32760991
Descrição
FlashCards por Kara Biczykowski, atualizado more than 1 year ago
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Criado por Kara Biczykowski
mais de 3 anos atrás
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| Questão | Responda |
| 1-4) fundamental aspects of practice mgmt include: | 1) deciding to accept a project or not 2) deciding on type of project delivery method to use 3) how to implement ea. of the possible project delivery methods 4) how to determine what types of practice methodologies will best meet the needs of the client & selected project delivery method |
| 1) what is one of the most important ways an arch. can reduce risk for the firm? 2) what are important factors in regard to the client when deciding to accept a project? 3) ^ when in regard to the firm? | 1) by making good decisions about which projects to accept or reject 2) whether the client's budget is sufficient to cover const. / prof. fees & reliability & reputation of the client 3) firm's current workload, how well project matches firm's type of work, if firm is qualified for work, feasible it is |
| 1) if client requests work the arch expects will exceed const/ budget/ prof. fees/ both, the arch. can: | 1) either accept a lower profit margin on the project to get exp. in a new project type or negotiate to reduce scope of project/ services/ or both - when these options fail the arch. should decline the project |
| 1) if a prospective client is unknown to the arch., investigating is important by means of: | 1) internet, reviewing trade journal indexes in client's line of business, doing a credit check, contacting oth. prof's who've worked w/ them, talking w/ client's business associates, vendors, & customers, history of work w/ design prof.'s |
| 1) if the client wants to use a nonstandard contract this means what & what should the arch suggest? 2) if owner insists on using a nonstandard agreement the arch should: | 1) it's prob written to the client's benefit, arch should ask why it needs to be this way & suggest using the AIA standard owner-arch agreement b/v it's coordinated w/ the AIA owner-contractor agreement which is beneficial during const. admin phase 2) have it reviewed by an attorney familiar w/ const. law |
| 1) be curious if the client is using bidding to select a design prof. b/c this can indicate: 2) find out if the client has a history of (___) w/ prof.'s, consultants, & contractors 3) what are some red flags to look out for w/ the client that can cont. to occur throughout the project's life? | 1) client is very concerned w/ costs & may be likely to file a claim to save or recover $ 2) litigation 3) unreasonably high expectations like w/ project sch, budget constraints, preconceived ideas about design solutions & products |
| 1) if arch. decides to accept a job, they first must negotiate an agreement w/ client that determines the: 2) if part of negotiations include developing a prelim design & const. sch to help determine project's feasibility & fees before complete owner-arch agreement is written, arch should: | 1) scope of work, fees req.'d, oth. aspects of contract 2) have this prelim agreement in writing, even a simple letter/memo to reduce potential risk |
| 1) if another arch. has been involved w/ project, new arch should: 2) in the AIA Code of Ethics & Prof. Conduct, an arch. may supplant/replace another arch but cannot: | 1) determine if any in/formal agreements remain/exist btwn owner & oth. arch & not accept work unless those agreements have been dissolved 2) be seeking to interfere w/ an existing contractual relationship b/c it's regarded as unethical & sometimes illegal |
| 1) "project delivery" specifically describes: 2) project delivery methods includes the selection of: | 1) the entire sequence of events that's needed to provide an owner w/ a completed bldg 2) ppl who will design/ construct the project, the est. of contractual relationships, some method of org. contractors to perform the work |
| 1) who is responsible for selecting the project delivery method (P.D.M.)? 2) what variables can affect choice of PDM 3) in a traditional owner arch relationship, owner hires arch & contractor to build project w/ arch acting as: | 1) the owner (esp. if they have oth const. exp.) but the arch. may be best to help evaluate many variables affecting choice 2) cost, sch, project scope, bldg quality risk 3) agent to owner looking after their interests, w/out any financial stake in project |
| 1) in a traditional owner arch relationship, the contractor agrees to: 2) in a traditional owner arch relationship (project delivery model), how do the contracts operate? | 1) provide mat's & labor needed to construct he project according to plans & specifications for a fixed price w/in a certain time period 2) owner has separate contracts w/ arch & contractor |
