Project Planning and Management

- Project Manager vs. Partnering (stakeholders/heads participate in decision making—

shared responsibilities but hard to control day to day)
- Project Manager should have daily contact with: Contractor, Regulatory Agencies, Firm
Principles, Client, Project Designer, Staff and Consultants.
- Possible Responsibilities of a PM:
o Marketing Efforts
o Writing Proposals/Fee Estimates
o Contract and Agreement Prep
o Assembling the Team
o Outlining a project schedule.
o Hiring/Organizing Consultants
o Schedule Meetings
o Resolve Conflicts
o Be main point of contact
o Document everything
o Cost Estimates
o Help Collect billing
o Close out jobs
- Software is often used by the PM to:
o Project fees and time
o Track fees and time
o Track consultant costs
o Schedule work within the office
o Generate invoices
o Maintain project documentation
o Track construction documents like change orders
o Maintain individual project info
o Keep project address book

Assembling the Project Team

- There’s typically two teams:
o Overall team involved in the project (where arch firm is a part)
o The group of people assembled in the arch office
- Typically a proposal will outline key players in architect’s office and major consultants
- Office organization will depend on team (horizontal=departments) (vertical=studios)
- When assembling a team, the PM needs to consider:
o Type and Complexity of Project (requiring new experience)
o Size of Project
o Staff availability
o Experience Levels
o Billing Rates
o Personalities
- Building Systems includes mechanical, electrical, plumbing, fire protection.

Scheduling the Project

- Bar Chart (Gantt Chart)
o Has tasks or activities
o Listed in chronological order
o Dependencies
o Time vs. Activities needed to complete project
- Critical Path Method (CPM)
o Most common to construction
 o Graphically shows all tasks needed to complete a project
o Shows sequence of tasks
o Shows each task duration (w/ earliest and latest start dates)
o Dependencies are shown by dashed arrows known as dummies
o Solid arrows represent tasks
o Each tasks beginning and end is represented by circle
o Bold lines show the critical path (dates that must be hit for project to end when
needed)
o Float is given for non-critical tasks that can start within a certain time frame (AKA
float)

Creating a Work Plan

- A work plan is a detailed project schedule assigning staff and resources and breaking
down tasks into all components
- Needs to be done early
- Also outlines how the project fee will be used for profit, overhead, expenses, staff
members…because of this, the work plan is often referred to as a “fee projection”
- A good work plan will include:
o The scope of services in the agreement (if client wants more, charged more)
o Breakdown of services into phases and individual tasks (the meat of the plan)
o Dependencies (where one task cannot start before the other is finished)
o Milestones (markers of progress)
o Staff needed to do the work
o Allocation of time and fees for each task (crucial for project monitoring)
o Consultant work/fees and their schedules
- The work plan is complemented by a schedule, most often presented in the form of a bar
chart
- The level of detail of the work plan is dependent on its complexity
- Needs to be detailed that work can easily be understood and tracked.
- Makes enough sense for staff to understand what they’re doing and hit progress dates
“complete outline specifications”

Assigning Fees
Top Down Approach
- Estimate total fee to complete the project ( % of construction cost, cost per sf, building
size/type compared against historical data).
- Estimated fee should include direct and indirect labor, consultant fees, non-reimbursable
and contingencies
 - Once fee is established, PM will allocate it to various phases.
- Rule of thumb: schematic design 15%, design development 20%, CD’s 40%, bidding 5%,
construction admin 20%. Consultants 35%.
- Total working fee – fee available to pay people after subtracting profit, consultants and all
expenses.
- Will also calculate how much hours, how many personnel

Bottom Up Approach
- PM separate project into tasks and then estimate how long it takes per each task.
- Total fee is calculated by assigning an employee and multiplying by their billing rate.
- Combining the two approaches to ensure the estimate jives.
- Bottom up approach is generally more accurate.

Monitoring the Project

- Compare time sheets and used hours to take corrective action if need be (project
monitoring chart)
- Full wall schedule – bring in entire team, let them choose how long it will take, show fixed
dates.

Design Office Staff Coordination

- People business, need a PM who motivates
- Here’s how to be more personable as a PM:
o Communicate: work assignment, instructions, rewards, punishment, social
interaction.
o Always clarify expectations: outline task, time and results.
o Outline problems: what is the issue, my thoughts, what I need, here’s when I
need it, here’s how much I can pay.
o Don’t give responsibility to an employee who does not have authority to make
decisions.
o Be sensitive to the manager-subordinate relationship.
o Stay calm when people get angry. This is a symptom of a problem, not a
personality trait.
o Commit to resolving problems as they occur.
o Provide ways for staff to grow and advance.
o Give recognition when it’s due. Give praise publically.
o Evaluate the performance of staff.
o Open communication amongst team members.
o Model the behavior you want to see.
o Don’t shut the client out.
o Direct client’s interest where their input is most valued. More analytical, help with
programming. More broad—involve them with DR and presentations.
o Establish an environment where initiative is encouraged. Boost Morale.

