[enueyy sjooyyory Suyonysuod oy], oH ©EM/97 = 2 re EMI7© EMIT The Constructing Architect’s Manual Contents Below: the book deals with the construction process from the inception phase to the handing-over of the building and ‘operation and maintenance. The numbers next to the subjects are page references. ‘The Scheme Design Proposal 75-97! _caceramtitt Detail Design Detail Design Ir ‘SIGNI ‘The Outline Proposal 22-38 /51) 64-74 Summary ofthe 52-63) andDetaledBref OUT) H PROPOSAL DET: GNII SE Successive Estimation 39 - 43 fF Tendering the project The 10-steps of Quality Price & Time Assurance 43-50 ‘Tender-circular ‘Tender-Control Plan The Inspection Plan Design Phases 2/19 - 22 ‘Tender-time schedule Feastilty sudy 3 Detailed Brief 4 - 10° SE T iG PHASE ‘Forms of procurement 11 - 14] ‘The contractor's bid Calculation of the ee design fee 15-18 INCEP YI OPERATION & MAINTENANCE Payment of the contractor Life-cycle-costing and Operation GONSTRUCTION 4 and Maintenance 98 - Health and Safe Nenance 98-114 on buldng-ates” The handing-over 238 - 241 The Sty Plan 192-199 da for site meetings 243 - 245 The project’ s profitability a caledlation 242 Enclosures A & B 247 - 248 Acknowledgements: thanks to Lars Stjemberg for the drawings on pages 92 - 97 andto Gunnar Eriksen for the drawings on pages 56 - 67, 87 - 89, 153 - 154 and 167 - 168. The logos for the specifications are BPS’. All other diagrams, sketches and drawings are by yours truly. © Emest Miller, Constructing Architect BTH., Horsens Polytechnic, Denmark The project's specifications 125 - 141 155 - 168 169 - 176 177-187 188 - 190 191 201 - 203 205 - 208 209-210 211-213 215 - 225 226 - 225 115 - 124© EM/97 What is a project ? The following are examples of projects: + Conquering Mount Everest for the very first time. + Landing a man on Mars and bringing him back to earth. + Crossing the Atlantic single-handed in a rowing boat. + Building a bridge over the Great Belt or digging a tunnel under the English Channel. + Designing a new fighter for the airforce. + Electing a president of the USA. The construction project A construction project is like any of the projects mentioned above, and like the Projects above it has the following characteristics: © it has a clearly defined start, duration and finish. © thas a clearly defined goal, namely to erect a structure for a specific use. it will have an impact on its surroundings (for better or for worse). © it will (usually) be a one-off project; there will be nothing exactly like it. it will require the use of resources: labour, materials, machinery and money. «it will require the expertise of a number of individuals: architects, engineers, lawyers, bankers, craftsmen and labourers. The Constructing Architect’s Manual © it will need to be controlled by an individual or group of individuals, Social impact POR? Or En eet wironmental a impact Machinery ai” eS fre ee rafts Lawyers aa Bankers ($) Technicians© EM/97 Phases Like all other projects, a construction project has to go through a number of distinct phases of developments - - a sort of metamorphosis. Because the project changes, managing this change is a difficult task. When the building has been erected its surroundings will have changed too, and this must also be taken into consideration and “managed” when designing and planning the project. A construction project has similar phases to all other types of projects: © The Feasibility Study ‘Inception phase; sometimes called the Preliminary Brief © The detailed brief ‘The Design Phase comprising: The Outline Proposal (see pages 22-74) The Scheme Design Proposal (see pages 75-154) Detail Design Phase I: whose goal is to attain full Planning Permission (p.155- 168). Detail Design Phase I: whose goal is to detail each contract of the project. with a view to getting a bid from the relevant trade contractor( p.169-210). © The Tendering phase: getting a bid (price) from the contractor. ‘* The Contract phase: accepting a bid froma specific contractor(s)/signing a contract. * The Construction Phase: actually erecting the building. The Constructing Architect’s Manual ‘The Running-in phase: where the systems of the building are tried out and adjusted. ‘© Operation and maintenance: One the building has been successfully run-in and its systems adjusted, the actual use of the building can be initiated. The construction© EM/97 ‘The duration of each phase will depend on the type of construction project we are dealing with. Any reasonable design project will develop in a more or less progressive manner, where the information will increase as the projects develops; the spiral diagram on page 2 represents this development. ‘The information will be added to the project until all the data necessary to implement it has been put into documents such as the drawings, specifications and the project’s programme as requirements. The following gives a short description of the different phases of the construction project. The purpose of a feasibility study is to determine the nature of the client’s problem or need, e.g. “ we need to extend the existing building in order to increase our production of product “X” by 50.000 units/year ” or “because of the demand for office space and the high rental income from such space, it will be profitable to build more office space in the centre of our city for letting”. The feasibility study will process the problem in detail and recommend a course of action to deal with the it. The formulation of a feasibility study goes beyond the scope of