| 1-2) the project delivery method should be confirmed before when & why? | 1) when - the arch's agreement w/ the owner is made final 2) why - diff. delivery methods demand diff. levels of design/ detailing from arch. & determines extent or arch's involvement in project bynd design phase |
| PROJECT DELIVERY SELECTION FACTORS 1) why have owners traditionally chosen the design-bid-build method? 2) what is the downside to this method ^ in regard to cost? 3) bidding puts the contractor in the role of what to the owner & arch? | 1) b/c cost is important, this is to achieve lowest cost 2) risky, the bldg can end up costing more than the lowest bid 3) adversary b/c the owner/arch want a high quality project at a low cost vs the contractor who wants to win project & still make a profit on const. |
| 1) to achieve a low bid, a contractor will often: 2) a contractor may try to take advg of discrepancies/ambiguities in const. docs to force: 3) unless a project is well designed/ detailed & spec's are thoroughly written, a design-bid-build approach is: | 1) underestimate the req's of the project or base the bid on low-quality mat.'s & labor & try to make up costs in change orders 2) change orders that could be considered errors/ omissions & charged to arch. 3) risky for both owner & arch |
| 1) if owner wants to avoid a bidding process they can: 2) schedule is an important factor b/c: 3) why would any owner (private or public) be under pressure to complete a bldg as quick as possible? 4) scheduling pressure led to what? | 1) choose a diff. P.D.M. & negotiate a contract w/ a guaranteed max price 2) everyone loses on profit when a project is delayed 3) various things like min. cost of financing, meet certain move in date, get the bldg generating income sooner 4) fast-track method of const. |
| 1) projects can speed up quickly when using the fast-track method with: 2) what does project scope refer to? 3) what is the best strategy for large complex projects? | 1) multiple prime contracts & a const. manager as constructor 2) size & complexity of the project, & what is unknown about the project when the const. contract is signed 3) having a const. manager who org. multiple contracts (w/ or w/out a fast-track sch) |
| 1) when a project has many unknowns any P.D.M. may be employed using a: 2) quality can affect choice of P.D.M. b/c: 3) what is another way the arch can help reduce risk on a project? | 1) cost-plus-fixed-fee price from the contractor, w/ or w/out a guaranteed max price 2) project type ex civic bldgs vs a speculative office bldg don't always req the same quality which factors into time/cost 3) helping owner select correct P.D.M. |
| 1) what strategies can be used to help min. risks during design & const.? 2) additionally what can these strategies ^ do? | 1) using a design-build team, hiring a const. manager as advisor or constructor, or creating an integrated project delivery arrangement to remove adversarial relationships btwn arch/owner/contractor found in traditional design-bid-builds 2) avoid problems early in design/const. |
| 1-6) what are the 6 main types of project delivery methods? (see ch 49 for arch's preconst. responsibilities of various types of P.D.M.'s) | 1) design-bid-build (DBB) 2) const. manager as adviser (CMa) 3) const. manager as constructor (Cmc) 4) design-build (DB) 5) design-assist contracting 6) integrated project delivery (IPD) |
| DESIGN-BID-BUILD (DBB) 1) what is this type of PDM also called? 2) what is the arch's job in this approach? 3) what is used as the basis for pricing the project & awarding a const. contract? 4) how is a const. contract "awarded"? | 1) design-award-build b/c one of contractors bidding is awarded work 2) designs project, prepares const. dwgs & specifications 3) arch's const. docs 4) either competitive bidding or negotiations w/ one contractor |
| 1) while the selected contractor builds the project, the arch provides: 2) the owner has one or separate contracts w/ the arch & contractor? 3) what are the advg's of DBB? | 1) contract admin services 2) separate 3) roles are well defined, work proceeds linearly, coordination problems are min., contractual relationships are straightforward, owner can be quoted a fixed price before proceeding w/ const. |
| 1) what is the main disadvantage of DBB? 2) what type of problem can this disadvantage cause? 3) if the contractor isn't selected by negotiation, DBB often leads to: | 1) design phase must be completely finished before const. phase proceeds 2) if the owner needs the bldg quickly or if extended design/const. time results in higher financing costs 3) adversarial relationships btwn contractor & arch or owner |