Consultant Coordination
- Involve as early as possible.

Techniques for Daily Project Management

- Project Notebook containing:
o General Reference (project directory)
o Contracts (agreements, work authorizations)
o Fees and Schedules (prelim schedule, detailed schedule, time projections, fee
budgets, task assignment and financial management report summaries.
o Programming: goal statements, program summary, code/zoning, special
equipment or other special needs
 o Budget: Overall, Construction, Furnishing, Special Items and Updates
o Job Communication: Major Correspondence, Meeting Minutes, logs, DR notes,
transmittal, written approvals
o Construction administration: shop drawings, minutes from job conferences, site
visits, bulletins, change orders, field orders, test and site observation reports,
applications and certificates of payment.
o Close out and follow up: punch list, cert of sub. Completion, summary of
construction cost, expenses, reports for testing and balance, commission reports,
comments, evals for consultant and notes for follow up visits.

Meeting Tips:
o Every meeting to have clear agenda/purpose. In advance! Items to be discussed,
decided or accomplished.
o Don’t schedule unless totally necessary—conference call instead?
o Invite those needed
o Arrive Early
o Reminder Email
o Shift Meetings if lots to discuss
o Have someone take notes or record (ask permission)
o Stick to time frames, have a short break in between.
o Organize notes, send out meeting minutes asap (include decisions,
accomplishments, action items. Use Template
o Set a date immediately if follow up meeting required.
o Stand-Up Meetings to cut time. Or Just before lunch/end of day.

Project Perfection Syndrome:

o Where to cut off.

Contracts
AIA Contracts
- Standard Owner/Architect Agreement
- Owner/Architect Agreement for Sustainable Projects
- Owner/Contractor Agreement
- Owner/Contractor Agreement for Sustainable Projects
- General Conditions of the Contract
- Supplementary conditions of the Contract
- General Conditions of the Contract for Sustainable Projects
- Architect/Consultant Agreement
- Architect/Consultant Agreement for Sustainable Projects

Owner-Architect Agreement (B101)

Architects Responsibilities
o “Standard form of agreement between owner and architect”
o Includes provisions and scope of services: basic services and additional services
(LEED, programming…etc)
o Article 1, Initial Information:
 Architect and Owner to provide known items about the project: objective,
site program, physical, legal, time parameters, key personnel.
 Can use G612, “Owner’s Instruction to the Architect” for reference.
 Notes that information may materially change.
 Encourages early communication.
o Article 2, The Architects Responsibilities:
 Standard care paragraph
  Expeditiously.
 Can’t compromise judgment by activities or employment (ethical
standards).
 List and agree on insurance. Typically: general, auto, workers comp and
professional. Owner reimburses architect for additional coverage
needed.
o Article 3, Basic Services:
 Struc, Mech and Elect Services by the architect—must coordinate.
 Trusts info from owner/his consultants is accurate.
 Must notify owner in writing if something is incorrect from consultant
hired by owner.
 Once signed, architect to provide schedule for owner to sign off on.
 Time of owner’s review, performance of owner’s consultants and
approval by owner.
 Once signed, times cannot be exceeded.
o Other Provisions of Article 3:
 Asks to consider environmentally responsible design choices.
 Project Admin Services: Consulting, researching, issuing progress
reports, minutes…anything to keep the owner informed.
 Evaluation of budget and cost of work: must prepare estimate and refine
as project progresses. Owner must work with architect. These represent
professional judgment. Only contractor can generate actual prices.
 Evaluation and Planning Services: Take in project scope, budget, time,
quality and notify owner of impactful considerations.
 Design Services: 5 typical tasks, owners approval at each end. Architect
is not providing legal services. Not a party to the owner-contractor
agreement.
 Construction Procurement Services: Assist owner in obtaining
competitive bids. Architect acts as an agent to owner. All construction
admin phase.
 Contract Administration Services: must make site visits
 The architect is not responsible for: safety precautions, means of
construction, or building techniques. (unless specified means in a201:
General Conditions of the Contract for Construction).
 Owner and contractor communicate through architect.