this publication, but in the following we will be able to see how one formulates a detailed brief and how a the design process should progress. We shall see how one plans the design phases and what tools and methods are used to rationalise the process and reach the goals for the project. The Inception Phase (P1 This is probably the most important phase ofa project. If the project is wrongly defined from the start, then is sure to go wrong in the later phases. The Constructing Architect’s Manual Normally, a client should not suddenly be aware of the need for building space - - unless, of course, we are speaking ofa fire, a new law requiring more work space for employees or some catastrophic event, etc. The need for space should be a thing which gradually becomes apparent for the client through a long period of consideration or perhaps as a result of the feasibility study concerning his possibilities for extending his business (or dwelling). The results and recommendations of a feasibility study will normally be the basis for the preliminary brief - - which in tur will be the basis for the rest of the project. The preliminary brief will list the client's wishes and ideas for his building based on his findings from the feasibility study, i.e. his space needs, the nature of his building-plot, the financing possibilities for the project, the economic consequences of building compared with the income from such a project.© EM/97 The preliminary brief will form the basis for the organisation of the detailed brief and, in the case of public and state supported projects, the basis for the application for funds and permission to implement a project. The client should formulate the preliminary brief in writing. The Detailed Brief The detailed brief is a sort of specification for the project - no matter what sort of project we are dealing with, whether it be a construction project or any of the projects mentioned on page 1, there is always a detailed brief. The detailed brief is a document in which the detailed requirements for the project are laid down. The client will usually hire professional help to formulate this brief and it will be a time when these professionals will have to work very closely with the subsequent users of the project -- the client and his organisation. The professional hired to formulate the detailed brief will usually be an architect, who will proceed to analyse in detail the end-users” requirements and document them in the - = which will subsequently become “ an agreed document” for the rest of the project when it has been read and approved by the client. Once the client has approved the detailed brief as the basis for the project, the architect can proceed with the design phases. The detailed brief can, however, be sent to another architect(s) as a basis for a proposal. This is usually the case with architectural competitions, where the detail brief forms a uniform basis for all competitors participating in the competition; or, indeed, when the project is tendered as a Total Contract - where the brief is the basis for that contract. The Constructing Architect’s Manual The detailed brief's content It is important to tell the architect who is going to implement the design project exactly ‘what the client needs, the architect will then be able to provide a proposal showing how this need can be satisfied. Examples of the “whats”: ‘© the temperature of the room should be 18 degrees centigrade © the meeting room should be min. 20 m’. ‘the floor in the bathroom should be slide- proof. © the internal wall surfaces of the workshop should be able to resist knocks from fork- lift trucks. © the axle pressure on the storeroom floor is expected to be 2 tons. © the architecture of the building should have a light, modern, space-age appearance, etc., ete. Notice that no proposals for materials and constructions are made, only functional uirements. The project’s architect is not necessarily an expert in designing any one particular type of. it may be the first time the architect is designing a factory for producing televisions. The consulting architect is only an expert in putting a building together in a proper architectonic and constructive manner - - but not necessarily as a unit which can function properly from an operational point- of-view. The architect and other consultants are, therefore, extremely reliant on the client and his organisation to provide the information necessary for a good detailed brief and, therefore, a good resulting proposal (the how form the architect). Some clients are professional clients, i.e. they are constantly involved in construction Projects, e.g.: ‘©. The State Railways, that are constantly building and rebuilding stations. ‘© Supermarket chains, that are constantly establishing new branches. ‘© The state, which is constantly building offices and other state buildings. © Pension funds, which are investing in shopping malls and office buildings as investment objects, etc., etc. These professional clients usually have their ‘own building-divisions who will take care of the formulation of the detailed brief and sometimes the total design of the project. Sometimes, however, the brief is tendered as a basis for the best design proposal - - a competition is initiated and the best proposal is chosen to be implemented, or the detailed brief can be tendered as a basis for a construction project in Total Contracting or Turn-Key Contracting. When an architect formulates a detailed brief for a non-professional client, the