| CONST. MANAGER AS ADVISER (CMa) 1) a const. manager can be either a const. contractor or independent 3rd party who acts as: 2) who hires the CM? | 1) the owner's agent like the arch w/out any financial interest in the project 2) the owner (outside of the arch's contract) |
| 1) what does the CM advise on? | 1) constructability of design as it's developed, provides early cost estimating & value analysis, completes project sch'ing, assists w/ contract negotiations, manages multiple const. contracts & fast-track const., makes early mat. purchases, sometimes gives a guaranteed price & completion date |
| -disadvantages of using a CM 1) b/c CM is hired before design work is finished there is no: 2) the mgmt structure is more: 3) how can these ^ disadvantages be reduced? | 1) competitive bidding on the cost of bldg the project which can mean higher costs for owner 2) complicated due to having one more person on the design & build team 3) if the contractor acts as CM |
| 1-4) if CM is an independent adviser which AIA agreements should be used? *Notes versions of these agreements exist for sustainable projects | 1-2) AIA Doc B132 & A132, (both->) "Standard Form of Agreement Btwn Owner & Arch, Const. Mnager as Adviser Ed." 3) AIA Doc A232, "Gen. Cond.'s of the Contract for Const., Const. Manager as Adviser Ed." 34 AIA Doc C132, "Standard Form of Agreement Btwn Owner & Const. Manager as Adviser" |
| -3 methods w/ a CMa for est. total const. cost of a project: 1) 1st- "fixed-price method" aka "stipulated sum or lump sum method" in which: | 1) the contractor gives the owner a set price for completing the project - here the owner is not responsible for cost overruns b/c they know price before project begins, but then cannot share in contractor savings |
| 2) 2nd- "cost-plus-fee method" w/ a guaranteed max price (GMP) in which: 3) 3rd- is "cost-plus-fee" w/out a: | 2) the owner pays the actual cost of const. (direct + indirect costs) plus a fee that is agreed on before const. begins, & the CM guarantees a max price & if project is completed for less than said amt, client receives cost savings 3) GMP (guaranteed max price) |
| FAST-TRACKING 1) this method is used when overall time for design & const. must be compressed so the const. processes can: 2) the arch & engineering docs are issued: 3) this method can be used w/ any PDM, but most often when: 4) it req's many what, but can reduce time & cost substantially | 1) begin before the design process is completed 2) in stages called "bid packages," ex- fnd const. dwgs can be completed based on DD dwgs & sent to bid even if arch is still working on interior finish design 3) a CM is involved 4) prime contracts & much coordination |
| AIA Doc A232 req's arch & CM to perform joint const. admin services like: 1) visiting the site 2) certifying applications for payment 3) rejecting work 4) reviewing submittals 5) investigating concealed/unknown cond.'s | 6) determining dates of substantial completion & final completion 7) issuing certificates of substantial completion 8) deciding matters of performance 9) reviewing RFI's (requests for info) from the contractor |
| -the CMa is responsible for: 1) scheduling & coordinating activities of contractor & oth. multiple prime contractors 2) facilitating communication btwn the owner & contractor | 3) preparing change orders & const. change directives 4) keeping the arch informed about any of these actions ^ |
| 1) the arch's const. admin services are sim to on a DBB but: 2) the arch's decisions on matters relating to aesthetic effect are: | 1) they must advise & consult w/ both the owner & CM & report to both any known deviations from the contract docs/ most recent const. sch/ observed defects/ deficiencies in work 2) final if consistent w/ intent of contract docs |
| CONST. MANAGER AS CONSTRUCTOR-CMc 1) here the const. manager is part of: 2) as a CMc method, there is a single agreement w/ owner that covers both: 3) b/c of the owner agreements, the CMc's services are divided into 2 phases: | 1) the contracting firm 2) const. mgmt services & const. services 3) preconst. phase & const. phase where portions may proceed concurrently in order to fast-track the process |
| 1) like the CMa method, in preconst. phase the CMc provides advice to owner on: 2) unlike w/ CMa, there are only 2 ways to price the project, either: 3) the CMc bases cost estimates & GMP on: | 1) constructability of the design, cost estimating, value analysis, scheduling, contract negotiations, early mat. purchases 2) cost of the work plus fee w/ or w/out a GMP - no stipulated sum option 3) partially completed docs, typ after DD phase is complete |
| 1) many CMc const. managers prefer the cost-plus-fee method w/out a GMP b/c: 2) this cost method allows the owner & CMc to monitor cost via periodic review of original estimate as project proceeds &: 3) this cost method also allows CMc to advise arch on: | 1) est. a GMP before all details, specifications, & dwgs are complete puts the CMc at risk, which is why this P.D.M. is also called "Const. Manager@Risk" CM@R 2) the fee to const. manager can adjust accordingly if scope of work changes 3) cost implications of arch's work as dwgs are finalized |
