AOPS Volume 1

Architectural Office Office Practices Practices and and Standards Standards Architectural A Practical Guide to Documentation and Project
Management
VOLUME 1 1 VOLUME
Project Management
JNX Group, LLC 165 South Hudson Street Denver, Colorado 80246 720.231.0634 info@jnxgroup.com
Copyright 2003-2008
All Rights Reserved
VOLUME 1 PROJECT MANAGEMENT A O P S Table of Contents Foreword ..............................................................................................................iv Introduction ..........................................................................................................vi References ..........................................................................................................vii Methodology ........................................................................................................ix AOPS Modification Form......................................................................................x Uniform Drawing System ....................................................................................xi The UDS Modules ............................................................................................. xiii Summary ............................................................................................................xiv CHAPTER ONE CONTRACTS ............................................................................ 1 1.1 Pre-Contract Assumptions ........................................................................ 1 1.2 Record drawings ........................................................................................ 2 1.3 Site visits..................................................................................................... 3 1.4 Reimbursable expenses ............................................................................ 4 1.5 Use of electronic documents ..................................................................... 4 1.6 Delivery method ......................................................................................... 5 1.7 Payments .................................................................................................... 5 1.8 Additional Services .................................................................................... 5 1.9 Proprietary Information and Intellectual Property .................................... 6 1.10 Standard of Care vs. Perfection on the Drawings ................................... 6 1.11 Additional Services .................................................................................... 8 CHAPTER TWO FEES AND FEE MANAGEMENT........................................... 9 2.1 Project Planning Form for Managing Fees............................................. 10 2.2 Fee Distribution Matrix............................................................................. 10 2.3 Fee Budgeting Example .......................................................................... 10 CHAPTER THREE SCHEDULE ........................................................................ 11 3.1 Typical Project Schedule ......................................................................... 11 CHAPTER FOUR PROJECT PROCEDURES ................................................. 12 Typical Project Procedures ............................................................................... 12 Field Verification Guidelines ............................................................................. 12 Job Descriptions ................................................................................................ 15 Principal......................................................................................................... 16 Principal-In-Charge ................................................................................. 16 Design Principal....................................................................................... 16 Technical Principal .................................................................................. 16 Director of Design ......................................................................................... 17 Project Manager ........................................................................................... 19 Project Architect............................................................................................ 20 Job Captain ................................................................................................... 22 CAD Captain ................................................................................................. 24 Designer ........................................................................................................ 25 Drafter............................................................................................................ 27 Director of Interior Design ............................................................................ 28 Senior Interior Designer ............................................................................... 29
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Interior Designer ........................................................................................... 32 Director of Marketing .................................................................................... 33 Marketing Coordinator.................................................................................. 35 Business Manager........................................................................................ 37 Meeting Etiquette............................................................................................... 40 Meeting Minutes ................................................................................................ 42 Project Planning And Estimating Strategies .................................................... 43 Scheduling and Staffing Procedures................................................................ 46 Model Standards................................................................................................ 46 In-House Models .......................................................................................... 46 Out-of-House Models ................................................................................... 47 Drawing Progress Report.................................................................................. 47 Contractors Use of Electronic Data ................................................................. 47 Archiving of Electronic Data.............................................................................. 47 CHAPTER 5 QUALITY ASSURANCE .............................................................. 48 Quality Assurance Program .............................................................................. 48 QA PROJECT TRACKER ....................................................................................... 51 Programming Phase:......................................................................................... 51 Schematic Design Phase:................................................................................. 51 Design Development Phase: ............................................................................ 52 Construction Document Phase:........................................................................ 52 Construction Administration:............................................................................. 53 Coordination With Consulting Engineers ......................................................... 53 Coordination With Consultants ......................................................................... 54 Coordinating Drawing Responsibilities ............................................................ 54 Checklist For Coordinating Among Disciplines ............................................... 54 Drawing Check Matrix ....................................................................................... 54 CHAPTER 6 ADMINISTRATIVE ACTIVITIES AND FORMS.......................... 55 Standard File Codes.......................................................................................... 57 Standard Progress Report ................................................................................ 57 Standard Project Directory................................................................................ 57 Standard Letter Format ..................................................................................... 57 Standard Memo Format .................................................................................... 57 Standard Transmittal Letter .............................................................................. 57 Standard Meeting Minutes ................................................................................ 57 Standard Telephone Log .................................................................................. 58 Standard Team Meeting Agenda ..................................................................... 58 Sample Internal Team Distribution Matrix........................................................ 58 Standard Project Manual Cover ....................................................................... 58 Standard Internal Request for Information ...................................................... 58 Standard Project Information Data Sheet ........................................................ 58 Office Administration ......................................................................................... 58
Table of Contents AOPS 2003 - 2008 Page iii
Foreword by Fred Stitt
Production of working drawings is the most time-consuming part of architectural design services. ! ! ! Its the most expensive part of design service. It requires the most office space, resources, labor, and supervisory time. And its the phase of design most fraught with liability risks.
From that perspective, you would expect the subject to receive lots of respectful attention by professionals and educators. And, as everybody knows, it doesnt. Last year I reviewed a list of the skills that the National Architectural Accrediting Board expected schools to convey to students. I could not find the words drafting, production, or working drawings anywhere. No surprise: You wont find such subjects taught in most institutions of higher architectural education. So how are people supposed to learn it? ! On the job.
From whom? ! From bosses and supervisors who are too busy getting their own work done to offer anything resembling systematic training or formal education. So employees just have to sort of pick it up. And they do. Pretty much. With this piecemeal approach to technical education, its a wonder that things arent much worse. How bad is it? ! The average sheet of working drawings has from four to six major coordination errors. Almost every year, one out of four insured design firms suffers claims for errors or omissions. Contractors are now trained how to seek out and charge extra costs from errors in working drawings a profit center for them. Building failures, big and small, are epidemic across the United States, and most of those building failures are traceable to flawed documents. The seeds for all this were planted in the 50s and 60s with a movement to professionalize architectural education. That meant middle-class and upperclass kids would go to the university and become designers, managers, and licensed professionals. Working-class kids would go to technical schools and become drafters, spec writers, and construction contract administrators. That
Foreword AOPS 2003 - 2008 Page iv
meant the end of any vestige of prestige or respect for the technical side of practice. It was not to be something that better people did or thought about. It was a dumb idea and Fascist to boot, but it became the unwritten law of the land. Now we pay the price. The price is too high and the profession must change. How does change start? What do we do first? What will be done about it is that the nations most concerned professionals will start to pull together to make up for the deficiencies of the schools. Theyll create reference manuals like this one Architectural Office Standards and Practices which is a major effort towards creating a ready-made production management manual that most offices can use as is. Theyll set new standards for enlightened education and ongoing training of design professionals. Larry Jenks and the fine professionals he has brought together have assembled solid, practical, much needed information on production standards. And more important, theyve provided great information on how to cut drudgery and eliminate some of the more absurd time-wasters in working drawing production. Youll find this Architectural Office Standards and Practices manual to be enormously beneficial to your office and I endorse it wholeheartedly. I see it as an important step toward larger, long-overdue reform throughout the profession.
Fred Stitt, Editor/Publisher, Guidelines. Director, San Francisco Institute of Architecture. Author of Production Systems for Architects and Designers, The Architects Detail Library, Architects Room Design Data Handbook, Design Office Handbook, and other related books, manuals, and newsletters.
Foreword AOPS 2003 - 2008 Page v
Introduction Our objective in issuing this revised addition of the AOPS Construction Document Guidelines is twofold. First, we are building on experience gained in Construction Document production. Over the last six years we have moved almost exclusively into computer aided drafting and have come to understand the pitfalls and benefits of relying on this technology. We have a better understanding of the limits of the computer and the limits of the draftsperson using it. The procedures and processes that follow utilize the computer realistically in a document production mode. Secondly we are providing additional subject areas of document production that need explanation and definition. Much of what was written in the original AOPS manual is still valid today and is expanded on in these guidelines. We have had to adapt to changing economic conditions, which have led to developing methods of producing documentation that reflect the present labor shortages and the experience levels of recent graduates. We feel that the production concepts that follow reflect a better understanding of the process of communicating our designs to a contractor, in good times or bad. Concepts ! Procedures must be easy to check. Errors must stand out vividly and in so doing they can be caught more readily. The use of mental crutches and rules of thumb are encouraged so that the out of the ordinary becomes questioned. We accept that errors will occur and are trying to make them easy to spot and correct before the document is issued for construction. ! Know your audience. The people that will use your documents, your audience, are for the most part graduates of short night school courses on How to Read Blueprints. They are not trained in sophisticated graphic design or three-dimensional thinking. You will have to be specific as to exactly what it is you want them to build using procedures that they are familiar with and can recognize, in order to avoid change orders and compromising your design. ! Procedures must be simple and easy to use. Complicated systems of explaining your design invite muddled interpretations, errors, laziness, and a pass the buck mentality. Complicated systems that are hard to read and understand without a concentrated effort, will lead to ignoring the documents, assumptions, and change orders. ! Procedures should be standardized. You wont get very far speaking English while traveling in France, they prefer that you use their language if you wish to communicate with them. The same holds true for Construction Documents. If you want a contractor to build your design, you will need to communicate your ideas to him in a language that he understands. The Uniform Drawing System, developed by the Construction Specifications Institute is one such standard language, having been created in part by input from Contractors.
Introduction AOPS 2003-2008 Page vi
References ! ! ! ! ! ! ! ! ! ! Uniform Drawing Format Manual, Fred Stitt, 1999, McGraw-Hill, Inc. The Uniform Drawing System, Construction Specifications Institute, 1999, Alexandria, VA. Working Drawing Manual, Fred Stitt, 1998, McGraw-Hill, Inc. AutoCAD Conventions For Architects, Frederick Jules, 1997, AutoDesk Press. ASHRAE Handbook Fundamentals, American Society of Heating, Refrigerating, and Air Conditioning Engineers (ASHRAE), 1997, Atlanta, GA Tri-services: Part Two A/E/C CADD Standards, Tri-Service CADD/GIS Technology Center, 1995, U.S. Army Engineers. Architectural Graphic Standards 9 & Sons, Inc.
th
Edition, John Ray Hoke, 1994, Wiley
Production Systems For Architects and Designers, Fred A. Stitt, 1994, Van Nostrand Reinhold. Time-Saving Techniques for Architectural Construction Drawings, Fred Nashed, 1993, Van Nostrand Reinhold. ConDoc, The New System for Formatting and Integrating Construction Documentation, Onkal K. Guzey and James Freehof, 1990, The American Institute of Architects. Guide to Production Procedures, Honolulu Chapter of the American Institute of Architects, 1990. A Manual of Construction Documentation, Glenn Wiggins, 1989, Whitney Library of Design. NAWIC Construction Dictionary, the National Association of Women in Construction, 1989, Phoenix, AZ. The Professional Handbook of Architectural Working Drawings , Richard M. Linde/Osamu A. Wakita, 1984, John Wiley & Sons, Inc. The Professional Practice of Architectural Working Drawings , Richard M. Linde/Osamu A. Wakita, 1984, John Wiley & Sons, Inc. Reading Construction Drawings, Paul I. Wallach, 1981, McGraw-Hill, Inc. Systems Drafting, Fred A. Stitt, 1980, McGraw-Hill, Inc.
! ! ! ! ! ! !
Introduction AOPS 2003-2008 Page vii
Recommended Standards on Production Procedures, Committee on Production Office Procedures, 1974, Northern California Chapter of the American Institute of Architects (The POP Manual).
Introduction AOPS 2003-2008 Page viii
Methodology ! Read through these Guidelines and understand why, out of the many ways of doing things that we had to choose from, these processes were included in the AOPS Manual. Evaluate these guidelines based upon the concepts of:
! ! ! !
Being able to spot errors. Being a familiar system to the contractor. Simplicity and ease of use. An accepted, industry wide recognized way of doing things.
Your input is welcome. These guidelines should be questioned and evaluated over the years. A form is provided for suggesting change.
Introduction AOPS 2003-2008 Page ix
AOPS Modification Form List the present AOPS procedure:
Explain your proposed modification:
Concepts ! Procedures must be easy to check. How is the modification you propose easier to check?
! Know your audience. Is the modification you propose familiar to Contractors?
! Procedures must be simple and easy to use. How is the modification you propose easier to use?
Procedures should be standardized. What is the Industry reference or source of your modification?
Modification Form AOPS 2003-2008 Page x
Uniform Drawing System The Uniform Drawing system was developed as a consensus of the opinions of Architects, Owners, Engineers, Contractors, Interior Designers, Material Suppliers, Building Code Officials, Software Manufacturers, Bankers, and Facility Managers. Its an agreed upon way of doing drawings that will benefit us all. Introduction In 1989, The Construction Specifications Institute (CSI) recognized the need for an organizational structure and standard for drawings. During the following years, CSI extensively researched the availability of, and need for, graphic standards in the construction industry. In February 1995, representatives from CSI, the American Institute of Architects (AIA), the Tri-Service CADD/GIS Technology Center, the United States Coast Guard, and the National Institute of Building Sciences (NIBS) CADD Council met to discuss ways in which the graphic standards efforts of the attending organizations could work together. Overview The Uniform Drawing System (UDS) is comprised of interrelated modules consisting of standards, guidelines, and other tools for the organization and presentation of drawing information used for the planning, design, construction, and operation of facilities. UDS organizes drawings and: ! Establishes a uniform set of standards for all drawing types. ! Functions for all drawing users involved in the facility cycle. ! Organizes project information needed for drawings and allows it to be integrated with other information sources involved in a project. ! Establishes a standard drawing format that users can recognize and understand, resulting in more efficient production, reduced errors and omissions, and better coordination among all project documents. ! Promotes effective communication among drawing users as graphical information is more consistently organized and presented. ! Complements MasterFormat and UniFormat to provide a complete organizational system for construction documents. ! Aids electronic organization, storage, and transfer of graphical information related to facilities. The initial focus of UDS is the development of construction drawings for buildings. However, UDS also considers the needs of drawing users during the design process as well as facility management and other post-construction activities. Meeting the Needs of Drawing Users Drawing users are a changing group of individuals and organizations that participate in a project at various points in the facility life cycle. The initial users of drawings may consist of the parties traditionally bound to each other to design and construct a project: an owner, a design professional, and a contractor. Other
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users of drawings related to a project include the various owner's representatives, consultants, and subcontractors that form the next tier of the project team. There is also a broader group of users that includes material suppliers, product manufacturers, building officials, government officials, accountants, attorneys, lenders, other construction professionals, and end users of the project. Flexibility ! UDS meets the requirements of different users of drawings at progressive stages of the project cycle. Project delivery methods vary from project to project and may include fast-track, design-build, multiple prime contracts, and construction management, as well as the traditional design-bid-build method. Project methodologies may reflect regional circumstances and economies. UDS offers a familiar format and location of subject matter for a wide spectrum of uses. ! UDS is structured in a hierarchical set of systems and subsystems. Information used and presented through UDS and its facility database vary with the context of the facility life cycle and the composition of the project's drawing users. ! Flexibility is integral to UDS's organization of drawing sets, which can use as many of the disciplines as necessary Consistency ! UDS establishes a uniform set of standards for different drawing types. It functions for all drawing users throughout the project cycle. This standardization aids consistency of drawings prepared by multiple design professionals. Drawing users are better able to communicate with each other because of this consistency. ! For example, UDS set organization provides consistency between different disciplines. Thus, a floor plan may be located and identified consistently, i. e.: ! S-101 Structural First Floor Plan ! A-101 Architectural First Floor Plan ! M-101 Mechanical First Floor Plan ! P-101 Plumbing First Floor Plan ! E-101 Electrical First Floor Plan Linking ! UDS forms the basis for a relationship between individual electronic applications that exchange drawing information by providing standard formats. UDS enhances both manual and computer- aided methods and formats familiar to users. UDS provides standards for linking notes and terminology to specifications and for linking facility management information. ! By using UDS formats in digital form, the facility database allows electronic storage, linking, and retrieval of project information.
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The UDS Modules Drawing Set Organization Module 1 Organizing a set of drawings is influenced by many factors, including project size, complexity, regulatory and client requirements, and the type and number of contracts. UDS provides guidelines for organizing drawing sets to accommodate these influences. The basic method for organizing drawing sets is based on use by the traditional architectural/engineering disciplines. The identification of sheets within a set is based on a discipline designator and a sheet type designator. The UDS system accommodates both simple and complex projects. This module includes a file naming system for project files and for library files. Project file names are based on the sheet identifier. Sheet Organization Module 2 The most important aspect of the Sheet Organization Module is the sheet format. UDS provides standards for sheet sizes for both metric (SI) and inch- pound measurement systems. UDS establishes a graphic layout that divides the sheet into the drawing area, the title block area, and the production data area. The Sheet Organization Module includes a grid system of blocks or modules for organizing drawing information on a sheet. Schedules Module 3 The Schedules Module provides standard formats for numerous schedules used in construction documents. These formats provide consistent format, heading terminology, and organization of content. Additionally, UDS provides guidelines on creating project- specific schedules. These guidelines allow users to tailor standard schedule formats to accommodate the unique needs of individual projects. Drafting Conventions Module 4 The Drafting Conventions Module provides a standard format for graphic and textual information within the drawings. Subjects covered include drawing orientation and north arrow, column grid system, drawing block format, drafting layout, scale, lines, dimensions, cross referencing, drawing types and recommendations for a mock-up drawing set. Terms and Abbreviations Module 5 The Terms and Abbreviations Module provides standard terms and standard abbreviations used in construction documents and Specifications. This module provides consistent spelling, terminology, standardizes abbreviations and notes common usage. Symbols Module 6 The Symbols Module is a joint effort of CSI and the Tri-Services CADD/GIS Technology Center. This module addresses commonly used
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standard symbols, classifications, graphic representation and organization in creating, understanding and fulfilling the construction documents' intent. Notations Module 7 The Notations Module provides guidelines for the systematic presentation of textual information on drawings. Subjects covered include note classifications, use of notes, placement of notes, format for notes, note terminology, and linking notes to specifications. Code Conventions Module 8 The Notations Module provides guidelines for the systematic presentation of textual information on drawings. Subjects Include zoning; fire and life safety information; structural, fire protection, plumbing, mechanical and electrical information, and recommended schedules and drawings to convey such information to authorities having jurisdiction. This module also provides techniques for code research during design and techniques to expedite the permit application process. Summary The Uniform Drawing System applies to drawings for all facilities, regardless of how they are produced, or by whom. UDS focuses on the systematic organization and presentation of drawing information. UDS provides a logical basis for the organization and production of drawings that allows the use of timehonored manual drawing techniques as well as CAD technologies. It also recognizes and accommodates both a metric (SI) measurement system and an inch-pound measurement system. The Uniform Drawing system serves as the foundation for the development and application of future advances in design, construction, and facility management.
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CHAPTER ONE CONTRACTS 1.1 Pre-Contract Assumptions For review and incorporation into letters of engagement or letter agreements and ultimately clarified in the formal Owner-Architect agreement. The assumptions provided here represent a starting point in ongoing negotiations with the Owner. They probably will not be the ending point. The purpose of presenting these issues here is to make sure we consider these issues before we sign a contract, and that we attain a mutually acceptable outcome. When the issues are not addressed at the beginning, we negotiate from a position of weakness, and we usually come out on the short end. Hopefully, this list will help prevent that.
Contracts and Fees AOPS 2003-2008 Page 1
1.2 Record drawings Record documents shall consist of the following (assumptions are marked; clarify owner requirements if something different is desired): Assumptions: " Record drawings will AutoCAD .dwg format be provided in or " Record drawings will be converted from AutoCAD .dwg format into some other format usable by the owner " Record drawings will bind all x-refs and explode all blocks before issuing electronic files to the owner " Architect will provide computer readable versions of as-built drawings provided by contractor " Changes indicated in RFIs, ASIs or CCDs will be incorporated directly into the AutoCAD drawing files
" Record drawings in electronic AutoCAD format will be submitted exactly as they were drawn and used by the architect and consultants # Architect will provide mylar or vellum reproducible versions of as-built drawings provided by contractor Changes to drawings made via formal change instrument (RFIs, ASIs, CCDs) will be shown on applicable drawing and referenced to appropriate change instrument located elsewhere Changes to specifications made via formal change instrument (RFIs, ASIs, CCDs) will be shown on applicable spec sections and referenced to appropriate change instrument located elsewhere
or
or
or
or
" Changes to specifications change instrument (RFIs, be incorporated directly Specifications and given computer readable format
made via formal ASIs, CCDs) will into the Record to the owner in
" Record drawings will be provided in computer readable format only for selected drawings Architectural floor plans and RCPs Structural foundation and framing plans HVAC floor or ceiling plans Plumbing floor or ceiling plans Power floor or ceiling plans Lighting floor or ceiling plans # Change instruments will be grouped together by kind (RFI, ASI, CCD) and delivered to the owner in 3-ring loose leaf binders The floor plan backgrounds used by mechanical, electrical or other consultants will not be changed if the changes in the architectural floor plans do not affect the design of those systems
or
" Record Drawings will be provided for all drawings on all sheets in the contract document set
or
" All changes will be incorporated directly into the electronic AutoCAD files
or
" The floor plan backgrounds used by mechanical, electrical or other consultants will be changed to reflect changes in the architectural floor plans even if those changes do not affect the design of those systems
1.3 Site visits Site visits should be limited to some specific number (probably one per week of the construction schedule and some to be used at the owners or Architects discretion). If more site visits are desired/required by the owner, the fee should be adjusted accordingly. One site visit is roughly equivalent to two days of time (16 hours) at the Project Architects or the PICs billing rate. Punchlist visits ! Contractors are notorious for calling for punch before the work is finished or ready. This causes us to spend a great deal of extra time and costs us a lot of money. If the contractor isnt ready (as would be indicated by a list in excess of 20 items requiring remedial treatment of some kind), we should terminate the punchlist visit. We will need to make the owner aware of the fact that we must charge extra for additional punchlist visits required because the Contractor wasnt ready when he called for the punch. ! We should also make the owner aware of the fact that we will charge extra for additional visits requested by the contractor for his convenience or benefit in meeting his schedule. This includes punchlist visits that we make so the Contractor can isolate certain parts of the building for punchlist while he continues to work on other parts. If this does not work for our convenience, we are entitled to additional compensation. Since we are not likely to be able to get it from the Contractor, we will need to keep the Owner informed accordingly. Assumption: The Architect will provide ___ site visits to review the progress and quality of construction (approximately one per week of the construction schedule, and one each month to coincide with the monthly Application for Payment). Assumption: The Owner will authorize additional services compensation for the Architect if the Contractor requires more than one punchlist visit per floor. Additional punchlist visits will be required in the event that the Contractor requests the Architect to do a punchlist review before the work is ready or complete (for example, if the Architect finds in excess of 20 items that require remedial action by the Contractor).
1.4 Reimbursable expenses ! Our expenses are either reimbursed with an administrative markup (backup is provided only at an additional cost for copies at $1 per page) or are included as a stipulated sum in the contract. If the latter, we own the risk of expenses that run above the limit. This can get to be an enormous charge during CA, and even during design phases. We shouldnt do this unless we feel we can anticipate what the stipulated sum covers (including number of pages, number of sets, etc.), and include enough of a contingency so we know we are covered. We shouldnt subsidize the owners project, and we shouldnt take on this added risk but we are asked to do it frequently. We need to make sure it is fair to us. ! When we can, we should try to line up a reprographics company in advance who will guarantee us specific rates for the duration of the project. Then we can include a summary of what these unit costs are going to be, and include it with our agreement. Assumption Expenses incurred on the Owners behalf in connection with the project shall be reimbursed at the rate of 1.2 times the actual cost. Reimbursable expenses include xerox copies, plotting, large format copies, long-distance telephone charges, mileage (at the rate of $0.31 per mile), parking charges, travel time spent going to and coming from the construction site, cellular telephone charges, airfare and lodging for out of town trips, facsimile copies, a project website, and the like. 1.5 Use of electronic documents ! Chances are we will make the electronic files available to the owner or the contractor (and the subs). We should stipulate a cost for providing these files something on the order of $250 per sheet. As stated above, we should also make it clear exactly what we are providing AutoCAD files where the x-refs have not been bound into the set, and where the blocks have not been exploded, for example. The contractor may not be able to use this format, but if he wants something different, it will cost more probably twice as much. We should also make it clear when we are going to make the copies of our files it is very inexpensive for us to make duplicate CDs at the same time as we make our archive CDs for backup. However, contractors usually want them after all of the addenda have been incorporated into them. This costs us a lot more, especially if we arent required to provide electronic record drawings. This may cost us as much as $20,000 extra to provide electronic files at this stage. We need to be aware of these cost impacts. Assumption: A one-time license for the use of our computer readable files will be granted to the Owner for use in connection with this project. These files may be used by the Contractor or subcontractors to create shop drawings. Electronic files will be provided to the Owner as they exist at the conclusion of the Contract Documents phase (that is, when the documents are issued for bidding). Addenda, bulletins, or other changes will not be incorporated into these electronic files. The electronic files will be AutoCAD .dwg files, and will be provided in the same form as they are created and used by the Architect (we will not bind x-refs, nor
explode blocks, etc.). If special training or instruction is required in order for the Contractor (or other transferee) to use the files, this training or instruction will be provided as an additional service. 1.6 Delivery method ! We should assume that the delivery method will be the standard design-bidbuild process unless we have been instructed to do something different. Any alternative delivery method costs us more money, and we need to negotiate higher fees for that. Assumption: We assume that this project will follow a traditional design bid build delivery process, and that all of the contract documents or other design drawings will be complete before the Contractor bids the work or begins construction. We further assume that a third party Owners Representative or agent will not be involved in the project. 1.7 Payments ! Our invoices are due upon receipt and overdue after 30 days. If we arent paid within 30 days, we should be on the phone with the owner to find out why (a PIC duty). If we arent paid within 45 days, we reserve the right to stop work on the project. We should also protect our right to charge shutdown fees and start-up fees if we have to stop the work unexpectedly. ! Make sure we know to whom the invoices should be delivered. ! Make sure we know by what date our invoices should be received in order to be included in the Owners payment cycle ! We may need to consider hand-delivery, fed-ex, or certified mail. You would be amazed at how often our clients lose our invoices. Assumption: Payments are to be made by the Owner and received by the Architect within the first 30 days following the issuance of an invoice. An invoice will be issued every month during which there is activity on the project. If the Owner does not receive th an invoice by the 15 of the month, he will notify the Architect. If the Owner has any questions about any item appearing on the invoice, he will resolve these questions during the 30-day period so that payment of the invoice is not delayed. If payment is not received within 45 days of the date of the invoice, we reserve the right to stop work on the project, and to withhold any design or construction drawings we may be working on at the time. If we must stop work on the project due to non-payment, we reserve our right to charge additional fees associated with shutdown and re-start activities. 1.8 Additional Services ! We should assume that we wont be performing any additional services work without a signed authorization from the owner. The estimate of costs should include reimbursable expenses. If the estimate is not a guaranteed maximum, we should make that clear. Assumption:
No additional services will be performed without written authorization from the Owner. The time required to process additional services authorizations might result in a delay to the project. 1.9 Proprietary Information and Intellectual Property ! Anything we design, any drawing we create, or any process we have devised to design or manage a project is proprietary information and our intellectual property. We shouldnt do anything to give up our rights of ownership without fair and equitable compensation. Selling the electronic AutoCAD files or giving them away for an administrative or handling fee does this. At worst, we should be issuing the owner a one-time license to use the drawings and specifications. ! We need to make sure we understand what our copyright rights are, and that the owner understands them as well. We should never transfer our copyright. According to recent interpretations of copyright law, our original design ideas are copyright-able, and are our intellectual property. An owner isnt buying the right of ownership of these ideas, and we shouldnt give this away. If we sell it, we should get enough money to retire on. Assumption: Architect will retain the rights to and ownership of the instruments of service (drawings) required for the construction of this project, our creative design ideas, and any proprietary procedures or processes used in the course of the project. The Owner will be granted a one-time license to use the drawings and electronic files for the purposes of constructing this project. 1.10 Standard of Care vs. Perfection on the Drawings ! We all know there is no such thing as a perfect set of drawings. Tort law usually does not require us to be perfect. But owners expect our drawings to be perfect, especially when mistakes cost them money. We should make it clear in our agreements that we intend to perform to the prevailing Standard of Care, but that perfection is an unattainable goal. If we perform to the standard of care (up to 5% of architect-caused change orders, for example), we should not be liable for additional construction costs. Commonly, for changes that add value to the project, owners typically absorb the cost of the added value. We typically are liable for premium costs associated with getting the work done out of sequence, or because we could not bid the change in a competitive environment. Unfortunately, the Standard of Care is intangible until it is decided in a court of law. We should make this clear in our assumptions leading up to a formal agreement. Assumption: It is understood and agreed that the Contract Documents produced by the Architect and its consultants will be prepared in accordance with the prevailing professional standards of care and appropriate professional standards for projects of similar size, budget, and quality. It is further understood and agreed that such standards allow for and the Owner and Contractor should anticipate that some reasonable interpretations, clarifications, and adjustments to the contract documents will be made by the Architect and its consultants during the course of the project as a result of review and requests for clarifications, interpretations, and/or additional information from the Contractor and its
subcontractors, suppliers, fabricators, detailers, and materialmen. Accordingly, the Owner and the Architect agree that the contingency budget will include some allowances for design clarifications, interpretations, additional information, and/or imperfections in the drawings and specifications, which may reasonably be expected to occur during the course of the Project.
1.11 Additional Services You should familiarize yourself with the scope of work for the project as outlined in the Owner-Architect agreement. Usually, the scope of work is defined in fairly broad terms, such Schematic Design, Design Development, Contract Documents, etc. This can make it difficult, sometimes, to know when something is an additional service. Over time, you will get a better sense of this, but if you have a suspicion or any doubt, discuss it with your Project Manager or Principal In Charge. When you have determined that the extra work you have been asked to do is a legitimate additional service, use the following form to obtain written authorization to proceed from the owner. This will allow you to confirm in writing with the owner that (s)he agrees that the work is truly beyond the scope of the original agreement. It also clarifies the costs of the additional service, and the cost basis (time and expense, lump sum), and will facilitate your getting paid for the work at billing time. Click here for link to Additional Services Work Authorization Form
CHAPTER TWO FEES AND FEE MANAGEMENT Our fees for producing our architectural designs, drawings, and contract documents are usually finite, limited, and clearly defined in the Owner-Architect agreement (sometimes our services are provided on an hourly time and expense basis, or some other basis, but ordinarily our fees are stated as a lump sum, frequently based on a percentage of the construction cost). Since we all want to do the best job we can, it is often exceedingly difficult to stop designing or drawing when the fee runs out. We all know that it can always be just a little bit better, and we want to make it so. But we also want to stay in business so we can provide new designs for other projects. In order to help manage the way we use the available fee, we have developed the following Project Planning Form for Managing Fees. The idea behind this tool is to anticipate the nature of the work that needs to be accomplished, and develop a plan for how we spend the fee to accomplish the work. To do it, we determine how much of the fee is available for our architectural work after we subtract the portion of the fee that goes to our consultants. The total fee is called the gross fee, and the portion of it that is available for the architectural work is called the net fee. We allocate the net fee into each of the phases of design and construction (Schematic Design; Design Development; Contract Documents; Bidding/Negotiation; and Construction Contract Administration). Typically, we would make this allocation based on the AIAs standard of allocating 15% of the fee for Schematic Design, 20% for DD, 40% for CDs, 5% for B/N, and 20% for CA; however, we have also learned that it is becoming more and more difficult to accomplish our contractual scope of work in CA for the traditional 20% of the fee, so this should be discussed in advance. Once we have established the dollars available for each phase, we then develop a plan for how this fee will be spent. Based on what we know about the project schedule, we know how many weeks or months we will have for Schematic Design, and we can divide the Schematic Design fee by the number of weeks to establish the weekly fee available. Then we can make estimates of the team composition,, based on our previous experience in producing projects. For example, we know well need a Project Architect, a Job Captain, and a drafter or two. So we plug those positions into the rows on the form, and fill in their billing rates. Then we plug in a number of hours each of those individuals is going to work on the project in a week or a month. The number of hours times the individuals hourly billing rate gives you the number of fee dollars expended by that individual for the period. Then, when you add up all of the fee dollars expended by all team members for the period, you have a number (planned $) you can compare with the budget, which was established above by dividing the Schematic Design fee by the number of weeks available. If your planned number is too high, you have to reduce hours for someone on the team. If it is too low, you may want to add hours or staff to the project.
Fees and Fee Management AOPS 2003-2008 Page 9
There are other nuances that you will need to be aware of as you develop this form. For example, you will want to allocate hours for Principal-in-Charge review, review by the QA group, time for a specifications writer or an interior designer, perhaps. And you will also want to allocate a portion of the net fee to profit, before you begin planning how to spend the entire amount. You will have to decide what a reasonable amount for profit is, with your PIC. And then you follow the same process for developing a plan for each of the remaining phases. Once you have begun work on the project, you will want to monitor the planned hours with the actual hours spent on your project. This information is available for time record information entered by each team member at the end of each week. If you begin to suspect a trend of over-expenditure or under-performance, you will have the tools you need to discover this early, and modify your plan to keep the work within the budgeted hours (and dollars).
2.1
Project Planning Form for Managing Fees Click here for link to: Project Planning Form for Managing Fees
2.2
Fee Distribution Matrix Click here for link to: Fee Distribution Matrix
2.3
Fee Budgeting Example Click here for link to: Fee Budgeting Example
Fees and Fee Management AOPS 2003-2008 Page 10
CHAPTER THREE SCHEDULE Typical Project Schedule
Click here for link to: Typical Project Schedule (you must have MS Project software installed)
Typical Project Schedule AOPS 2003-2008 Page 11
CHAPTER FOUR PROJECT PROCEDURES Typical Project Procedures
Click here for link to:

Typical Project Procedures Checklist
Click here for link to:

Project Start-Up Checklist
Field Verification Guidelines Goals: The purpose of all field verification activities is to gather (and record) enough information about an existing project to allow a responsible design and documentation effort to result. In renovation projects, many decisions are driven by the feasibility of modifying existing features of the building. In order to make informed decisions, the existing conditions must be clearly understood. Since we cannot always anticipate how the design may evolve, we must prepare as complete and as accurate a record as we can in order to assess the impact on design issues that were not known at the time of the verification work. In order for our verification work to be successful, we should: ! ! ! ! ! Verify existing materials Verify existing configurations Photographically document interior spaces and exterior conditions for future reference Measure existing walls (only where required to coordinate with new work) Identify areas requiring more extensive verification
Methods: Neatness and clarity in your field verification notes are very important. Use Schematic Design drawings as the redline set. Consolidate redlines into a Master redline set, which will be kept at the Project Architects desk. For field purposes, xeroxes of partial plans may be most convenient. Verify room configuration (measure as required to verify).
Typical Project Procedures AOPS 2003-2008 Page 12
Do not get bogged down in detail unless the effort seems needed to you. If you have questions, ask your Project Architect. Photograph walls, ceiling conditions, and special problems for areas affected by new construction. No photos needed for rooms that will not be altered. Identify photos by date, room number, and initials of photographer. The room numbers shall correspond to Schematic drawing numbers wherever possible. If the room number comes from the existing drawings, indicate so on the photograph. Keep notes that correspond to the photos (if it seems necessary). Compare existing drawings to actual materialsnote discrepancies. Drawings shall be marked to indicate existing materials (including finishes). In some areas, xeroxes of existing drawings may be required to understand the areaespecially for demolition. When you return from the project site, you will be responsible for organizing the photos and transferring their information onto the Master redline set. Photos will be organized in notebook form to accompany the redline set. Keep the photos and negatives in specially made plastic sleeves. Negatives should be kept in the project files. Note significant equipment (panel boards, fan units, cabinet heaters, life safety equipment, hose cabinets, pull stations, etc.) and photograph large units. Pay particular attention to location of expansion joints and covers. The degree of accuracy reflected in your measurements is important, but keep in mind that a measurement between two walls that are slightly out of plumb could vary by an inch or more, depending on the height at which the measurement was taken. For most purposes, round each measurement to the nearest 1/2. For modular materials, such as concrete block or brick, ignore minor deviations from standard coursing dimensions; minor deviations are presumed when the dimensions are stated with the standard required for all existing dimensions. Therefore, record them as typical coursing dimensions. Any deviation from standard coursing dimensions greater than an inch could mean that bricks were cut, and should be recorded accurately, rounding to the nearest 1/2. If we know we are going to have to accommodate a specific piece of furniture or equipment, increase the level of accuracy to 1/8. Tools: Measuring tapes Hard hat Note pad Clip board 6 scale
Camera and flash card with plenty of storage capacity Pencils, with regular eraser (include red pencils) Backpack (day pack) to carry gear Flashlight Appropriate dresshard sole shoes, perhaps jeans
Teams/Areas of Responsibility: (Identify areas of the building which will have to be verified, and the teams assigned to each area). Team Members: (Identify the members assigned to each team). Timing and Tasks: (Indicate dates for various verification activities). Field Measurement Graphics: 1. 2. 3. Standard nomenclature for dimensioning is: 8-1. Use standards set by office for dimension lines, dashed above, dashed below, centerlines, tenant lease lines, property lines, etc. Sketches to be done in consistent media; preferably graphite on graph paper. ! On the sketch itself, the following should be indicated: ! Date sketch was made ! Indication of floor level ! Number of sheets used to define the sketch ! Section, details, and match lines, if necessary Drawings should be sketched with a reasonable sense of scale and clarity. Sketches should be oriented on the sheet in the same orientation as the schematic design drawings. All sketches should be hardlined on trace paper or on CAD. ! To check for discrepancies ! To calculate square footage
4. 5. 6.
Drawings should include: ! Date of original sketch ! Date of hardline drawings ! Indication of floor level CAD Drawings 1. Standard graphic symbols should be used on each drawing. ! Line types centerlines, lease lines, solid lines, leader lines, symbols
! Layers text, dimensions, partitions, line types ! Symbols ! Text:

! ! ! !
styles font files layers sizes
2. Dimensioning and noting should occur approximately in the same placement and orientation from drawing to drawing. 3. CAD name for drawings should be at the bottom left hand corner of each individual drawing. 4. CAD plotting procedures should be outlined with respect to: ! ! ! ! ! Pen sizes Layers and colors Plotting scale Sheet sizes Plotting medium
Job Descriptions We have prepared these job descriptions to provide staff members with a general understanding of some of the basic activities they will be engaged in on a day-to-day basis in performing their work. These descriptions are general by intent, and there will be many more activities more minor or specific in nature that each staff member will be asked or expected to do during the course of an average work day. While it would be counterproductive to list them here, they are summarized by the basic statement that we want to encourage everyone to contribute in whatever capacity and at whatever level is required to help finish our work and meet our schedules. We hope to achieve a spirit of cooperation among all our staff members, who then feel directed towards improving the ultimate service we provide to our clients without imposing on staff members the limitations of specified tasks. With that in mind, the general functions of each job in this section are as follows:
Principal Description: Principal-In-Charge The Principal-in-Charge is responsible for overseeing the administrative and technical functions of a variety of projects. Project Management: prepares proposals, negotiates fees, writes agreements, and follows through with execution of agreements; establishes initial guidelines for monitoring project status with Controller, and oversees scheduling and staffing; monitors project status weekly with the Project Architect and Controller; monitor payments from monthly Accounts Receivable, and follow up with clients at 30, 45, and 60 day intervals; helps Bookkeeper in preparation of monthly billings. Establishes and conveys expectations for the work to the design team. Project Design and Production: responsible for Owner rapport and satisfaction; responsible for initiation and creation of planning and design concepts for selected projects for formulation of design team; provide input and decisions for design team on a daily basis or as required; review construction documents for general compliance with design concept, good building practice, and government regulations; signs construction documents after review is complete. Bidding/Negotiation: oversees the work of the Project Architect. Contract Administration: reviews and approves architectural and consultants field reports; makes final walk-through with Project Architect; do follow-up with clients to evaluate design team performance. Design Principal Project Design and Production: responsible for initiation and creation of planning and design concepts; works with Project Designer and Principal-in-Charge to establish the general character of the project; works with Principal-in-Charge to establish the appropriate level of quality for materials; works with PIC and PA (or Project Designer) to choose finish materials and colors; works with interior designer to develop the three-dimensional quality of interior spaces; works with interior designer to choose interior finish materials and colors; reviews DS, DD, and CD drawings to ensure fidelity to design concepts. Technical Principal Project management: reviews eagle forms monthly with the PA and the Job Captain to assess completeness of the drawings and specifications. Project Design and Production: reviews documentation strategies with the PA and the Job Captain at the beginning of SD, DD, and CDs; determines with the PA ways to balance the potential impacts on the documentation effort, and proposes simplification where possible; acts as a technical design resource for the PA and the JC, and reviews the technical design and documentation throughout the project; reviews the drawings for conformance with office standards.
Director of Design Description: The Director of Design takes the leadership in progressing the design level and exposure of the firm with the support and collaboration of all the principals. Specific charges are: Establishes and maintains a Design Culture in the firm. Initiates and helps develop a Design Identity for the firm Initiates and develops concepts and alternatives for a variety of project types and sizes, Infuses the office with a pervasive, palpable design culture Reviews and critiques concepts initiated by others Takes a leading role in collaborating with the principals to develop design concepts, and parti. Directs and help studio heads in design process and establishing design teams. Participates in in-house juries and critiques Initiates and develops concepts and alternatives that may be required to secure new commissions or cement relationships with clients Works with clients to achieve their project requirements. ! Maintains rapport with clients. Initiates Design Reviews with all studio design teams Helps attract, recruit, and retain talented junior designers Guides, directs and mentors junior design staff members. ! Oversees development of concepts being developed by junior designers ! works with junior designers to infuse our technical and detail design with design excellence Participates in project proposals, interviews and presentations. Guides and mentors the professional development of other staff members and generates enthusiasm and excitement about design.
Professional Attributes and Intangibles Gifted in the language of design and the ability to utilize and manipulate the elements of design, such as: Form Geometry Iconography Image Solid Void Proportion Texture color Light Rhythm Articulation Pattern Geometry Rational design philosophy; thoughtful about design theory and history Vision; big-picture thinker Innovative, inventive wings more than roots Strong idea person, but with ability to develop the details of the design thoroughly Client responsiveness
Designs as a response to programmatic requirements Collaborative; process-oriented Team player Knowledgeable about architectural materials Confident, yet modest, humble, flexible Consensus builder, leader, mentor Articulate Motivated Artistic Charismatic, dynamic, energetic, infectious enthusiasm Dedicated, committed Hands-on, roll-up-the-sleeves style Sense of humor Eats, drinks, sleeps, and breathes design
Professional Capabilities Rapid sketching ability Facile with the tools of communication " Pen and ink " Pencil " Marker " Colored pencil " 3D computer software
Project Manager Description: The Project Manager will be assigned to a project or projects meeting certain specific criteria: 1. Projects of sufficient size and complexity such as to require more than one Project Architect. 2. Multiple projects for a single client, requiring a single point of contact within the office. 3. Instances where the role of Project Architect is assigned to an individual who is not a licensed architect. In examples 1 and 2, the primary responsibility of the Project Manager will be to provide overall coordination between either the major portions of a large project, or several projects for the same client. ! Items requiring such coordination will include the following: ! Scheduling and Staffing ! Project Communications ! Project Profitability; budgeting, scheduling, and implementation ! Design Consistency ! Detail and Documentation Consistency ! Coordination with Agencies and Municipalities ! Work with the Principal-in-Charge on monthly billings The exact responsibilities for the Project Manager will be defined by the Project Management Team (PIC, PM, PA) at the beginning of the project. The Project Management will assume other responsibilities as determined by the Principal-in-Charge. Qualifications: ! ! ! ! Proven ability as a Project Architect. Proven ability in working with clients and contractors. Proven ability to organize, lead, and monitor a project. Will take direction from superiors.
Responsibilities: ! ! ! ! ! ! ! ! Establish project schedule, manpower, and budget. Establish contracts with consultants. Monitor monthly invoices. Communication point to PIC / Client / PA. Establish rapport with Owner, Contractor, and Code officials. Perform QA document review. Monitor construction costs. Assist Principal in Charge as needed.
Project Architect Description: The Project Architect is responsible for the overall coordination and direction of one or more architectural projects to which he/she has been assigned by the Principals, and is responsible for the day-to-day success of the project. Marketing and Public Relations: Works with the Principal In Charge (PIC) and the marketing department to prepare any materials necessary for RFQ responses, and for subsequent interviews or presentations. Project Management: Responsible for overall administrative execution for all phases of assigned projects. Involves managing the fee for profitability, managing the project team members and maintaining esprit dcorps, managing the quality and timeliness of the execution of the work, and maintaining client rapport and satisfaction. Assists the PIC in defining the scope of work, and reviewing or writing contracts with clients for design services. Preserves the firms position in the marketplace by protecting the firm liability exposure to the fullest extent possible. Maintains project logs, notebooks, and files. Arranges design charrettes and quality assurance reviews at appropriate stages in the development of the design and documentation. Project Profitability: Primary responsibility for budgeting, scheduling, and project implementation planning; makes adjustment in scheduling and/or scope (detail) of work as Principal deems necessary to respond to deficiencies. Scheduling and Staffing: Responsible for directing the activities of the project personnel, scheduling, and office labor budget; works with Business Manager to monitor project status, and conveys problems and suggested solutions to PIC, and determines action plan in concert with PIC. Communications: Responsible for day-to-day communications with the Owner, the Consultants, and Government Agencies; involves the Principle in Charge when necessary. Makes appearances before client groups, the building department, other government agencies, etc. as required to advance the project towards construction and eventual occupancy. Project Design and Production: Assists Principal with development of the building program, design concepts and synthesis; ensures fidelity between the program, the building design, and the budget; initiates and directs basic building systems and design details; directs preparation of presentation materials; coordinates specifications; directs and approves selections of materials, colors and finishes, with input from PIC and Design Principal where applicable; directs any value engineering or cost
reduction activities required to keep the project within budget. Monitors, controls, and directs all project activities, including those of the Project Designer (where applicable) and Job Captain; responsible for completeness and accuracy of construction documents and coordination with other disciplines; responsible for maintaining team harmony; directs technical level design staff. Makes detailed review of final drawings and specifications; obtains Principals review and signature on drawings. Bidding/Negotiation: Assists Principal; answers inquiries from bidders and coordinates issuance of Addenda. Contract Administration: Administers or supervises the administration of construction contracts; performs or assigns site observations, prepares observation reports, and maintains communications with Project Manager and Superintendent; coordinates checking of shop drawings and other submittals; coordinates the processing of Proposal Requests, Change Orders, Certificates of Payment, Construction Change Authorizations, and Supplemental Instructions; provides feedback to design team on problems encountered in the field. Qualifications: ! ! ! ! ! Proven ability as a Job Captain. Licensed Architect. Proven ability to meet deadlines. Proven understanding of construction detailing. Willingly takes direction from superiors.
Responsibilities: ! ! ! ! ! ! ! ! Approves building code review. Coordinates planning & zoning submittals. Coordinates all engineering consultants. Reviews design for ADA compliance. Approves new products. Oversees production schedule compliance. Maintains project files. Assists the Project Manager as needed.
Job Captain Description: The Job Captain is responsible for the day-to-day non-administrative success of the project. Scheduling and Staffing: Assists the Project Architect to monitor project status, scheduling, and the activities of the project personnel. Projects CAD needs for duration of the project, and updates scheduling and staffing as needs change. Communications: Assists Project Architect in communications and documentation of meetings with Owner, the Consultants, and Governmental Agencies. Prepares cartoon sets and accompanying work plan for each drawing; outlines all production work and assigns areas of responsibility for production tasks; ensures team awareness of and compliance with office reduction standards; coordinates with quality control department to develop new standards and clarify adherence to existing standards; meets with industry experts and manufacturers representatives to assure appropriate detailing and specifying of technical construction products. Project Design and Production: Responsible for the development and preparation of Design Development and Construction Documents for assigned projects; researches new materials and construction methods and suggests materials, colors, finishes; acquires catalogs, and indexes technical documents and materials samples specific to the project; prepares code check and secures interpretations and documentation for Government Agencies. Initiates and develops technical level design concepts and details, and is responsible for directing the technical level design team; shares responsibility with the Project Architect for construction document completeness and accuracy; reviews and coordinates specifications with construction drawings; makes detailed review of final drawings and specifications; coordinates in-house and out-of-house reprographic services, and advises technical staff on reprographic techniques suitable for specific applications. Bidding/Negotiation: Assists Project Architect in answering inquiries from bidders and prepares Addenda. Contract Administration: Checks shop drawings and other submittals. Maintains submittals and records; makes site observation visits with the Project Architect, and assists in preparation of documentation. The Job Captain will assume other responsibilities as determined by the Principal-in-Charge, Project Manager, and/or Project Architect.
Qualifications: ! ! ! ! ! ! Proven ability as a drafter. Proven ability to instruct and lead others. Reliable and accurate. Experience with Microsoft Word & Excel software. Able to organize and follow through on assignments. Willingly takes direction from superiors.
Responsibilities: ! ! ! ! ! ! ! ! ! ! Prepares the building code review. Researches new products. Establishes sheet layout & composition of drawing set. Enforces the firms drafting standards. Coordinates specifications & interior designers. Coordinates all plotting, printing, and shipping. Checks results of red lines for completeness and accuracy. Produces and distributes meeting minutes of consultant coordination. Produces Addenda and checks shop drawings. Assists the Project Architect as needed.
CAD Captain Description: Each team will be assigned a CAD Captain to oversee the teams use of AutoCAD on the project. Whenever possible, the CAD Captain will be a member of the design team, but may be a member of the design team while serving as the CAD Captain on another team(s). The CAD Captain will serve as a resource to the Job Captain in ensuring compliance with established standards, as follows: Project Design and Production: The CAD Captain has been scheduled to serve as a resource to the team because of his or her specialized expertise in matters of CAD use. The CAD Captain will be familiar with all in-house CAD standards, and will share this knowledge as needed with the permanent members of the design team. Included in this area of special expertise are: knowledge of standard directory and file naming conventions, standard procedures for setting up drawing sheets of various types, layering standards (we are committed to the use of the AIA layering conventions, a part of the National CAD Standard), appropriate use of x-referencing, blocks, and attributes, specialized script files and lisp routines to automate certain repetitive procedures, plotting procedures and protocol (including plotting media), and plotting required by service bureaus (outside vendors), line types, line weights and colors, etc. The CAD Captain will be knowledgeable about methods of transfer of electronic data, including e-mail, FTP site or intranet/extranet, and diskette. The Project Architect and the Job Captain should assess the level of knowledge of our standards inherent among team members to determine the nature of input required from the CAD Captain; especially if the CAD Captain is not a permanent member of the team. The time required for this kind of input should be projected on the BOB forms for each phase of the work. Together with the Principal in Charge of Technical Operations, the CAD Captain reviews office CAD standards and procedures, and also reviews and sets policy for the use of our CAD technology. Qualifications: ! Proven ability as a drafter. ! Superior knowledge of AutoCAD software. ! Superior speed and organizational skills. ! Able to plot any drawing correctly. ! Able to organize and follow through assignments. Responsibilities: ! Instructs drafters on CAD usage and teaches shortcuts. ! Enforces our CAD standards. ! Archives documents after each phase. ! Maintains project computer files. ! Establishes sheet CAD organization.
! !
Coordinates CAD with engineering consultants. Contributes to the firms detail library.
Designer Description: The Project Designer works with the Director of Design in initiating alternative design concepts, and then developing selected alternatives through the details and technical documentation. Specific charges are: Initiates and develops concepts and alternatives for specific projects Reviews and critiques concepts with Director of Design Participates in in-house juries and critiques Works with clients to achieve their project requirements. Maintains rapport with clients. Works with project teams to infuse our technical and detail design with design excellence Helps Director of Design to generate enthusiasm and excitement about design. Assists in creation, development and synthesis of design concepts Initiates and directs design of basic building systems and design details Directs preparation of presentation materials, concept and schematic drawings, and pricing documents Coordinates specification requirements with drawings and spec writer Monitors, controls, and directs all project activities Responsible for code compliance and coordination with government agencies Coordinates contractor pricing, material and system selections, and coordinates value engineering process
Professional Attributes and Intangibles Familiar with the language of design and the ability to utilize and manipulate the elements of design, such as: Form Geometry Iconography Image Solid Void Proportion Texture color Light Rhythm Articulation Pattern Geometry Rational design philosophy; thoughtful about design theory and history Vision; big-picture thinker Innovative, inventive wings more than roots Strong idea person, but with ability to develop the details of the design thoroughly Client responsiveness Designs as a response to programmatic requirements Collaborative; process-oriented Team player
Knowledgeable about architectural materials Consensus builder, leader, mentor Articulate, Motivated, Artistic Charismatic, dynamic, energetic, infectious enthusiasm Dedicated, committed Hands-on, roll-up-the-sleeves style
Professional Capabilities Rapid sketching ability Facile with the tools of communication ! Pen and ink ! Pencil ! Marker ! Colored pencil ! 3D computer software
Drafter Description: The Drafter will perform such drafting, and other technical tasks and responsibilities as determined on each project by the Principal-in-Charge, Project Manager, Project Architect or Job Captain. In addition, the Drafter will be required to perform clerical or other additional tasks as needed on a project-byproject basis. The Drafter is expected to produce work of the highest level of quality, and is encouraged to seek answers to any questions, which might affect quality. Drafters are highly encouraged to seek opportunities for learning, such as field visits, lunchtime seminars, advisor meetings, etc. The Drafter may be required by a Principal to perform tasks, which are not project-related. It is the policy of the firm that each individual employed by the firm shall be responsible for his or her own work. The firm places a high value on the ability of each employee and team member to apply the goals and policies of the firm with commitment, creativity, and energy. To achieve this objective, contributions of the Drafter are recognized to have essential importance to each project. Qualifications: ! ! ! ! ! Experience with AutoCAD software. An understanding of building construction. Able to make red line corrections to documents. Asks questions and shows initiative in getting the job done on time. Willingly takes direction from superiors.