architect has to sit down with the client and/or his staff to The Constructing Architect’s Manual thrash out the detail requirements for the project. Discussing the content of the brief Because the architect is not an expert in the functional requirements for a building, he may have to make a study of similar buildings to the one he is about to compile a brief for. He would probably, for example, visit the client’s existing TV- factory (or another TV- factory) to study in detail the space requirements for machinery, space around machinery, space for the raw material store room, for the finished products’ store room, for staff recreational areas, etc., etc. The architect will have to consult the rules and regulations for safety in that particular area of production so that he can incorporate these features into the brief's requirements. He will have to talk to the shop-floor manager to “pick his brain” about the best way to do things. The architect will also have to study the factory’s administration areas to learn the way the paperwork in the factory is processed, the need for computer terminals, the siting of the mainframe system, the lighting requirements (expressed in LUX) in both the administration and the production areas, the canteen facilities, whether the factory workers and the white- collar workers are to be segregated because of the problem of dirty clothes, whether the customers visiting the factory should have© EM/97 visual access to the production, what forms of security measures are necessary, etc., etc. ‘The architect may have to return to the client several times to seek approval for the requirements he has set down in the detailed brief. But in the end, all the requirements will have been jotted down in the detailed brief and the client will have approved it as the basis for the next phases: the proposal phases. We will have got our first “agreed document”'for the project Because itis such an important document, the architect should spend a little time scrutinising the detailed brief for mistakes and short- comings. This should be part of the architect’s initial quality assurance of the project. A well formulated brief should result in a well defined ‘proposal. The following 8 points are absolutely essential for a good detailed brief: * 1: an introduction to the project © the reason for the construction and its purpose © the structure and work processes in the client’s building/company 2: the project organisation ‘the client’s organisation during the Brief-Phase showing any end-user committee. ‘© the client’s organisation during the other phases, including the organisation for the technical consultants, The Constructing Architect’s Manual 3: Prerequisites * Negotiations with the local authorities regarding the planned project - - not least the demands of these authorities for the building should be specified in this section. Couneil Structure plans/ environmental plans, plot size/development ratios, relationship to existing buildings on the plot, easements and exemptions, traffic conditions relating to the plot, soil conditions, access to plot, terrain levels, Land Register details, plot utilities and drain and soil-pipes. Sector plans (building phases) should also be specified under this section.©EM/97 The Constructing Architect’s Manual © 4: The demands and requirements for the building (the “whats”) the functional specifications for the building: room connections, standards for materials and equipment, the architecture, height of the building, the possibilities for emit Environmental © the form of special rooms, conditions handicap-toilets, etc. the functional performances of materials, constructions, installations, equipment and furniture. © the internal climate, work environment and conditions pertaining to pollution. © the building’s energy consumption and utilities the life-span of constructions and installations, the use of resources, the reliability of the operation of the building. © telecommunications, computers and other electronic installations. «live loads and dead loads on Ls the constructions. pr A Loads on the construction « 5: The organisation of the construction work The form of procurement; the construction contract form, and the form of tender (public, selective, etc.) - these should be considered in the detailed brief but this may not be the final decision: Individual-, Main-, Total- or Turn- Key Contracts !!© EM/97 * 6: The economic frame for the project © The economic “frame” for the project can be given as a sum perm’. built area or as the total anticipated sum for the whole project. ‘the anticipated construction costs of the project distributed onto the main constructions of the project. Operational appropriations, interim budgets (heating, lighting, care-taking), expected operational maintenance costs for the project. © 7: The schedule for the project ‘© the time schedule for the different project phases and for the processing of the planning permission. © The date at which the client expects the project to be completed and the building to be operational (handing- over). © 8: Project Finance ‘* Credit Society Loans, Bank loans, Self-financing? The 8 points described above are the absolute minimum requirements for a reasonably well defined project. Very large and complicated projects may require the brief to be drafted several times before it is considered an acceptable basis for the project. Some parts of the project may need their own brief as a supplement to the “main” detailed