| 1) during the const. phase, roles & responsibilities of contractor & arch become what they are typ under: 2) if CM is also contractor diff. AIA agreements from DBB or CMa projects should be used including: | 1) "Gen. Cond.'s of the Contract for Const." AIA Doc A201 2) AIA Doc B133 "Standard Form of Agreement Btwn Owner&Arch, Const. Manager as Constructor Ed." 3) AIA Doc A133 & A134 "Standard Form of Agreement Bwn Owner&Const. Manger as Constructor where basis of payment is Cost of Work Plus a Fee w (133)/ or w/out (134) a Guaranteed Max Price" |
| 1) all AIA Doc's B133, A133, A134 are intended to be used w/ AIA Doc: 2) in addition to preconst., an arch's responsibility to provide const. admin services w/ a CMc begins when either (1-3): 3) what is the "control estimate" | 1) A201 "Gen. Cond's of the Contract for Const." 2) owner accepts CMc's GMP, woner approves CMc's ctrl estimate, owner issues a notice to proceed to the CMc 3) the sum of the CM's estimate of the cost of work plus the CM's fee |
| 1) the ctrl estimate est. the expected date of: 2) the ctrl estimate includes a list of: 3) during const. phase services, the arch must advise & consult w/: | 1) substantial completion 2) dwgs & specifications, oth items used by CMc in preparation of ctrl estimate 3) owner & CM |
| DESIGN-BUILD (DB) 1) in this P.D.M. the owner contracts w/: | 1) one entity (person or firm) to provide both design & const. services which then subcontracts portions of work to oth's |
| -forms of a design-build entity: 1) const. contractor w/ in-house design services 2) const. contractor collaborating w/ arch/ oth. design prof. via a joint venture or oth. project-specific legal entity | 3) a real estate developer subcontracting both design & const. services 4) any person/ firm legally permitted to do business as a design-builder where the project is located |
| 1) typ a DB entity is led by a: 2) how do arch's & engineers fit into the leadership of a DB? 3) who do the arch & engineer have agreements w/? 4) who coordinates efforts btwn contractor & arch? | 1) const. contractor 2) as an independent arch & engineer acting as consultants 3) the contractor not owner 4) design manager from contracting firm |
| 1-2) what are 2 other less common forms a DB entity can take? 3) what does it mean to form a joint venture to perform a DB? | 1) DB process led by arch w/ const. contractor & engineer as subcontractors 2) an organization w/ in-house capabilities for both design & const. 3) when a design & const. firm team up to create a project-specific legal entity that exists separately from individual firms & bears responsibility for project |
| 1) what must be understood before forming a joint venture? 2) in this P.D.M., the owner provides the design-builder w/: 3) the design-builder uses info provided by client to: | 1) legal, regulatory, & tax implications 2) set of criteria that est.'s owner's req.'s for the project 3) develop a prelim design & provide a proposed contract sum, & if accepted, together they execute the agreement |
| 1) DB method can be used for small, large, public, private projects but what may limit how a public project is completed? | 1) local or state laws & regulations can limit or ctrl how public projects are completed |
| DB ADVGS TO OWNER INCLUDE: 1) single source of responsibility b/c design & const. under one contract 2) all parties work together to give owner best value 3) skilled constructor gies advice early in design stages when time&cost saving measures can be implemented | 4) owner receives a fixed price early in process which is gen. lower than w/ oth project delivery methods 5) total time of design & const. is usually less than w/ more traditional approaches |
| DB DIS-ADVGS TO OWNER INCLUDE: 1) once contract signed, owner has less ctrl over design & const. than w/ oth PDM's 2) disagreements about what should've been included in design can occur | 3) DB entity has ctrl over quality of mat.'s & const. methods used & can sub lower-quality/ less expensive mat.'s/finishes to stay w/in budget |
| 1) in a DB method the owner is responsible for developing a set of: 2) & b/c of the abv ^, owners must usually have exp. w/: | 1) performance req's that act as a program for designers & constructors 2) bldg projects & be able to define/ state needs clearly & precisely |
| *AIA CONTRACT DOCS ORGANIZATION A-series- owner-contractor agreements B-series- owner-architect agreements C-series- other agreements (like joint ventures for professional services) | D-series- miscellaneous documents E-series- exhibits G-series- contract administration & project management forms |
