 4) 1 way to achieve lvl of performance is to follow gen. accepted methods & procedures of practice by using dwg & spec standards or accepted details by trade associations |
| "communication & coordination" 1) if last min. design change isn't conveyed to the draftsperson, needless time & effort will be spent later correcting problems 2) firm's should have policies encouraging/ facilitating comm. among all team members | 3) ^ these policies can be for meetings, written comm.'s, reg. exchange of progress dwgs, design checklists, assigning 1 person responsibility of implementing all this 4) ^ this person should be a PM 5) BIM can help facilitate coord. |
| "work procedures" 1) all staff should use QC checklists 2) standard details should be used to save time & $, but are excellent ways to record knowledge the firm develops on how to build well | 3) ^ this isn't to stifle creativity but allow designers to spend more time on design & not production |
| "research" 1) firm's should make an ongoing commitment 2) ^ this should include research into products, ways to improve spec's, design tech.'s, etc | 3) it is often neglected b/c it's not a billable item 4) good research reduces the firm's risk of liabilitiy |
| "evaluation & feedback" 1) every firm should take time to learn from its successes & mistakes 2) a reg. process of eval. + feedback is integral to QC & necessary to improve | 3) this is the best way to develop & strengthen corporate memory which is one of the most valuable sources of info a design office has |
| CONST. DOC CHECKLIST 1-2) 2 basic req's must occur before const. doc phase can begin, they are: | 1) the owner must approve the DD submission in writing as req'd by the agrmt 2) the arch should settle all design decisions & select the mat.'s needed so dwgs & spec's can be completed b/c leaving this until CD's is a sure way to make mistakes & go over budget |
| -before starting CD's, completion of: 1) "verify the design solution meets all program req's" - use the checklists developed in programming, correspondence w/ client, final programming report | 2) "verify the design solution meets all regulatory req's that apply" - includes applicable zoning + bldg code req's, check during design phases & reexamine dwgs, get any req'd prelim approvals from governing agencies in writing |
| 3) "obtain from the client all the info needed for inclusion in the project manual" | - which includes type of contract client wants to use, insurance & bonding req's, modifications to the gen. & supplementary cond.'s, approved alternatives, items to be supplied by the owner |
| -issues during production of const. docs 1) "prepare an outline of the scope of const. docs req'd" - working dwg sheet mockups, detail lists, the numbering system for the dwgs, a list of req'd technical sections of the project manual - can all save time & $$ | 2) "check whether the client has special req's for the dwgs or the project manual" - ex like if the client's org. req's a specific sheet size not typ used by the arch |
| 3) "check dwgs at 50% completion" - submit these to client for review & approval, making it clear they're for checking the dwgs against the original program req's & DD approval, not time to make changes b/c any at this time are extra services & could req a time extension | 4) "review completed const. & bidding docs w/ the client" - obtain the client's written approval to proceed to the bidding or negotiation phase |
| - cost issues 1) "update the DD budget to reflect any changes or development of details (including mech/elec)" - if there's significant variance from previous cost budgets, advise client immediately, then review w/ them & obtain approval before proceeding w/ const. docs | - scheduling issues 1) "determine what staffing is needed to complete the const. docs according to sch" - may be necessary to expand original sch b/c req's more detailed sch'g than oth phases/ to complete work on time bring in +staff or use a subcontractor to draft |
| - scheduling issues 2) "allow enough time at the end of doc. production to check for errors & correct them, as well as for reproduction" - when time runs short, checking for mistakes is often done in haste or not at all, avoid this at all costs | - coordination 1) review w/ the consultants any changes made during DD 2) supply consultants w/ the info they need on desired spec items like plumbing/ light fixtures, air diffusers, sprinkler heads, switches, etc & can include performance req's like color + appearance |
| - coordination 3) supply consultants w/ a template for desired spec format, including the #-ing system, pg layout, & to follow arch's spec's to avoid confusion 4) hold reg. meetings w/ consultants & exchange progress dwgs weekly or biweekly as needed | 5) verify that the working dwgs comply w/ bldg code req's which includes details, specified mat.'s, measurements, oth elements - prov. to ea. person working on const. docs a copy of the code checklist that was completed during the programming/ design phases |
| - records mgmt issues 1) doc. all decisions & changes made by the firm & client during the const. doc. phase 2) obtain written approval of the doc's from the client - when const. docs are complete: | 1) should be checked, ideally by someone outside the firm like a code consultant & allow time for this external review, otherwise can be someone in firm w/ the knowledge but hasn't worked on project -includes reviewing consultant's dwgs & spec's to ensure coord. (ch 46 & 47) |
| COORD. W/ REGULATORY AGENGIES 1) if bldg project req's approval from planning agencies or oth gov. bodies before design can begin, the PM: 2) the work req'd to gain approval may include: 3) gen. there is an approved procedure &: | 1) is responsible for guiding the owner's project thru the approval process 2) developing prelim site plans & land-use proposals, sketching prelim bldg designs, meeting w/ gov. agencies & neighborhood groups, presenting before regulatory boards 3) a set of application forms to be used |
| 1) the PM is responsible to check that: 2) this work req's additional (__) 3) if the bldg presents unusual design challenges, it may req: | 1) the application is complete & all info requested is prov. 2) fees bynd the normal fee for bldg design, arch must estimate time & costs needed & obtain client's approval 3) zoning variances or unusual bldg tech.'s or mat.'s |
| 1) ^ if bldg req's zoning variances or unusual bldg tech.'s/ mat.'s, the arch will have to work w/ (__) in order to: 2) sometimes a code consultant will be needed to: | 1) bldg officials or zoning regulators early in the pre-design phase to obtain their advice & approval for any deviation from zoning req's, or find oth means & methods of const. allowed by bldg codes 2) guide the project thru the code approval process |
| 1) as design develops, it's the PM's responsibility to cont. check that: 2) ^ sometimes this is more often done by: 3) the PM should also check the const. docs contain all info req'd by: | 1) req's of the bldg code & any state/ local regs are being met 2) someone in the firm especially knowledgeable in this area 3) the local authority having jurisdiction (see ch 47 for info commonly req'd on dwgs) |
| DESIGN PROCESS REVIEWS SUMMARY 1) main goal of a QC program is to manage project so original design objectives of client are achieved 2) ^ to achieve this, team must keep original project design assumptions in mind typ formalized in the program including: | 3) size + relationships of spaces, overall functionality of bldg, req's about bldg systems, mat.'s, finishes, sus. issues, gen. level of quality owner wants 4) design review can be achieved w/ checklists, reg. comparison to program, reg. client reviews & written approvals |
| *Practice Question -During which phase of a project should the project team review the code req's or interact w/ officials having jurisdiction? 1) end of CDs 2) beginning of SD 3) beginning of Programming 4) during a scope change 5) before the end of predesign phase 6) midway thru const. | #1 #2 #4 #5 Solution - During programming, a site hasn't been chosen. A predesign study should include a list of applicable local, state & fed. codes, req's, & regs. As site design is developed in SD phase, the local zoning, enviro, & historic req's should be incorporated. Scope changes should trigger a code check for relevant impact to original code assumptions. At completion of the CDs the project is sent to code officials for bldg permit review. |
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