brief, e.g., there could be a special brief for the telecommunications system within a office building project The Constructing Architect’s Manual Construction costs = 1.500 $/sq. m. or Total construction costs: 3.000.000 $ ; SA; 3 Yerkes, tg ayer vicanrron, [sone doin [vii ees vin aesin — render Pct jae 1 Iconsncion |Henangover The project schedule Changes to the brief Once approved by the client, the detailed brief should normally nor be altered. If necessary, the changes should happen when it is apparent that the requirements contained in the brief are unrealistic, costly, in conflict with the law of the land, or if the prerequisites for the project have changed dramatically so that a continuance of the project with the original brief would clearly be unreasonable. ‘When the detailed briefis finally available, the client must again check the economic aspects of the project. The client must approve the detailed brief before any design phases are initiated, a “scrutiny” of the detailed brief should be done before the client approves it.© EM/97 Payment for the detailed brief Because it is such a specialised and detailed document which may need considerable research and investigation, the detail brief may take considerable time to compile. It is, therefore, paid for separately by the client; usually as a lump-sum payment or by payment by-the-hour. The Consultation Agreement ' Because the detailed brief is such a “demarcated” document and can be commissioned separately, itis reasonable to mention the consultation agreement before we go any further with the description of the project phases. Basically, no design work should be started before a consultation agreement has been established between the client and the consultant. This agreement should establish the extent of the consultants’ (architects/engineers) services and the payment for these services. Different countries have different standard forms for their consultation agreements, but some of the main points are: ‘© The client’s name and address © The Consultant's name and address - if the agreement is for Total Consultation, then the Project Manager’s name. © The scope of the consultant's services: architect work, structural design, design of the building’s installations, etc. ‘© The other consultants involved with the project, ie., the names and addresses of the other consultants who are involved and have independent agreements with the client for working on the project. " In Denmark, the basis for the Consultation Agreement is ABR 89. The Constructing Architect’s Manual © The basis for the agreement ?: e.g., The detailed brief of date....... ‘© The Consultant's work applicable to the project: ¢.g., the drawings and specifications dated 10 Sept. 1997. © Any client material applicable to the project: e.g., the detailed brief which is approved by client, or any preliminary designs provided by the client which may be the basis of the project. © Other conditions:, e.g., if the agreement includes tendering the project for bids, the agreement should contain information about at which design phase the project is tendered, and the form of procurement. > © A detailed specification of the consultant's services on the project: e.g., the agreement comprises Total Consultation; architect-, structural design ( but excluding landscape design work), consultation in connection with design, consultation in connection with construction work, consultation in connection with the building's operation and consultation in connection with equipping the building with furniture, etc., etc. © A specification of the “services” the client provides for the project: e.g., the provision of legal documents concerning the site, Urban Development Plans, District Plans, etc. © Time limits / milestones: e.g., a time schedule for the project showing the different milestones of the project. © The economic “frame” for the project: e.g., the project is to be implemented ? In Denmark ABR 89. > Individual Trade Contracts, Main Contracts, Total contracts, Management Contracts, ete.© EM/97 within the estimate of 3.000.000 8, dated on 10. Sept., 1997; ex.. VAT and contingencies ( any indexes applied to the price should be stated here). ©. The specification of the consultant's fee: e.g., fixed fee, or a fee based on he project's construction costs, etc. ‘© The consultant's expenses in connection with the project: e.g., how the consultant is to be paid for prints, photocopies, surcharges for planning permission, insurance, etc. - a contingency sum such as 5.000 $ can be stated here! © Conditions for payment of the consultant's fee and expenses: e.g., payment by the ‘issue of monthly interim certificates. * ‘© Liabilities: e.g., the consultant's liability ‘may be limited to the sum agreed in the next point below. ‘© Insurance: e.g., the Consultant may establish an insurance policy in a specified insurance company (state policy no,). The insurance sum should cover persons for, e.g,: 1.000.000 $, and materials for, e.g.: 500.000 $ (the project materials in case of Sire!) © Disputes: reference to how disputes in connection with the design of the project should be resolved, e.g., reference to the Conditions Of Consultation’s* relevant clauses. ‘© Other conditions pertaining to the consultation agreement: e.g., “the following enclosures are a basis for the * Eg: The Consultant sends a request for a monthly payment, the client pays this request within 10 ‘working days (if the client is satisfied that sufficient design work has been done) 5 In Denmark: ABR 89. The Constructing Architect’s Manual agreement: 1. The Conditions Of Consultation, 2.The Time Schedule, 3. Copy of the insurance policy.” ©. Finally; the agreement should be signed by consultant and client.