Responsibilities: ! ! ! ! ! ! ! ! Accuracy in dimensioning. Accuracy in the referencing of all details & sections. Conformance to in-house drafting standards. Able to create readable, professional, drawings. Capable of coordination between views of the same area (plans, ceilings, sections, details, etc.). Able to accurately plot drawings. Can work as a team player with little supervision. Assists the Job Captain as needed.
Director of Interior Design Qualifications ! Proven ability as a leader. ! Proven ability to instruct and lead others. ! Reliable and accurate. ! Experience with Microsoft Word & Excel and AutoCAD software. ! Able to organize and delegate assignments. Education ! ! A Bachelor degree in Interior Design from a FIDER accredited institution NCIDQ certification is desired
1
Description: To manage the firms Interior Design Studio To assist in designing and to manage all projects within the Interior Design Studio To delegate responsibilities to the Interior Design Studio staff and to stay informed of their activities, taking appropriate actions when necessary To inform the Principal-in-Charge or the Managing Principal of progress of work within the Interior Design Studio To promote working closely with the Architectural Studios within the Firm To prepare fee proposals and review Contracts with Principals-in-Charge To pay close attention to what is going on in the Interior Design Studio and the Firm and to ask questions to clarify actions that are being taken Ongoing strategic planning and marketing for the Interior Design Studio Represent the best interests of the Interior Design Studio staff and to offer a sounding board for any concerns expressed by the Interior Studio staff To continually seek ways to effectively manage the Interior Design Studio to improve productivity, reputation and competitiveness To review billing for the Interior Design Studio To prepare staffing and cash flow forecasts for the Interior Design Studio To give undivided allegiance to the Firm To act within the scope of legal authority To ensure good working relations with Clients The Director of Interior Design reports to the Principal-in-Charge of one of the Architectural Studios, in the event of working with an Architectural Studio, or to the Managing Principal, in the event of independent work within the Interior Design Studio.
Accrued experience may be substituted for a bachelor degree at the discretion of the firm Typical Project Procedures AOPS 2003-2008 Page 28
Senior Interior Designer Description The Senior Interior Designer has both project-related and studio-related responsibilities. On the projects to which the Senior Interior Designer is assigned, he or she is responsible for the day-to-day non-administrative success of the project. While the Director of Interior Design has the primary management responsibilities for the studio, and a Project Manager has the primary project management responsibilities for the project, the Senior Interior Designer has the primary responsibilities for the design of the interior architecture, selection of interior finish materials, color palettes, finishes, textures, and products. The Senior Interior Designer is also responsible for the presentation methods and materials and the documentation methods required during schematic design, design development, and contract documentation. On some projects, the Senior Interior Designer may take on some of the duties of the Project Manager, and these duties may be shared with the Director of Interior Design. More specifically, the responsibilities of the Senior Interior Designer are as follows: Scheduling and Staffing: Assists the Project Manager or the Director of Interior Design to monitor project status (completion of the work in a timely manner in accordance with the project schedule, and managing the work of all team members to ensure that they all know what to do and when it needs to be completed, and monitoring the quality of the work team members are producing, including professional appearance of presentations and drawings, adherence to office standards, correctness, and completeness), scheduling, and initiates the Staffing Request Form to make the project staffing needs known. Forecasts CAD needs for duration of the project, and updates the scheduling and staffing forecasts as needs change. Communications: Assists the Director of Interior Design or Project Manager in communications and documentation of meetings with Owner, the in-house architectural team (as applicable), the Design Principal in charge of the project, the Consultants, and Governmental Agencies. Prepares cartoon sets and accompanying work plan for each drawing; outlines all production work and assigns areas of responsibility for production tasks; ensures team awareness of and compliance with office production standards; coordinates with quality assurance department to develop new standards and clarify adherence to existing standards; meets with industry experts and manufacturers representatives to assure appropriate detailing and specifying of products. Project Design and Production: Responsible for the development and preparation of Schematic Design deliverables, Design Development deliverables, and Construction Documents for assigned projects; researches new materials and suggests materials, colors, finishes; acquires catalogs, and indexes technical documents and materials samples specific to the project; prepares code check and secures interpretations
and documentation from Government Agencies. Initiates and develops technical level design concepts and details, and is responsible for directing the technical level design team; shares responsibility with the Director of Interior Design or Project Manager for construction document completeness and accuracy; reviews and coordinates specifications with construction drawings; makes detailed review of final drawings and specifications; coordinates in-house and out-of-house reprographic services, and advises technical staff on reprographic techniques suitable for specific applications. Bidding/Negotiation: Assists the Director of Interior Design and Project Manager in answering inquiries from bidders and prepares Addenda. Contract Administration: Checks shop drawings and other submittals. Maintains submittals and records; makes site observation visits with the Director of Interior Design or Project Manager, and assists in preparation of field reports and other documentation. The Senior Interior Designer will assume other responsibilities as determined by the Principal-in-Charge, Director of Interior Design, and/or Project Manager. Education ! ! A Bachelor degree in Interior Design from a FIDER accredited institution NCIDQ certification is desired
2
Qualifications: ! ! ! ! ! ! Proven ability as a drafter. Proven ability to instruct and lead others. Reliable and accurate. Experience with Microsoft Word & Excel and AutoCAD software. Able to organize and follow through on assignments. Willingly takes direction from superiors.
Responsibilities: ! ! ! ! ! !
2
Responsible for the completeness, correctness, timeliness, and professional appearance of all project-related work. Responsible for initial design concepts, and selection of material and product alternatives for review with Design Principal and Director of Interior Design. Responsible for establishing the interior design concepts and coordinating these concepts with the work of the architectural team. Responsible for maintaining client relationships, satisfaction, and rapport, as directed by the Director of Interior Design. Responsible for project team cohesiveness and rapport Researches new products and materials.
Accrued experience may be substituted for a bachelor degree at the discretion of the firm Typical Project Procedures AOPS 2003-2008 Page 30
! ! ! ! ! ! ! ! ! !
Prepares or oversees preparation of color and finish boards and project notebooks Prepares the building code review and assures compliance with code requirements (including ADA). Establishes sheet layout & composition of drawing set. Enforces KCJD drafting standards. Coordinates specifications & interior design drawings.. Coordinates all plotting, printing, and shipping. Checks results of red lines for completeness and accuracy. Produces and distributes meeting minutes of consultant coordination. Produces Addenda and checks shop drawings. Assists the Director of Interior Design or Project Manager as needed.
Interior Designer Description: The responsibility of interior design staff in the firm shall be equivalent to those for architectural staff. Please refer to the corresponding architectural staff job description for a full treatment of responsibilities as follows: ! ! ! ! Interiors Project Manager, equivalent to Project Architect Interiors Job Captain, equivalent to Job Captain Interiors Design Drafter, equivalent to Drafter In addition to the responsibilities outlined in the sections referred to, the Interior Design staff shall maintain and update the files of interior products and materials, and shall maintain the organization and neatness of the sample and materials room.
Director of Marketing Marketing Department - Overall Responsibilities: Leads new business development, new markets development, lead generation and follow-up Annual Marketing Plan Development
Initiation/Recommendations relative to Markets and exhibits Marketing Calendar Preparation Annual Marketing Budget Development
To know the source of all future work and develop relationships with potential clients. To research and understand the criteria for selection. To be prepared to present the firm in a manner that responds to those criteria. To raise the overall level at which we compete for work. To promote the firm through PR and other promotional means. To elevate the level of sophistication in how we present ourselves. Analyze trends/conclusions forecasting Analyze PR opportunities and pursue them Identify new projects and clients
Description: Responsibilities include development and management of overall marketing direction and business development of the firm, including assisting in the development of individual marketing strategies for each studio. Related duties include: Overall creative director for marketing materials Directs the proposal writing process; manages the look and feel of the proposal ! Initiates and enforces Go/No Go process Supervises data processing and/or development of
Marketing Documents Proposals Credentials Interviews/Presentations Correspondence Conducts proposal and interview debriefings ! Marketing Materials Development (write, create and/or supervise creation of) Credentials Packages (college/university/healthcare/hotel, etc) ! Color Project Descriptions Sheets ! Process Charts ! Imaging Materials ! Presentation Boards
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Directs the conceptualization, implementation, and maintenance of brochure materials and ideas Directs the conceptualization, implementation, and maintenance of the firms website
Project Photography ! Selection and Direction of Photography
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Acquisition of Drawings and other materials required by photographer Photographer costs and invoicing supervision/due diligence
Manages award submittal process Facilitates and assists studio heads in strategic marketing planning ! Meets regularly with public and private principals to facilitate their marketing needs Manages the design process and production of all presentation boards for: ! Awards/CEFPI/ICSC Creates and maintains Project Information Database Initiates and manages Public Relations activities Business Development outside activities up to 30% of time. Marketing to existing client base. Assist in setting and tracking goals for Studios: ! marketing/proposals/awards/action ! plans/monitoring progress Works independently with partners to bring new projects to the firm Develops new ideas Organizes and leads Marketing Committee meetings
Supervision of and responsibility for Information Management ! "Hard Copy" Document Filing ! Proposal files ! Association Files
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Marketing Report Files
Marketing Coordinator Description Review Daily Journals and CBDs to identify proposal opportunities Organize and lead the Marketing Committee meetings Prepare agendas and write minutes Oversee clipping service activities and initiate contact with prospects Maintain photography files ! Color prints, color xeroxes, transparencies, slides Direct the conceptualization and implementation of brochure materials and ideas Direct the proposal writing process Conceptualization and implementation of proposal materials and ideas File maintenance for old proposals and standard materials Schedule proposal writing activities Determine proposal format, design team composition Work with partners to determine appropriate DP, PIC, PM and selected projects Coordinate consultant input Maintain and standardize resumes in a narrative format; customize as necessary for each project Maintain standard list of consultants on data-base; include projects we have worked on together; show project type for each project; standardize resumes for consultants in a format to match ours; customize as necessary Maintain list of references Maintain data-base for project information; determine project history as far as change order experience, budget vs. Actual cost, proposed schedule vs. Actual, etc.; Convert this to graphic format; write standard narratives for special problems or features Begin integrating proposal materials with DTP (standard headers, footers, covers, graphs and schedules, org chart, etc.) Suggest improvements to proposals (content, style, dividers, covers, page composition, use of varying sizes and styles of type, integration of photos and graphics with test, etc.) Coordinate the work of the reprographics vendor Maintain SF254 and SF255; get forms on DTP Research references for minority consultants and add this designation to data-base Research methods for customizing generic covers and dividers Develop ideas for presenting more information in graphic form Strong interface with partners and marketing consultant ! Strategizes with partners and marketing consultant in choosing markets, prospective clients, proposal opportunities, etc. Research leads and background information for further development by Business Development Team Develop relationships on behalf of the firm Keep our name and face in front of prospects Qualifications and Characteristics of a Marketing Coordinator College education
Perhaps an advanced degree Perhaps a degree in marketing, business, architecture, art, or English Well-groomed; good phone personality Will have client contact and must represent the firm as favorably as possible Energetic; enthusiastic; full of zest; ability to make friends easily Commitment; hard worker Creative Inquiring mind; interested in learning and finding our more information Excellent conceptual ability Needs to understand concepts behind proposals and propose new ideas Needs to understand concepts behind brochure materials and propose new ideas Excellent organizational ability Must be well-organized, disciplined, and demanding of a high-quality work product Excellent writing ability Excellent in English composition, style Ability to outline, and organize ideas Ability to edit knowledge of grammar, spelling, power writing Word processing experience Knowledge of data-base software Desktop publishing experience desirable but not required ! (must have the aptitude / ability / desire to learn it) Knowledge of offset printing and reprographics Knowledge of photography process Knowledge of architectural process desirable but not required Mature Ability to cope under pressure Even-tempered Willingness to listen Willingness to pursue the ideas of others when necessary
Business Manager Education Bachelor degree in Business Administration or Accounting from accredited fouryear institution Experience Minimum 5 years experience working as Business Manager in an Architectural firm Expertise in: ! Budgeting ! Financial management and analysis ! Accounts receivable, ! Accounts payable ! Payroll ! Computerized time record keeping ! Taxes ! Income statements ! Assets and liabilities reporting ! Department of Labor laws and requirements ! Billing ! Income forecasting ! Personnel management ! Insurance ! Contracts ! Project performance analysis ! Supervising bookkeeper ! Managing support staff ! Managing office operations (equipment and supplies) Other Requirements ! Candidate must be detail and quality oriented he/she must be able to work independently, and be able to prioritize multiple projects and work efficiently Candidate must be Accounting proficient (through financial statements) He/she must be able to recognize tax/legal implications as they present themselves to plan and protect the financial interests of the firm and its principals Candidate must possess strong written and oral communication skills, and be able to interface with all levels of the firm Strong problem solving skills essential Candidate must have strong knowledge of office skills/standards Architectural Knowledge helpful Excellent communication skills
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! ! ! ! ! ! ! ! ! ! ! ! !
Excellent interpersonal skills Enthusiasm and initiative Experience working in a position of responsibility, trust, and leadership Highest personal and professional ethics and integrity Ability to manage conflicting priorities Ability to function in stressful situations Positive "can do" attitude Cheerful disposition "Big picture" thinker with command of details Proactive planner and doer Able to express opinions and take direction Resourceful Organizer
Computer Skills ! ! ! Proficiency in Microsoft Excel Proficiency with specialized accounting software for architects Proficiency with Microsoft Word
Description: ! ! ! ! The Business Manager directs and coordinates the day-to-day business activities In general The Business Manager works with each of the firm principals (in specific areas to follow), And reports directly to the directing principal The Business Manager also acts as a liaison With technical staff as it relates to business matters, and supervises the support staff
Specific Responsibilities: Accounting/Finance ! ! ! ! ! ! Directs/implements all accounting functions (interfacing with outside tax/accounting counsel as necessary) Administration of project and firm-wide budgets (Includes cost accounting, cash flow analysis, capital budgeting, etc ) Accounts receivable management Purchasing
! Supervise bookkeeping and billing functions Employee Relations ! Implement office policies and procedures (recommend changes as necessary)
! !
Maintain Employee records Recruit support staff
! Develop/implement support staff procedures/standards Administration ! ! ! Group health, professional liability, worker's compensation, and general liability contract administration Draft/amend professional services contracts (Research issues, draft standard language, interface with outside legal and insurance counsel as necessary) Knowledge of project base essential Computer administration (Includes forecasting, purchasing, installing, maintaining, and training others as it relates to trouble shooting in network environment) Special projects as necessary
6.14 Meeting Etiquette Sometimes, as we get busier and busier, it is easy to overlook some of the basic courtesy that is so important to having productive meetings. Here are some reminders: 1. Write down your appointments: ! Keep your calendar with you, and write down appointments on the spot. Do not rely on your memory to do it later. Youll forget. ! If the meeting is in our office, reserve the meeting space well in advance, so that on the day of the meeting, you are not scavenging for space. Inform All Participants. ! Inform everyone who needs to be at the meeting of the time and place, and give as much notice as possible. If it is your meeting, dont make assumptions that someone else will notify the attendees in advance. Keep the number of people attending to an absolute minimum. One person from each firm/entity is optimum; two is occasionally acceptable; three is too many. Be punctual. ! In business, there is no such thing as being stylishly late. ! Wait for the other guy if you must, but do not make him or her wait for you. ! Take some work with you in case you need to kill time. Plan to do some correspondence, or keynotes, or spec sections, or something. ! Observe this courtesy for everyone, not just clients. This means consultants, other people from our own office, even sales people. Prepare an agenda. ! Have a clear purpose in mind for the meeting, and be sure you need a meeting to achieve it. ! Let attendees know what issues on the agenda they should be prepared to address. ! If someone else calls the meeting, find out what you should be prepared to discuss. ! Publish the agenda and distribute copies in advance to everyone who needs to attend. ! Try to limit the number of people (4-6). ! Dont invite anyone who doesnt need to be there, but be sure to send them minutes. Once the meeting starts, stick to the agenda. ! Push on through the agenda. Ask if anyone has anything to add to the current agenda item, and then move on forthrightly, rather than waiting to see if anyone is going to speak.