Owner’s Responsibilities
o Inform of program, schedule and budget and pertinent project info.
o Land surveyors, either by self or furnishing consultant to architect
o G601: Request for Proposal: Land Survey.
o Geotech report: G602: Request for Proposal: Geotechnical Survey
o Whatever else may be required by law/jurisdictions
o Insurance, Legal and Accounting Services needed for project

Terms and Conditions of the Contract

o Instruments of Service: drawings, retain all common law, belong to architect but
they give a license to use to owner, terminated as required, complete.
o Waiver of Consequential Damages: both owner and architect wave damages
from a breach of agreement
o Hazardous Materials: architect has no responsibility
o Third Party Claims: Section 10.5, supports privity of people in contract are the
only ones who can sue (architect, owner)
o Causes of Action: Action taken against other party done so in legal time frames
(10 years after sub completion) statute of limitations/repose, from time of
discovery + 5 years
 o Waiver of Rights: Waiver of subrogation, waiver of damages covered by property
insurance. Arch/Owner can’t sue each other, insurance companies cant sue
them for what’s been lost and paid out by insurance.
o Right to Photograph: in writing.
o Termination: 7 days written notice. Same if owner doesn’t pay—issue notice. If
owner terminated, architect still gets paid.

Cost of Work
o CoW: Cost of labor and materials furnished by owner/designed by architect,
management, overhead and profit allowance. Figured at current market rates.
o Does not include professional fees, land costs, financing costs, land surveys etc..
o Architect must adhere to owner’s budget but can’t promise in initial design
o If lowest bid is high: increase budget, authorize rebidding/renegotiating,
terminate, cooperate with architect to revise scope or quality, implement mutually
acceptable alternative.
o If revised project, can’t pay architect more.
o Architect suggest to owner to hold money in reserve.

Additional Services
o Article 4 B202-B253
o Programming, preparing measured drawings as builts, BIM, landscape design,
interior design, on site project representation, post occupancy evaluation,
security evaluation, planning, LEED, other certification and historic preservation.
o Not automatically listed unless specified in arch scope and given fee

Additional Services not in agreement

o 4.3.1 If architect notices that services are needed, he must notify owner promptly.
Owner has to give authorization before proceeding.
 Previous instruction from owner
 Material changes in project
 Extensive environmental design
 Changes to instruments of service due to code changes.
 Preparing info for owners consultants
 Alternate bid requires info for owner
 Attending public meetings
 Dispute resolution
 Evaluating qualification of bidders
 Assisting IDM (if not architect)
o 4.3.2 additional services to avoid delays architect decided are needed. Owner
needs to approve in writing. If not approved, doesn’t compensate architect.
 Reviewing contractor’s submittal out of sequence
 RFI where info is in CD’s
 Change orders that require eval of contractors proposals
 Evaluating extensive number of claims
 Evaluating substitutions provided by owner and revising cd’s
 Providing construction phase services 60 days or more after expected
date of substantial completion.

Owner-Architect Dispute Resolution

o Article 8- before each party sues, mediation must take place with a neutral third
party (American Arbitration Association).
o No resolution can be held before at least 60 days from when mediation was filed.
Parties share cost in mediation. Cannot seek other dispute resolution until
mediation fails.
 o Need to put in contract how disputes will be handled: arbitration (formal, legally
binding without litigation)

Compensation Method
o Article 11
o Stipulated sum (fixed fee) paid out in percentages for different phases. Architect
must accurate estimate this. Does not include reimbursable—billed separately.
o Cost+Fee: Actual cost of getting the project done + profit (salaries, benefits,
direct expenses, overhead)
 Multiple of Direct Personnel Expense Approach: Hourly (Cost of
employee times a multiplies 2.5)
 Multiple of Direct Salary: (net multiplier method) larger multiplier to
provide for benefits.
 Hourly Billing Rates method: simple. Can have a “not to exceed $”
o Percentage of Construction Cost: fee based on cost, old approach, takes same
amount of time to design difficult versus not difficult
o Unit Cost: SF, per home

Sustainable Project: B101SP

- A201 SP
- C401SP (Consultant)
- D503 (Sustainability Plan)
- B214 ( Standard form of Architecture Services: LEED)

Sustainability Process
- Owner needs to set a sustainability goal (LEED Certification)
- May be voluntary or need to meet code
- Architect to explain cost implications
- Before the end of Schematic Design or at programming, host Sustainability workshop to
confirm objective, establish goals and expectations and discuss possible measures
(design or construction element, use operation…whatever confirms achievement
- Sustainable Measure – specific element, post occupancy use, operation,
monitoring/maintenance that measures objective.
- Also review budget
- Architect prepares sustainability plan (AIA D503), describes the below and submits for
approval. Will need to incorporate into drawing/specs/project manual….:
o Sustainable Objective
o Measures to achieve objective
o Strategies used to implement sustainable measures
o Associated responsibilities of architect, owner, contractor.
o Details about design reviews.
o Testing required to verify achievement
o Sustainability documentation required for project
o If the objective is certification through a certifying agency (LEED, Green
Building..) you need to form a spread sheet that lists:
 Sustainable Measures used to achieve objective
 Potential and expected value of each credit from agency
 Responsible party, implements measure or just there for support?
 Detailed description of implementation strategies selected to achieve
measures, DR and testing details and documentation required.