| -for a DB project to be successful: 1) owner must be educated in unique aspects of this method or have exp in it 2) owner's project criteria must be clearly & completely stated which include bldg program, objectives for cost, time, design excellence, performance specifications, sustainable criteria, oth project specific req.'s | 2-cont.) clarity of criteria is important b/c design-builder uses it to develop a proposal, analyze costs, design the bldg 3) owner can hire a consultant to analyze project needs & develop a bldg program & statement of performance req.'s, a request for proposal (RFP), assist owner in eval., interviewing, selecting DB entity |
| -for a DB project to be successful: 4) best if key contractors like struct/mech engineers are selected early & involved in design process 5) contract that allows for adjustment in cost/time as project proceeds, even w/ a GMP is used | 6) b/c DB depends on all party cooperation, contract should provide a method of dispute resolution 7) forms of communication that allow for close working relationships btwn parties to be est. like BIM, location of party reps 8) trust & willingness to work together must happen to get best val. for price while meeting owner's req.'s |
| 1) what is the main AIA contract for a DB method? 2) what AIA contract is to be used if arch is hired as consultant/subcontractor? 3) when is no separate agreement needed for the arch? | 1) AIA Doc A141, Agreement Btwn Owner & Design-Builder 2) AIA Doc B143 Standard Form of Agreement Btwn Design-Builder & Arch 3) if the arch is already on the staff of the design-builder b/c they're the ones performing design duties req.'d by laws |
| 1) who is DBIA? 2) what does DBIA offer? 3) who does DBIA vs AIA agreements favor? | 1) Design-Build Institute of America 2) standard agreements that can be used for DB approaches 3) DBIA is more neutral where AIA favors the arch |
| OWNER'S RESPONSIBILITIES IN DB: 1) providing project criteria 2) assumes many const. contract admin duties normally performed by arch 2a) reviewing / approving submittals 2b) approving changes submitted by design-builder | 2c) visiting the site 2d) rejecting nonconforming work 3) certify substantial completion when using AIA Doc G744 Certificate of Substantial Completion for a Design-Build Project |
| 1) in regard to payment, the agreement btwn owner & design-builder can be based on: 2) AIA Doc A141 includes provisions for the: | 1) stipulated sum / cost of the work + a fee / cost of work + fee w/ a GMP 2) unit prices, allowances, assumptions on which a GMP is based |
| ARCH'S RESPONSIBILITIES IN DB CAN INCLUDE (BUT NOT NECESSARILY): 1) normal design admin services like design scheduling, consultant coordination, design presentations, assistance w/ submissions to govt authorities | 2) evaluation of project criteria provided by owner 3) normal design of project based on owner's project criteria 4) providing const. docs, including specifications (see ch50 for arch responsibilities during const. admin) |
| 1) what is the "bridging" method 2) w/ this method the owner hires an arch or engineer (AE) to be: 3) the AE acts as: 4) the AE relieves the owner of what responsibility? | 1) a variation of DB approach, combines advg's of traditional DBB & DB approaches 2) the project manager 3) adviser & works w/ owner to develop project req's that's used to select the design-build firm 4) developing project criteria - (nickname "criteria arch") |
| 1) the AE sometimes works w/ public & private groups to: 2) what does the AE help develop early in the project & why? 3) when a design-build firm is selected at bidding they take over: | 1) gain needed approvals for project 2) prelim scope dwgs & specifications so design-build firms interested in bidding understand extent of project & owner's intent 3) the AE's job to produce final, detailed const. docs |
| 1) the AE will review the final docs on behalf of the owner to ensure design goals are met, but are not what? 2) the design-build firm then uses final docs it's prepared to what? 3) bridging is based on the idea that the design-build firm is in best position to: | 1) legally responsible for docs 2) secure necessary permits, review submittals, construct the project 3) work w/ manufacturers, subcontractors, oth suppliers to determine best way to construct project at lowest possible costs but still meet owner's req.'s |
| 1) what do owner's see as the advg's of bridging? | 1) someone to rep their interests for whole process & still have competitive bidding, a fixed cost, & single-source responsibility for const. |