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Be prepared. ! Make sure you have any prints you will need, and decide whether they should be tacked up or laid out on the table. ! Have enough chairs placed in the Conference Room. ! If the meeting is to extend over lunch, consider ordering an assortment of sandwiches, etc. beforehand, so the food will arrive on time and so you dont have to interrupt the meeting to take orders. Be prepared to eat the tuna salad if no one else wants it (always consider ordering at least one vegetarian sandwich) Start on Time. ! Start on time, even if it means starting before everyone shows up. If someone arrives late, promise to give them an update at the end of the meeting. Dont make the other attendees listen to an unnecessary recap. Set an example by being punctual yourself. ! When the meeting starts, announce how long you expect the meeting to take. Find out if anyone has to leave early. Take notes. ! Select a team member to take good notes (the note-taker should never have to be reminded to take notes). Use a copy of the agenda as an outline. Record the names, company, and telephone number of everyone there. Also, record the topic of discussion, any decisions made, and any follow-up necessary. Make sure the person responsible for the follow-up is clearly identified. ! Focus on decisions, dates, responsibilities. Be Courteous. ! In a long meeting involving participants from several entities, phase people in and out, if they dont absolutely have to attend the entire meeting. This requires careful orchestration, but if you do it well, your efforts will be appreciated. ! Know when to schedule a breakout meeting, if the discussion gets too detailed or too narrowly focused. Be Tough. ! Dont allow more than one conversation to go on (even by your client or your boss!). state politely that youd like to get the meeting back to one discussion so that no one misses anything. ! Dont allow yourself to be interrupted. ! Dont take phone calls, even if you receive a long distance call. As soon as one person takes a call, everyone else does too. You will never recapture the momentum you lose by doing this. Schedule meetings at optimum times. ! Monday mornings and Friday afternoons are the worst. Mornings are best. Try for an hour to an hour and half before lunch, so you will have a natural ending.
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Keep yourself focused. ! Dont get off on tangents that are not on the agenda, and dont participate when someone else does it. ! If you are leading the meeting, try something like this to keep the meeting on course: Thats an excellent point, Harry. Ill be glad to discuss it after we have addressed all the items on our agenda, if we have time. If youre having a power breakfast, ! It is okay to have the breakfast salad, as long as you eat it with your fingers, and your sleeves are rolled up. ! To maintain your power position, you choose the time. If your comeeter suggests 7:00 a.m., you say How about 6:30 a.m.?. If your comeeter suggests 6:30 a.m., you say that you wont be finished with your triathlon until 7:00 a.m.
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Remember, meetings can be fun. Meetings are your friends. Make a friend for life. Meeting Minutes Meeting minutes are to be taken at every meeting, and especially at meetings where an owner, owner's agent, or consultant is present. The Project Architect is responsible for taking general notes at each meeting which (s)he attends, but another member of the design team will be selected at the kick-off meeting to record all of the discussion taking place at the meeting. When a Partner or Project Architect attends a meeting without someone to take notes, (s)he will bear the responsibility for getting the information recorded and distributed. Meeting minutes should follow the format shown in the attached sample, and should include the following information: ! ! ! ! Project Name Project Number Date A list of those in attendance at the meeting; if there are many people present, it may be helpful to pass out a sign-up sheet where individuals can list their names and the companies they represent.
Old Business Review the minutes from the last meeting, if applicable. Identify any questions which were not answered, and any items requiring action. Report to the group any answers received or action taken since the last meeting. Have those present report on any action required from them at the last meeting. New Business A list of new business items should be prepared in advance and put on the agenda for the meeting. Send the agenda to anyone attending the meeting in advance, if possible. The items from the agenda can be transcribed into the
minutes along with any discussion and decisions. If any action is required, state what the action is, who is required to do it, and when it must be done. Action Items and Responsibility Maintain a list of items that require action from one of the attendees. Include a brief description of what the item is, who is going to take the necessary action to resolve it, and when the action or resolution will be complete. Send copies of the minutes to the owner, everyone present at the meeting, and other interested partiessuch as consultantswho were not present. The time frame for this should be established at a meeting with the owner, and will depend on the meeting interval. However, meeting minutes should always be distributed within a week. Click here for link to: Standard Meeting Minutes Template
Project Planning And Estimating Strategies Generally, we have some form of a Program to guide our decision-making when we begin schematic design. Our first step should be to review the Program, and compare the Program requirements with the budget. At the Estimating Kick-off meeting, we will work with our structural, mechanical, and electrical consultants and our cost estimator to allocate reasonable portions of the overall budget to the major systems of the building: ! ! ! ! ! Building skin Vertical transportation Structural system Mechanical and plumbing systems Electrical power, lighting, communications and data systems
Using historical cost data, we should be able to propose alternatives for each of the above systems that can be built within budget. We should then seek owner approval of the program requirements and the budget, and we should have a consensus about the quality of the materials and systems that we will be incorporating into our design. A schedule showing milestone dates for our cost estimates should be prepared prior to the internal design team kick-off meeting. Before we actually begin to assign size and shape to the project, we should consider defining the project quality and materials using an outline specification. This spec may take any of a number of forms, but a good format to use is the attached Project Cost Summary form. This form offers a very quick and concise method for establishing certain parameters of the building before it has been given size and shape. This will help the estimator understand our assumptions about the building at the next level beyond the five basic systems. A review of the cost estimate prepared from this summary will let us know if some of our
assumptions should be challenged and modified. Jerry Pope has also established an outline of all the building components we might ever need. Our spec may also be prepared in direct response to this outline. Our Schematic Design work can be thought of as consisting of the Concept Design, and the remaining work necessary to complete the schematic design documentation. The Concept Design should be complete when 33% of the SD fee is spent, and a concept design estimate should be prepared at this stage of the work. Our estimator should be here in the office so that we may review the details of the project orally, since much of the information will be deliberately left off the drawings. The concept should define the scope of the project, and the size and shape of the building, but does not need to include a lot of detail. A blocking diagram is sufficient, for example, in lieu of detailed plans. A site plan, four building elevations, a longitudinal section, and a transverse section, in addition to the blocking diagram(s) and the outline spec are sufficient for concept design. The exact information we need for estimating may vary, so Jerry Pope (or another estimator) should specify the information necessary to create the concept design estimate. This estimate will be one step further along in the evolution of the final estimate, because the building perimeter, the volume, the total area, the number of curves and corners, and the like will be substantially determined. More detailed information will be developed as the schematic design is refined. Therefore, the estimate should be updated when our work is approximately 75% complete, to make sure the design is developing in the manner anticipated by our estimator. Often, our estimator provides us information that we simply do not like and do not want to hear. If the estimate exceeds the budget, we may kid ourselves by thinking that if the estimator knew as much about the project as we do, then his number would be smaller. Or some such nonsense. We have to trust our estimator. Once the estimate has been reviewed and adjusted, we must take the steps necessary to reconcile the project costs with the budget. The steps required to reconcile the project with the budget will vary depending on 3 the magnitude of the overage. But, since the estimate includes a contingency for design changes, as well as a contingency for unforeseen construction cost increases, any overage must be addressed in some manner. There should be no reason why our design includes more space or different spaces than the program requires, but if it does, they should be first on the hit list. This demonstrates why it is so important to establish reasonable target efficiencies early in the projectif there is no way we can design the building to meet an unrealistic target for efficiency, there is also probably no way we can design it within the budget. We may have to re-evaluate our choices of building systems if the overage is significant. Or, we will have to focus on each line item in the estimate for value engineering/cost reduction opportunities. Work with your PIC and your consultants for suggestions. Encourage the consultants to question decisions we have made that result in unusual expense within the design of their systems,
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Typical contingency allowances for design changes and refinement are as follows: 10% through Schematic Design 7% through Design Development 3-5% through Construction Documents
because we may not have insisted on a certain decision if we had been aware of the downstream cost impacts. Try to keep each discipline within the original guidelines established at the beginning of the project. Click here for link to: Project Cost Estimating Schedule
Click here for link to: Project Cost Estimating Summary Form
Scheduling and Staffing Procedures ! Identify all project phases ! Identify all project phase start dates, durations, and completion dates; include any Owner review periods or other team downtime ! Develop the anticipated team composition $ Identify all team members, their respective job descriptions or roles, and the % of their time each week that they will be assigned or working on this project ! Compare staffing projections with fee projections and coordinate ! Review staffing projections at each weekly team meeting ! Include the time required and the time period anticipated for specifications ! Include any model requirements (including submittal or completion dates) Model Standards We build models to study forms, relationships, and the three-dimensional qualities of our designs and the spaces defined by our designs. Typically, models are not required under our contract obligations; it is normally something we take on voluntarily and at our own expense in order to improve the design work that we do. Our models are typically built as study models (rather than finished models), and we should not feel bad about tearing them apart, changing things, and rebuilding them. However, since we use the models to communicate our design ideas to clients, we must maintain a certain minimum level of appearance and craftsmanship. We may also choose to defer the detailed study model until design development so that a highly detailed model will not have to be torn apart and rebuilt to the same degree that an earlier model might. In-House Models
Conceptual or Master Plan Phase ! Massing model ! Use basswood blocks cut to shape (light-colored modeling clay may be used with the approval of PIC) ! Use white museum board for topography (1 contour interval unless otherwise directed) ! Scale: per discussion with PIC ! Base: use ! plywood (no perimeter frame) Schematic Design Phase ! Use white museum board for all pieces ! Pieces may be laser cut if desired (discuss with PIC); requires special AutoCAD drawings ! Show detailed fenestration; use clear plastic for windows (with opaque back surface) ! Indicate any masonry banding using strips of paper colored subtly different (gray) than white board
Base: use typical gallery model base (match size of bases currently on display in gallery; use poplar wood; match profile and color of other gallery model bases) $ Standard paint color:
Final Presentation Models (monochromatic) ! Same as for schematic design phase models; verify scale and level of detail with PIC.
Out-of-House Models
Presentation model simulating actual materials and colors ! Base (to match typical gallery base size standards, profile, and color) ! ! thick Plexiglas cover ! Scale: as determined with PIC
Drawing Progress Report Click here for link to: Drawing Progress Report
Contractors Use of Electronic Data Click here for link to sample letter regarding: Contractors Use of Electronic Data
Archiving of Electronic Data ! Create two compact disk (CD) backups for the project at the completion of every major phase (pre-design, SD, DD, CDs, B/N, CA) ! Archive (copy) the entire directory onto a single CD ! Dont combine projects or phases together on one CD ! Create one CD for on-site storage and one for off-site storage ! The team CAD Captain should make the CDs, or should make the request to IT staff to make them ! At the end of the project (at the end of construction or whenever the project is removed from the file server), make an additional CD for the Marketing Department $ Include only the Presentation Graphics folder Click here for link to: Project Wrap-Up Checklist Click here for link to: Project Wrap-Up Meeting Agenda and Report
CHAPTER 5 QUALITY ASSURANCE Quality Assurance Program The following quote by Fred Stitt, director of the San Francisco Institute of Architecture, helps explain our need for a Quality Assurance program. In Architecture schools, and in most larger offices, working drawing production is the least prestigious aspect of professional life. Schools teach virtually nothing on the subject. In the offices, working drawings are the aspect of work that most graduates work hardest to avoid. Yet this is the aspect of work that involves the most money, the greatest number of personnel, the most office space and resources, and the greatest risk for project delays, high construction costs, client alienation, building failures, and general liability. This situation is all too true, and to complicate matters, those of us who know how to put together a set of working drawings are much too busy with our own work to give any sort of meaningful instruction to those coming up in the profession. A Quality Assurance program therefore should be devised to provide as much instruction in working drawing quality as possible without expending a large amount of man-hours from your senior personnel. To this end the approach we propose is one of monitoring projects at the beginning and end of each phase to ensure that the project procedures (educational process) spelled out in the AOPS manual is being used. Concepts ! Start up each production phase. ! ! ! Evaluate the results of each production phase. Utilize Quality Assurance checklists for each production phase. Utilize Starting Point drawings for initial document layout.
References ! ! The Architects Handbook of Professional Practice, AIA, 1994 Working Drawing Manual, Fred Stitt, 1998
Methodology ! The QA person will review documentation strategies, technologies, methodologies, and project deliverables with the Project Architect for each phase of a project. ! The QA person will receive a copy of the product produced at the end of each phase for evaluation. Comments must be addressed prior to
Quality Assurance AOPS 2003-2008 Page 48
proceeding to the next phase. ! The QA person will monitor the project to help ensure agreed upon KCJD processes are being followed. Project Timeline The Quality Assurance team, working with the Studio Managers of each Studio will coordinate the QA program. Experienced senior personnel will conduct reviews of a project as schedules permit. Each project will relate to the QA program as follows: PROGRAM / CONCEPT / MASTER PLAN: Initiation - When the QA Coordinator is notified of a new project he will review the project schedule, budget, and contract with the Principal and Project Architect. Completion Provide an additional copy of the Program booklet for QA review at the same time that it is submitted to the Client. The QA group will review the program at the same time as the client so all comments can be assembled and evaluated prior to starting the next phase. SCHEMATIC DESIGN: Programming QA comments must be completed before proceeding to this phase. Initiation Provide a copy of the Project Schedule, Fee Analysis And Projection form, Planning & Zoning review, and Building Code review for QA review prior to the project kickoff meeting. Comments will be returned promptly. Completion Provide a copy of the Schematic Design submittal for QA review at the same time that it is submitted to the Client. Include a completed Schematic Design Checklist attached to the SD submittal. The QA group will review the Schematic Design at the same time as the client so all comments can be assembled and evaluated prior to starting the next phase. DESIGN DEVELOPMENT: Schematic Design QA comments must be completed before proceeding to this phase. Initiation Provide a copy of the project schedule, updated Fee Analysis And Projection form, construction cost estimate, cartoon set, and drawing planning sheet for QA review prior to the project kickoff meeting. Comments will be returned promptly. QA will discuss documentation strategies, techniques, methodologies, and project deliverables with the Project Architect. Return all previous QA documents to the QA group for archiving. Completion Provide a copy of the Design Development submittal for QA review at the same time that it is submitted to the Client. Include a completed Design Development Checklist attached to the DD submittal. The QA group will review the Design Development submittal at the same time as the client so all comments can be assembled and evaluated prior
to starting the next phase. CONSTRUCTION DOCUMENTS: Design Development QA proceeding to this phase. comments must be completed before
Initiation Provide a copy of the project schedule, updated Fee Analysis And Projection form, construction cost estimate, cartoon set, and drawing planning sheet for QA review prior to the project kickoff meeting. Comments will be returned promptly. QA will discuss documentation strategies, techniques, methodologies, and project deliverables with the Project Architect. Return all previous QA documents to the QA group for archiving. Prior to Completion Provide a copy of the Construction Document submittal for QA review two weeks (minimum!) prior to releasing the documents for bid (three weeks for large projects). Include a completed Construction Document Checklist attached to the CDs. The QA group will review the Construction Documents for a week and allow the following week for incorporating comments. BID PHASE and CONTRACT ADMINISTRATION: The Construction Document QA comments must be completed before proceeding to this phase. Initiation Provide a copy of the project schedule and updated Fee Analysis and Projection form for QA review. QA will discuss addenda strategies, techniques, and CA methodologies with the Project Architect. Return all previous QA documents to the QA group for archiving. QA will attend the project production Wrap-up meeting and encourage comments. Completion Submit project archiving checklist. Proposed QA relationship: QA time will be minimal on those projects who make use of the AOPS guidelines and who follow the procedures outlined. Keeping high priced QA personnel off of your project will involve:
% % %
Using a Fee Analysis and Projection form. Following the AOPS Project Procedures. Completing the QA checklists prior to submittal.
QA checklists are designed to be stapled to the red lined check plots and given to a draftsperson for completion. The PA will need to review these checklists with the draftsperson prior to submittal to the QA group.
QA PROJECT TRACKER Project Name: Project Number:
% % % % % % % % % % % % % % % % % % % % % % % % %
Completion of Feasibility Questionnaire: Completion of Project Fact Sheet: Contract Signed by Client: Consultant contracts signed: % Civil % Structural % Mechanical % Electrical % Landscape % Acoustical % Food Service % Cost Estimate Project Manager assigned: Production Schedule established: Project Start Date: Project Completion Date: to:
PROGRAMMING PHASE: from: Total Project Budget: Owner Hard Costs: Owner soft Costs: A/E Fees: Construction Cost: Construction Cost per Square Foot: Survey received:
Soils report received: Completion of Programming Questionnaire: Completion of the Programming Checklist: % complete: Programming QA Review: Man hours budgeted: Man hours remaining: A/E Production cost budgeted: A/E Production cost remaining: to:
SCHEMATIC DESIGN PHASE: from: Designer assigned: Initial Planning review:

% %
Initial Zoning review: Initial Building Code review: % Occupancy types:
% Construction Type: % Allowable square Footage: % Plumbing Fixture count: % Initial ADA review: % Initial Choice of Materials: % Foundation: Cost / sf % Structure: Cost / sf % Exterior Walls: Cost / sf % Roof: Cost / sf % % % % % % % % % % % % % % % % % % % %
Completion of the Schematic Design Checklist: % complete: Schematic Design QA Review: Man hours budgeted: Man hours remaining: A/E Production cost budgeted: A/E Production cost remaining: Design Team Feedback Report: Estimate of Construction Cost: cost/sf: to:
DESIGN DEVELOPMENT PHASE: from:
Project Architect assigned: Fee Analysis And Projection Form produced: Cartoon Set produced: Eagle Form produced: Planning & Zoning submittals approved: Completion of the DD Checklist: complete Man hours budgeted: Man hours remaining: A/E Production cost budgeted: A/E Production cost remaining: Design Development QA Review: Estimate of Construction Cost: cost/sf:
CONSTRUCTION DOCUMENT PHASE: from:
to:
% Cartoon Set produced:

% Fee Analysis And Projection Form produced: % Eagle Form produced: % Construction Document QA Review: % Completion of the CD Checklist: % complete: % Man hours budgeted: Man hours remaining: % A/E Production cost budgeted: % A/E Production cost remaining: % Project Wrap-up meeting report: % Final Construction Cost: cost/sf: % Production Cost evaluation:
CONSTRUCTION ADMINISTRATION: from: to:
% % % % % % % %
Request for Information review: Architects Supplemental Instructions review: Change Order review: Man hours budgeted: Man hours remaining: A/E Production cost budgeted: A/E Production cost remaining: Owner Feedback Report: Contractor feedback report:
Coordination with Consulting Engineers The following form was derived from the Consulting Engineers Council, and summarizes the industry consensus about where certain kinds of information should be shown. It is acceptable to depart from this listing, provided the engineers agree and are informed in advance. It is important to understand that our consultants are familiar with the Council's standards and conventions, and they typically base their fees and scope of work on this information. If we want to change it, they need to participate in the decision making. The following standards separate the various construction information to be shown on the drawings of the respective consultants. In some instances, duplication of some information is unavoidable (such as the layout of the structure, the location of fire hose cabinets, etc.), but this should be kept to the necessary minimum. The use of these standards should achieve the following benefits:
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Unnecessary drafting is eliminated, thus saving production time. Ease in coordination and checking of documents. Errors caused by inconsistencies in the documents are avoided, and construction change orders are reduced. The consultants have a clear understanding of their scope of work.
General -- All Drawings ! ! ! ! Use identical drawing sheet size, title, and border arrangement. Adhere to drawings standards as shown elsewhere in this manual. This includes drawing titling and sheet numbering. Architectural drawings indicate only dimensions which establish the architectural design. Do not duplicate material thickness dimensions indicated on consultants drawings. Consultants drawings dimension only items relating to that specific disciplines design work. Use the same dimensioning system as the architectural drawings.
Coordination with Consultants Click here for link to: Coordination with Consultants Checklist
Coordinating Drawing Responsibilities Click here for link to: Drawing Responsibilities Matrix
Checklist for Coordinating Among Disciplines Click here for link to: Coordination Checklist
Drawing Check Matrix Click here for link to: Drawing Check Matrix =
Chapter 6 ADMINISTRATIVE ACTIVITIES AND FORMS