Additional Responsibilities of the Architect:

- If architect expects items to not perform, discuss with owner, put decision in writing, this
way architect is not held liable for poor performance.
- Incorporate Sustainability design into all parts of the project.
 - Keep owner informed: progress, changes
- Register product if needs certification, owner must agree to submit first in writing
- Architect acts as an agent to owner with certifying agencies, reimbursable expense for
filing

Owner’s Responsibility
- Provide any information requested by architect (design drawings, records, operation
manuals, building operating cots, historical data, repair records)
- Comply with requirements of certifying authority as it relates to
ownership/operation/maintenance, may need to submit utility bills
- Prosecuting authority if certification/application is awarded and later revoked
- Provide services of commissioning agent, unless architect is being paid to do so

Owner-Contractor Agreement “AIA A101” Typically, the stipulated sum

- This document will assign work to the architect
- Variations of this contract are usually based on methods of compensation
- Contract Documents Include:
o Agreement
o General conditions of the contract
o Drawings
o Specifications
o Addenda
o Modifications
o Other listed documents (special conditions, change orders, amendments)
- Basic Provisions
o Description of work, time of commencement/end, sum
o Article 2: “Contractor to execute work of the specs and CD’s.”
o Article 3: “Date of Commencement and Substantial Completion” ie: Contract
Time—can be shown as start date or whenever GC receives notice to proceed
o Liquidated Damages for time past contract date/ Bonus for early completion
o Article 4: Contract Sum: Amount of pay
- Progress Payments
o Article 5 covers how owner will pay contractor.
o Usually Months, based on how much complete. Storage of materials. Approval in
Writing
o Contractor must submit application for payment to architect, architect
recommends payment
o Progress vs. Final Payments
o Phases done: Mechanical, electrical
o Retainage (10%) is withhold until house done.
- Owner/Contractor Dispute Resolution:
o Article 6, architect is the initial decision makes (IDM), unless owner chose
someone else and specified in contract. Architect reviews claims.
o Within 10 days, architect must:
 Request additional info.
 Reject the claim in whole or in part
 Approve the claim
 Suggest a compromise
 Claim IDM is unable to resolve
o If IDM reaches a decision, it is binding but subject to mediation. If mediation fails,
binding to dispute resolution. Method must be specified in contract.
- Enumeration of Contract Documents
o Lists all applicable contract documents.
  A101
 A201
 Supplementary Conditions
 Specifications
 Drawings
 Addenda
 Additional Docs as needed
- Compensation Methods:
o Stipulated Sum (always for competitive bids)
o GMP- Owner receives cost savings, if over, contractor pays
o Cost+Fee: Actual Expense Plus fee, allows construction to begin before design is
complete. Target price
o Unit Prices. Most likely a portion of the project, not the whole thing. Excavation
projects. Evaluates cost consequence of making a change.

General Conditions of the Contract for Construction (A201)