| DESIGN-ASSIST CONTRACTING 1) summarize ^this project mgmt method 2) this method is based on the assumption that sometimes subcontractors, trades, product suppliers are more: | 1) specialty subcontractors or trades are included early in design/const. doc phases to help w/ development of complex or unique portions of the bldg 2) knowledgeable about their portions of the work than arch or gen. contractor -ex a unique ext. cladding system |
| 1) in this method, details & spec's of areas can be: 2) the owner must develop a: 3) the arch must help w/ developing req.'s of: | 1) shared w/ gen. contractor/ subs whose work will be affected & can also be incorporated into the arch's const. docs 2) clear statement & scope of work w/ a budget & sch 3) the work & selection of best subcontractor to meet design, budget, sch req.'s |
| INTEGRATED PROJECT DELIVERY (IPD) 1) here all participants collaborate closely from project's conception until move-in, theory being that: 2) what is the key difference in IPD from a DB method? | 1) the best design & most efficient & cost-effective bldg will be produced when everyone works together thru the whole process to avoid adversarial positions 2) the owner has multiple agreements w/ independent design/ const. firms vs one agreement only |
| 1) in IPD who starts working together at project conceptualization, aka "predesign" 2) IPD depends heavily on: 3) what is the effect on timelines since more participants are involved? | 1) owner, bldg users, arch, engineers, contractors, subcontractors, suppliers... 2) tech, communication, integrated bldg info model (BIM) that all can access 3) early design phases may take a bit longer than traditional approaches, but implementation docs/ agency review/ buyout phases are shorter = shorter total project delivery time |
| PHASES OF IPD: 1) conceptualization (pre-design) 2) criteria design (schematic design) 3) detailed design (design development) 4) implementation docs (const. docs) 5) agency review | 6) buyout (bidding from participants not included in the integrated team) 7) construction (const. admin) 8) closeout |
| 1) what does the "MacLeamy curve" rep? 2) what are the advg's of IPD? 3) which AIA doc addresses IPD aspects like compensation, legal responsibilities, tech standards? | 1) how IPD places more design effort earlier on when there's a greater ability to affect costs & functional aspects of bldg 2) better design/ shorter project delivery time/ lower project cost/ quality const./ fewer problems during const. 3) A295 Gen. Cond's of the Contract for Integrated Project Delivery |
| 1) thru AIA docs, what are the 3 ways to est. contractual relationships btwn primary participants in IPD? 2a-c) "transitional forms" are modeled after existing CM agreements including: | 1) w/ transitional forms, w/ a multi-party agreement, w/ a single purpose entity 2a) AIA Doc B195 Standard Form of Agreement Btwn Owner&Arch for IPD 2b) AIA Doc A195 ^ " " Btwn Owner & Contractor " " 2c) AIA Doc A295 Gen. Cond's of the Contract for IPD |
| 1) what is a "multi-party agreement" 2) ^this type of agreement is governed by AIA Doc: | 1) single agreement executed by owner, arch, contractor, oth key project participants for the design, const., commissioning of a project 2) C191, Standard Form Multi-Party Agreement for Integrated Project Delivery |
| 1) what does the IPD multi-party agreement outline & encourage? 2) an IPD project is managed by: 3) what does an IPD project executive team provide? 4) ea. team (#2&3) consists of: | 1) a collaborative working relationship that encourages parties to meet cost & performance goals they jointly est.'d 2) a project mgmt team 3) a 2nd level of project oversight & conflict resolution 4) one representative from ea. major party in agreement |
| 1) a "single purpose entity" (SPE) is an: 2) an SPE is a complete sharing of: 3) what type of projects is an SPE for IPD typ used? | 1) independent limited liability co. newly created for the sole purpose of planning, designing, & constructing a particular project 2) risk & reward in a fully integrated collaborative process 3) large & complex projects |
| 1) AIA Doc (__) is used w/ SPE 2) ^this agreement req.'s the SPE to contract w/: 3) once project reaches const. phase, the arch's const. contract admin roles/ responsibilities are sim to AIA Doc: | 1) C195 Standard Form Single Purpose Entity Agreement for IPD 2) an arch who will become a member of the SPE for planning, design, const. contract admin, oth necessary services 3) A201 (see ch 49) |
| PRACTICE METHODOLOGIES 1) "practice methodologies" are the various 2) methods chosen depend on: (read ch: 4, 5, 10, 46, 49, 50) | 1) approaches an arch firm may use to complete various aspects of a project like design, documentation, coordination 2) expertise & size of staff, overall firm philosophy, how the firm is org. as a business, tech. to develop designs, how firm produces dwgs & specs |