File Directory Tree Structure and File Naming Conventions
File Directory Tree Structure All project files should be set up using the prototype file directory tree structure available on the AOPS CD, called 2002 Project Directory Prototype. Please do not make changes to this structure without first discussing it with your team leader. The File Directory Tree Structure is available on the AOPS CD as a Microsoft Windows directory. You will have to search the CD for the electronic version. This link will take you to an MS Word version that shows you what the tree structure is, but is not an active file directory. Click here for a link to: MS Word version of File Directory Tree Structure File Naming Conventions The following convention has been conceived to respond to our need to maintain some degree of consistency in the way we name our electronic files. But beyond this convenience, we need to begin to impose greater consistency in our file naming procedures in order to facilitate our movement towards a firm extranet (a web-based record-keeping and communications management system), and to use the sorting and searching capabilities inherent within that system. The simpler the better. However, there are some constraints that we must impose upon ourselves, and these are outlined below: We should start with the project number. As you know by now, the project number is getting longer to avoid Y2K-type problems. It is too easy for documents to get filed in the wrong project directory, and including the project number would make it obvious if that were to happen. Part One: Project Number Hence: 2003-001.00
For projects that already have been assigned a number, the 001 part of the project number will change from (for example) 9942 to 1999-042. In order to accommodate the fact that we sometimes have follow-up or additional services projects that use the same basic project number, the 3-digit job number must be followed by a decimal point and two digits. The original job would be numbered .00, and all subsequent jobs with the same number would be numbered sequentially. The number would then look like this: 2002-042.00 (use a dash to separate the first two and the month the file was created. parts)
The second part would be the day Part Two: Date Hence:
Some of you may be in the habit of including two additional digits for the year; while this is probably not necessary, it would be OK to do 2003-001.00-0325 so File Directory Tree Structure AOPS 2003 - 2008 Page 55
Following the date, we would indicate the document type, such as letter, spec section, room finish schedule, etc. (see examples below).
As you will see, the document type might be a letter, a specifications section, a project directory, meeting Hence: 2003-001.00-0325- letter minutes, transmittal, or something else. Logic, common sense, and reason After that, the balance of the filename is largely up to the discretion of the this should prevail in making individual who is creating the file, with some loose requirements so they determination.
Part Three: Document Type
include important information (such as the recipient's name or the firm name, perhaps the discipline, and the subject). Windows will provide the appropriate file type extension at the end of the name, and we should not deviate from the extensions that Windows provides. Some examples would be as follows (the filename is in blue): 2003-001.00-0325-letter to Tom Jones at XYZ Structural Consultants about roof collapse.doc (where the bold part is required and standard, and the balance is discretionary or automatic). 2003-001.00-0325-spec section 08210.doc 2003-001.00-0325-spec section 08210 wood doors.doc 2003-001.00-0325-room finish schedule .xls 2003-001.00-0325-project directory.doc 2003-001.00-0325-meeting minutes for science focus group meeting.doc 2003-001.00-0325-project schedule.mpp 2003-001.00-0325-tra to XYZ 05400-1 Steel Framing Submittal.doc
The document type must be in this position, even though we may now be in the habit of putting it at the end, or even using it as a file extension
File Directory Tree Structure AOPS 2003 - 2008 Page 56
Standard File Codes Click here for link to: Standard File Codes
Standard Progress Report Click here for link to: Standard Progress Report
Standard Project Directory Click here for link to: Standard Project Directory
Standard Letter Format Click here for link to: Standard Letter Format
Standard Memo Format Click here for link to: Standard Memo Format
Standard Transmittal Letter Click here for link to: Standard Transmittal Letter
Standard Meeting Minutes Click here for link to: Standard Meeting Minutes
Chapter 6 Administrative Activities and Procedures AOPS 2003-2008 Page 57
Standard Telephone Log Click here for link to: Standard Telephone Log Standard Team Meeting Agenda Click here for link to: Standard Team Meeting Agenda
Sample Internal Team Distribution Matrix Click here for link to: Sample Internal Team Distribution Matrix
Standard Project Manual Cover Click here for link to: Standard Project Manual Cover
Standard Internal Request for Information Click here for link to: Standard Internal Request for Information
Standard Project Information Data Sheet Click here for link to: Standard Project Information Data Sheet
Office Administration Roster For the convenience of the members of the office staff, you should prepare a roster listing of the names, addresses and telephone numbers for all of the members of the firm. This information is provided in the event that you find it necessary to conduct project-related business with other members of your team who may be out of the office and at home, due to illness or other reason. This information is confidential. Please respect this confidentiality and the right to privacy of your fellow employees.
Chapter 6 Administrative Activities and Procedures AOPS 2003-2008 Page 58