- General Provisions:
o Instruments of Service: tangible/intangible creative works of the architect/ his
consultants
o If parties transmit data digitally, protocol must exist.
o Contract Documents consist of:
 Agreement between Owner/Architect
 Conditions of the Contract (General , Supplementary, Special)
 The Drawings
 The Specifications
 Addenda Issues before the contract is executed
 Other Documents listed in the agreement
 Modifications issued after the contract is executed.
 Do not include bidding documents
 Contract Documents DO NOT create a contractual relationship between
anyone other than owner/contractor.
o The Owner (Article 2)
 Have the responsibility to furnish evidence that financial arrangements
have been made, should contractor request it only if owner fails to make
payments, a change made changes sum, contractor has concerns for
owner’s ability to pay.
 Owner must give contractor information to file for a mechanics lien (legal
title and legal description)
 Mechanics lien for failure to pay
 Owner must pay for approvals and permits for permanent or existing
structures(everything after execution of contract is contractor’s
responsibility)
 Owner must supply a copy of CD’s and any other information he has
about the site
 Contractor is entitled for all information owner has about property
 Contractor fails to correct work, owner will ask to stop work until
corrected has 10 days from written notice to correct issue)
 Owner has right to carry out work and still hold right to follow litigation
 If extra money to fix problem, architect must approve owner’s estimate of
time and money to be subtracted from contract sum.
o The Contractor (Article 3)
 Carries out means of construction unless specified by architect
 Observe site conditions and take field measurements if necessary
 Not responsible for CD errors unless he noticed and failed to point out in
writing.
  Contractor not responsible for CD’s matching code, but if notices issue
and continues, he is responsible for work.
 Other Responsibilities:
 Substitutions under the approval of owner, eval by architect and
change order
 Warranties for good quality, free of defects and conforms to CD’s
 Construction warranty for one year
 Permits, fees and taxes (sales and consumer use) paid by
contractor
 Concealed or unknown conditions (must notify architect in writing
within 21 days) –architect to decide what to do, how it increases
time/sum
 Burial, Wet Lands – stop work, owner to get ok from authority,
contractor can request more Money/time
 Allowances for materials whose costs are not yet known
( includes cost of item, transport and taxes only) if cost of
material is different, need change order. Does not include
unloading/handling/installing the item.
 Construction schedule – keep updated, conform to it.
 Record documents- field copies with marked differences,
architect to specify method of keeping in Div 1 of specs.
 Submittals aka shop drawings, for eval by architect
 Design services (design delegation) allows for performance
designation for product and building assemblies. Shoring
designed by engineer. Used when there’s no architect. If
architect exists, need to provide design criteria to contractor.
 Indemnification – hold harmless architect, owner all members of
architects project team, to indemnify is to secure against
loss/damage. Protects owner/architect if someone is injured at
the expenses of the contractor’s negligence.
o The Architect (Article 4)
 Site visits to check progress
 Reject work orders that do not conform, does not establish duty to
contractor
 Cant stop work, must notify in writing of issue to owner/contractor
 Reviews shop drawings for conformity to design—not accuracy.
 Can prepare minor changes in work (architect authorization only) if it
does not affect time/money
 Architect decided on contract performance
 Architect has final say over aesthetics.
 Review and respond to RFI’s.
- Construction by Owner or by Separate Contractors
o Right to construction, right to award contracts
o Coordinate, schedule, storage
o One contractor can request more $ if another forces delays/damage
- Changes in the work
o Change order: written by architect, signed by all three. Shows extent of change
and how it affects time/money.
o Construction change directive is agreed upon by architect/owner. Contractor acts
upon it even if he doesn’t agree. Change Order comes later when price/time are
knowns.
o Minor change in the work ordered by architect alone. Doesn't affect
time/cost/intent. Submitted in writing.
- Time
o Contract time is established starting date- date of substantial completion
- Payments
o Contractor must make monthly applications for payments based on
percentage/schedule . Architect reviews. Issues certificate to owner for payment.
- Liens
o Mechanics Lien is a common method for architect/contractor/material supplier to
gain payment
o Only released in foreclosure.
o Section 9.10 “ General Conditions of the Contract”
o Contractor to provide an affidavit of payment and a release of waiver leins.
o Timeframes vary by state.
- Protections of Persons and Property
o Article 10, Contractor is responsible for safety unless cause of architect
o Contractor is responsible for his employees, other people affected by work, work
itself, property at the site or adjacent to it.
o Hazardous materials, contractor to notify in writing, work stops
o Owner pays out to remove hazardous materials
o Work resumes upon written agreement of owner/contractor
- Insurance and Bonds (Article 11)
o Owner/contractor must carry insurance for duration of contract
o Architect cannot advise
o Contractor to carry insurance, and add architect/owner to list
o Contractor to carry workers, bodily injury or death, damages to work, personal
injury, motor vehicle and contractual liability
o Specified in contract for amount or whats required by law (whatever is greater-
maximum)
o Architect to write a letter to owner reminding them of the need for insurance
o Architect to carry certificate of insurance for contractor on file ( not issue pay until
this has been provided)
o Owners insurance to be for full value of work (contract sum+ modifications),
architect to keep on file and help draft contract (protects against fire, theft,
vandalism, hazards)
o Owner may ask of a surety bond from contractor (aka contract bond)
o Surety(contract bond - bond company) obligee (owner) principle(contractor)
- Uncovering and Correction of the Work
o If architect needs to inspect, but contractor covered, must uncover at no
additional cost
o If issues are found, contractor pays, if none, owner pays
o Contractor must correct work if architect rejects work
o Contractor bears costs for corrections
o If issue continues to exist/exists at warranty, owner requests contractor to fix or
will fix himself
o Owner may choose to leave as is, lowering final sum so long as its to code.
- Termination or Suspension of the contract (Section 14.1)
o If work has stopped for 30 days, contractor can terminate contract.
o Other causes of termination:
 A court Order
 Act of government
 Architects failure to issue certificate of payment
 Owner’s failure for payments
 Owner’s failure to five proper evidence for financial arrangements
o Can also terminate if work has been repeatedly delayed for a total of 120 days
within 1 year.
 o Owner can terminate if contractor failed to supply enough skilled workers or
materials, fails to pay workers, disregards laws or breaches contract (architect
must certify)
o In ALL cases, 7 days written notice must be given.
- Claims and Disputes (Article 15)
o Claim initiated by giving written notice to both the other party and IDM
o Within 21 days of event or 21 days from discovery, whichever is later
o While resolved, work and payments must continue
o IDM->mediation->binding resolution
o Claims can be made only for direct damages (repairing defective work or
completing unfinished work)
o Cant be made towards consequential or indirect damages (contractor/owner
agreed to waive these claims) (Owner: rental, loss of income, profit, business,
reputation, management or employee productivity) (Contractor: office, staff,
financing, business, reputation, loss of profit arising directly from work)