| DESIGN METHODOLOGIES 1) firms can be design-based w/ concentration on developing solutions to problems unique & identifiable w/ firm: think starchitect w/ distinct style - conceptual design by principal & project managers & team develop & implement concept | 2) firms can be specialists in complex bldg types like hospitals, airports, labs - these firms look for projects demanding expertise & they can deliver quickly & inexpensively, be efficient w/ design & production, solutions can be repeated, staff can be inexp.& less $ supervised by a few senior project managers |
| 3) some firms are generalists, so principals & staff need a broad range of exp b/c new bldg types can req. more time & effort which can strain fee budget & resource, cause wide swings in staff employment from changed in marketplace -this can be good tho b/c firm more adapted to move btwn markets, staff more flexible, can always hire a specialist bldg type consultant | 4) a firm specializing in a few bldg types or wanting to max. efficiency will set up w/ a departmental office org. -project moves thru ea. dep. in overall design & production process & individual specialist aply their expertise at ea. stage (design based firms can also use this method once principal has dev. design) |
| 5) generalist & specialist firms often use studio office org. where most design & production for ea. project is the responsibility of a single group of employees (some larger offices have studios specializing in certain bldg types) | DOCUMENTATION METHODOLOGIES 1) methods used to doc. a project & generate const. dwgs & specs can affect productivity & profitability of a firm 2) once project reaches const. doc phase, only a few computer-aided drafting (CAD) programs are available: 2D drafting or 3D bldg info. modeling (BIM) |
| 3) some firms elect to "outsource" portions of work on project-by-project basis - this is the practice of contracting w/ another co. for the production of a certain part of the arch's work product -it can be an economical way to produce const. dwgs, manage fluctuating workloads, reduce production time, take on more work, but req.'s add. mgmt | 4) for specifications, firms either hire services of a spec-writing firm or subscribe to a master spec system & use system's software to make docs inhouse -some large firms have own spec writers 5) spec guidelines (ch49) should be followed, arch always bears final responsibility for content of spec's & their coordination dwgs |
| CONSULTANT COORDINATION 1) one of arch's most important pre-design tasks is to assemble & coordinate a team of prof. consultants to work on project 2) services expected from ea. consultant must be determined w/ advice of consultant & approval of client | 3) contractual agreement btwn consultant & arch or owner must be determined a) if owner contracts directly w/ consultant, they assume all responsibility for coord. arch's work w/ consultant's work b) if arch contracts consultant directly, then it's the arch's responsibility to coord |
| b cont.) here arch holds primary contract w/ owner, receives all payments, responsible for paying consultants their shares of total fee -typ to include a "pay when paid" clause in contract stating consultants will be paid when the owner pays to avoid problems | 4) the arch is responsible for informing consultants about the applicable code req.'s & any design decisions that can have code implications 5) arch is responsible for understanding any design decisions the consultants make that will affect portions of the arch's work |
| 1) typ objections arch's have for working w/ non-engineering consultants is that it's: | 1) more time consuming & lessens ctrl & immediate contact that mgmt would have if done in house, however clear agreements & good coord. can overcome this |
| TECH. FOR WORKING W/ CONSULTANTS 1a) create list of reliable ppl in area w/ several contacts for ea. type of work in case 1st choice is too busy 1b) research/interview before needs arise to allow time to choose & make needed agreements 1c) include costs for this work in initial project budget | 2) check ref. & past work before hiring a consultant, speak w/ colleagues @ oth firms, only a small % will be appropriate for the project work 3) plan & outline the work needed before giving it to the consultant; = better coord. & less risk of omissions |
| 4) est. a lump-sum contract price for work that's to be outsourced like when creating dwgs or specifications (this helps to develop a project budget), be explicit in written agreement of extent of work & quality | 5) set up a strict sch of progress meetings, methods of communication, & reviews to ensure deadlines are met & catch problems early 6) arch must still ctrl overall coord. & review all consultant's work (NOT an extra effort!), review would still happen even if in house |
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