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Architectural Office Office Practices Practices and and Standards Standards Architectural A Practical Guide to Documentation and Project

Table of Contents AOPS 2003 - 2008 Page ii

Table of Contents AOPS 2003 - 2008 Page iii

Foreword by Fred Stitt

Foreword AOPS 2003 - 2008 Page v

Introduction AOPS 2003-2008 Page vi

Edition, John Ray Hoke, 1994, Wiley

Introduction AOPS 2003-2008 Page vii

Introduction AOPS 2003-2008 Page viii

Introduction AOPS 2003-2008 Page ix

AOPS Modification Form List the present AOPS procedure:

Explain your proposed modification:

! Know your audience. Is the modification you propose familiar to Contractors?

Uniform Drawing Standards AOPS 2003-2008 Page xiv

Contracts and Fees AOPS 2003-2008 Page 1

Contracts and Fees AOPS 2003-2008 Page 2

Contracts and Fees AOPS 2003-2008 Page 3

Contracts and Fees AOPS 2003-2008 Page 5

Contracts and Fees AOPS 2003-2008 Page 7

Contracts and Fees AOPS 2003-2008 Page 8

Fees and Fee Management AOPS 2003-2008 Page 9

Fees and Fee Management AOPS 2003-2008 Page 10

CHAPTER THREE SCHEDULE Typical Project Schedule

Typical Project Schedule AOPS 2003-2008 Page 11

CHAPTER FOUR PROJECT PROCEDURES Typical Project Procedures

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Typical Project Procedures AOPS 2003-2008 Page 15

Typical Project Procedures AOPS 2003-2008 Page 16

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Typical Project Procedures AOPS 2003-2008 Page 21

Typical Project Procedures AOPS 2003-2008 Page 23

Typical Project Procedures AOPS 2003-2008 Page 26

Typical Project Procedures AOPS 2003-2008 Page 27

Typical Project Procedures AOPS 2003-2008 Page 31

Typical Project Procedures AOPS 2003-2008 Page 32

Marketing Report Files

Typical Project Procedures AOPS 2003-2008 Page 34

Typical Project Procedures AOPS 2003-2008 Page 36

Maintain Employee records Recruit support staff

Typical Project Procedures AOPS 2003-2008 Page 39

Typical Project Procedures AOPS 2003-2008 Page 40

Typical Project Procedures AOPS 2003-2008 Page 44

Typical Project Procedures AOPS 2003-2008 Page 45

Typical Project Procedures AOPS 2003-2008 Page 47

Quality Assurance AOPS 2003-2008 Page 50

QA PROJECT TRACKER Project Name: Project Number:

SCHEMATIC DESIGN PHASE: from: Designer assigned: Initial Planning review:

Initial Zoning review: Initial Building Code review: % Occupancy types:

DESIGN DEVELOPMENT PHASE: from:

CONSTRUCTION DOCUMENT PHASE: from:

% Cartoon Set produced:

Quality Assurance AOPS 2003-2008 Page 54

Chapter 6 ADMINISTRATIVE ACTIVITIES AND FORMS

Part Three: Document Type

File Directory Tree Structure AOPS 2003 - 2008 Page 56

Chapter 6 Administrative Activities and Procedures AOPS 2003-2008 Page 57

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