General Conditions of the Contract for a Sustainable Project (201SP)

- Used w/ B101 SP, A101 SP, C401 SP, D503 (Example of a Sustainability Plan)
o In addition to 201, gives terms such as sustainable measure and certifying
authority
o Owners Responsibilities: In addition to 201, perform sustainable measures that
are specified in the sustainability plan and comply with requirements of certifying
agency (can include maintenance, operation and ownership).
o Contractor’s Responsibilities: perform sustainable measures, if it’s noticed that a
condition will affect the success of sustainable measure, must meet to remedy.
 Not in his responsibility to ensure CD’s meet certifying authority reqs
 If he wants to make substitution, must identify all things affected in
writing
 Complete any sustainability documentation required by the plan. Like
documentation after substantial completion.
 Construction Waste Management/ Disposal plan to owner/architect
- Supplementary and Special Conditions of the contract
o Each job is different, not everything will be covered
o If A201 does not cover it, issue “supplementary conditions” A503
o If you have bidding instructions, don’t include in contract
o Admin/Procedure requirements, don’t include in contract (Specifications)
o Special Conditions, unique to project/site given as separate document
o These can include:
 Electronic CD’s Permissions
 Additional Info from Owner
 Request for Substitutions Review
 Owner to pay utilities (usually contractor)
 Contractor to hire superintendent to coordinate mech/elec
 Fast Tracking Schedules
 Extra site visits done by Architect due to fault of Contractor (reimbursed
by contractor)
 Protecting owner from additional claims for additional time/consequential
damages
 Providing more detailed info on costs and overhead
 Payment procedure requirements
 Requirements for liquidated damages/bonus
 Additional Requirements for bonding and insurance.
o Can also include special conditions. Separate document for unique
circumstances.
Architect-Consultant Agreement – C401
o All communication by consultant and any other player go through the architect
o Consultant not responsible for omissions by architect.
o Consultant Responsibilities:
 Recommend to the architect appropriated surveys/tests
 Coordinate services w/ architect
 Provide copies to architect/consultants as needed
 Schedule for architects approval
 Assist architect in determining if to reject work for consultant’s portion or
if more tests/research is needed.
o Architect’s Responsibilities:
 Provide all necessary information in a timely manner
 Detailed layouts
 Architect has the right to rely on consultant accuracy
o Coordination of code information:
 Architect to inform about code requirements, or decisions that will be
affected by code to consultant.
 Consultant is responsible for their portion of work and that it meets code.
 Consultant checks their work for consistency. Not architect’s job.
 Architect is still liable to the owner for consultant’s work.

Architect-Consultant Agreement for Sustainable Project – C401SP

o Consultant Must:
 Responsible for accurate services
 Must perform sustainable measures to extent applicable
 At architects request, attend workshops
 Does not warrant or agree project will hit sustainable measures (as is
true of architect)
 Architect must provide copy of sustainable plan to consultant when
approved by owner.
Consensus Docs
o Client wants to use their documents such as DBIA, AGCA, AABC
o Not bias towards architects the way AIA contracts are set up
o Have docs reviewed by attorney or insurance agencies

C6: Project Execution and Quality Control

Project Execution
o Monitoring Fees and Time
o Controlling and responding to changes in the scope of work
o Monitoring the construction budget
o Documenting the design and construction phases
o Adhering to the requirements of the authorities having jurisdiction

Monitoring Fees and Time

o Work Plan Schedule to monitor fees and time (seeing if fees vs time jive)
o Main Source of information is time sheets—accurate reporting
o Time sheets are used to establish financial ratios such as overhead rate and net
multiplier
o Timesheets also provide historical data for future projects to understand cost and
time
o If project is going over budget, this is likely due to:
 The wrong people working on the project, inexperienced, but lower rate
 People doing the work are not keeping pace ( HR issue)
  People are spending too much time on the project – project perfection
syndrome, incomplete or unclear instructions from PM
 Time Sheets are not being filled out properly (Should be recorded in 15
minute intervals)

Changing in Scope of Work

o Scope creep – architect/owner makes uncontrolled changes to original scope,
can be a result of project perfection syndrome or because employees are not
aware of the scope of work this is why you need work plan
o If scope creep is due to client needs, more money should be paid and architect
notify owner in writing about how this affects Construction Budget, Fees. Owner
must give written approval to change scope.
o Compare what is being done to what is to be included in the contract—develop
work plan before architect/owner agreement is signed.

Monitoring the Construction Budget

o PM needs to ensure design jives w/ project budget during different times
o Modifications made as needed.
o Cost Estimates should be developed frequently at different stages of the project
o Parameter method of budgeting
 Typically used during design development
 A thourough analysis of itemizing quantities of different construction
elements and assigning costs
 Ex: Floor Finishes are broken down to vinyl
o If changes in scope impacts construction schedule or budget, architect to inform
owner in writing. Owner to give written approval to continue.
Documentation
o All work needs to be documented either electronically or on paper.
o Transmittals, job reports, time sheets
o Meetings should be documented

Project Quality Control

o Quality control is a set of organized procedures, systems and tools to aid in
meeting expectations, maintaining high level or professionalism and reducing risk
and liability.
o Quality Management, Quality Planning and quality assurance
o Two aspects to quality: That which is normally expected of an architect, and that
which is defined by the client
o Does not mean highest and best use
o Means understanding client’s expectations and designing to them (during
programming)
o Process and checking ensure quality

Establishing a quality Control Program

o Will involve everyone, sometimes at different stages
o Part of Quality Control:
 Top Management to support and encourage quality control
 Give one person or small committee the daily task to monitor quality
control program
 Involve everyone, thoughts, ideas, forced programs don't work
 Review past problem areas (greatest difficulties, potential to harm firm)
 Once problems are identified, set priorities and schedule actions.
 Program must be maintained and used continuously, eliminate what
doesn’t work
  Time and money are required to set up (ISO 9000)

Quality Control Techniques

o Programming: Good Programming is crucial. Written record to define client’s
goals, needs, expectations. Gives a benchmark to architect.
o Checklist: building code checklist, site visit, project checklist (AIA D200), RFI’s
o Process-Based Systems: Automates a procedure (no human involvement).
Project/Financial management. BIM
o Quality Management Meetings: Is it hitting expectations. Work in progress
reviewed for accuracy, code, properly documented, technically correct?
o Staffing: In house mentoring and training, continuous education
o Quality Circles: group of people (6-10) who meet regularly (once a week)to
identify/analyze/solve issues on similar projects. Increase motivation,
communication, teamwork, higher productivity. Led by facilitator. Steering
committee to oversee and coordinate efforts and to ensure action items jive w/
goals of the firm.
o Arrived conclusions are presented to management who decide on how to run
this.
 Concept and Process must have management support.
 Quality Circles must be ongoing activities
 Problem-Solving sessions, not gripe sessions
 Kept Small
 More valuable for large firms, many small circles.
 Means to help employees develop

Corporate Knowledge
o Documentation of the firm holistically through the projects it has done.
o Knowledge of experienced people in the firm
o Checklists, Standard Details, Master Specs, in house computer database, post-
occupancy evals, procedure manuals, hand-written notes are some ways to
document this knowledge.
o Standard Details is another common documentation (records and streamlines)
o Accompanying notes to standard details are just as important as they
communicate industry standards, sources..etc.
o Master Specifications

Project Documentation Quality Control

o Documentation; Communication, Archive, Disputes
o Construction docs (specifications and drawings) and everything else related to
project.

Project Files
o How an entire job progresses
o Should follow initial marketing, project closeout and follow up.
o Important to ensure design solution meets client’s objective, reduces risk and
defends architect against claims.
o Firm should develop protocol for accumulating, preparing and distributing notes,
minutes and other information.

General Administration of the Project:

 Marketing Info, RFP’s, Communication
 Contact/Billing Information
 Contracts and Agreements
 Docs about fee negotiations, scope of services
  Anything to do with schedules
 Anything to do with budgets
 Communication w client and other consultants
 Fee/Staffing Allocations
 Invoices/Statements—everything with Billing, Accounting
 Records of Accounts Receivable
 Expense Records
 Other accounting records
 All communication (digital)

Programming
 Copy of the program if done by outside firm
 Program requirements (functional areas, occupants, space requirements,
furniture/equipment needs, growth projections)
 Statement of clients goals/objectives
 Documentation of existing conditions
 Sustainability goals/requirements
 Written client approval of program
 Revised project budget if changed
 Survey Info, Billing
 Soil Test Info, Billing
 Building code checklist
 All communication

Schematic Design
 Drawings
 Final Presentation, Budget, Schedule
 Written Approval and authorization to proceed
 All Communication

Design Development
 Drawings
 Final DD, Presentation, Budget, Schedule
 Approvals from applicable agencies
 Records of changes, who made them and why
 Final DD presentation, budget and schedule
 Written Approval and authorization to proceed
 All Communication

Construction Documentation
 Specs/Supporting Info
 Materials/Selection/Investigation
 Records of advertising for Bid or Proposals
 Written Approval and authorization to proceed
 All Communication

Bidding/Negotiation
 Records of each bidder/contractor
 Record of issuance of CD
 Addenda Records, RFI’s and distribution
 Bidding records, submitted and summary log
 Pre-bid conference notes
 All Communication

Construction Administration
  Records of contractors, receipt of bonds, insurance cert, dates of
approval, signed contract
 Contract for reference between owner/contractor
 List of subcontractors w/ contact info
 Copy of contractors approved schedule
 Copy of payment schedules
 Records of issuing permits
 Shop drawings
 Samples and samples log
 Copies of test reports
 Field reports
 Photos/Videos
 Change Orders, Price requests, approved copies, change order log
 Application for certificate of payment
 All Communication

Project Closeout and Follow-Up

 Punch list and follow ups
 Cert of substantial completion
 Final cert of payment
 Testing and balancing report
 Commissioning reports
 Copies of release of liens or dates
 Copies of guarantees, bonds and operating instructions
 Copies of record drawings
 Project closeout form
 Construction cost summary
 All Communication

Contemporaneous Documentation—recording of communications.

 This is the recording of information that does not have a standard form.
 Daily Journal or Project Website
 Communicate potential problems to the appropriate team members
 Avoid assigning blame for a problem
 Include date of each communications and make note of those privy to it.
 Be consistent when relating information
 Hearsay – written or oral statement made outside of court. Not allowed
as evidence.
 Business entry rule, business records exception to Hearsay…to qualify
must have been made while doing business, and regular record/action to
do/in doing so

Construction Documents
o Project manager to ensure there is plenty of time to put together CD’s. Rushing
ruins this, especially when CD’s are assigned to less qualified people.
o No perfect plans exist, but it is the architect responsibility to exercise reasonable
skill and knowledge.
o Ensure A Single Source of Control: One person to communicate and check plans
o Industry Standards: Be knowledgeable about construction standards. Express
level of workmanship if higher quality needed.
o Professional Standards: standards of practice, reasonable skill and care.
Generally accepted methods and procedures.
o Communication and Coordination: checklist, progress drawings, regular
scheduled communication, BIM—ensure communication within the project team.
o Work Procedures: quality control checklists, standard details
 o Research: products, ways to improve specs, techniques—ongoing commitment.
o Evaluation and Feedback: Valuable Info, strengthens corporate memory

Construction Documents Checklist

o Before starting CD’s, make sure owner approved DD in writing, architect has
settled all design decisions and selected materials

General Quality Control Issues

 Verify Design Solution meets all program requirements. Check against
programming, correspond w/ client, final programming report.
 That it meets all regulatory requirements: zoning/code
 All info obtained to create project manual: type of contract owner wants
to use, insurance and bonding requirements, modifications to
general/supplementary conditions of the contract, approved alternatives,
items to be supplied by owner…etc.

Issues during production of Construction Docs

o Before starting CD’s, check:
 Prepare an outline of the scope of CD’s: sheet mock-up, detail list,
numbering system, whatever else required
 Check if client has special drawing or project manual requirements
(specific sheet size)
 Check drawings at 50% completion and submit to owner for
review/approval—not the time to make changes just that DD and
program are in there.
 Review completed CD’s and bid docs w/ owner, obtain written approval
to proceed.

Cost Issues
 Update DD budget to reflect any changes of details (mech/elec). Advise
client if there’s substantial difference. Get approval before proceeding.

Scheduling Issues
 Determine which staff can complete CD’s within time frame.
 Allow for enough time at the end to check for errors/printing

Coordination Issues
 Review w/ consultants any changes made at DD
 Supply consultants w/ info on specs, performance requirements
 Supply consultants w/ template for desired spec format.
 Hold regular meetings w/ consultants. Exchange drawings frequently.
 Verify working drawings comply w/ code. Includes details, specified
materials, measurements. Provide copy of Code checklist completed
during programming/design phase.

Record Management Issues

 Document all decisions and changes
 Obtain written approval from client on all documents.
 Checking Drawings (outside code consultant)

Coordination w/ Regulatory Agencies

 Collect additional fees from client. Written approval to proceed.
 Estimate time of work and cost.

Design Process Reviews

 Original assumptions about the project made from the programming
phase are achieved.
 Checklists, client reviews/written approvals help to lock this in.