©EM/97 The form of procurement dictates the project’s level of design ‘Once the consultation agreement has been established between the client and the consultant, the design work can start. The extent of the design work is, however, dependent on the form of procurement the client wishes to use for realising the project. The following forms of procurement are commonly available to a client when he wishes to realise his project; the form of procurement will be a deciding factor for the “level of design” of the project: a) Individual Trade Contracts (also called The Traditional Method of Contract) b) Grouped Contracts (similar contracts) b) Main Contracts (also called Prime or General Contracts ) 4) Total Contracts (Design and Build) ©) Tukey Contracts ) Management Contracting, Contract Management (goes beyond the scope of this publication) In al Trade Contracts The client will choose this form of procurement because he wants to have the total influence and control of the project from design to construction. By hiring an architect to formulate the detailed brief, design the building and co- ordinate the construction work on site, the client will be able to achieve just this. The architect who formulates the brief and the architect who does the design of the building are not necessarily the same person. The brief can be tendered in competition for the best proposal, which The Constructing Architect’s Manual will be designed and implemented by the winning firm of architects. Individual trade contracts requires that the design of the project is taken to Detail Design II level. This is because the client enters into contract with each and every trade contractor of the project, ic., each trade contract is tendered for bids from different contractors - - and one bid from each trade is chosen. Therefore, each trade contract requires its own process drawings, specifications, and conditions of contract The purpose of Detail Design II is to detail cach trade contract’s drawings and specifications as an individual package ~~ and to amend the standard clauses of the General Conditions, GC 92 °, to suit the contract. Because the design has to go to Detail Design II level, the length of the project from inception to completion will be the longest because the whole design will have to be completed before the project can be tendered and the trade contractors are able to give a firm and binding bid for the different contracts. INDIVIDUAL TRADE CONTRACTS Because detailed drawing materials have to be ‘compiled for each trade contractor, this form of procurement is very costly from the point of view of design costs (longer design period), cost of co-ordination (the client has to pay, © The General Conditions for the provision of works and supplies within building and civil engineering (Danish: AB 92)© EM/97 usually the architect or engineer who designs the project, to co-ordinate the site work) and the cost of reproducing drawings and specifications, etc. The project will be late in finishing (high interest costs on the construction loan) but the client still has the total control of the project - - and the total risk! This form of procurement is usually best suited for professional clients - - those clients who are constantly involved in construction, like: supermarket chains, the state railways, state and local authorities, ie., clients with experience and knowledge of the construction industry and its pitfalls. Grouped Contracts This form of procurement is similar to individual trade contracts because the client enters into contracts with several contractors, but this time the contractors are grouped into imilar works s. ‘A Group Contractor could be a carpenter who enters into contract with the client and has carpentry -, joinery - and finish-works. The joinery and finishes could be sub- contracted to other contractors with whom the client will have no legal contract. Group Contracts The advantage of this form of procurement is that the number of contractors the client has to co-ordinate is drastically reduced. Part of the risk is transferred to the group-contractor 12 The Constructing Architect’s Manual because he has to price several works- packages and co-ordinate them too. The number of contractors the client has to co- ordinate is reduced. ‘The design project will normally still have to be taken to Detail Design II. Only with smaller, simple projects can some design work be saved. The Carpentry Group Contract can, for example, do most of the joinery and finishes packages without special process drawings for these packages - - in smaller projects! As with individual trade contracts, each grouped contract must have: * A set of project specifications (with GC 92 and amendments) ‘© One Contract Specification for each group contractor. ‘* A Works Specification for each work- package of the project. ‘¢ A number of Building Component Specifications for the components within each works package. \Pra Specheaiona Spscpcotons J st Works a Works penta ram oo ++ acs || | acs ||| acs! Floors|| | Doors || | Xitchens ——] BCS: Building Component Specification The specifications© EM/97 Main- or Prime/General Contracts In this form of procurement the client enters into contract with one contractor: the main-or prime contractor. The main contractor will usually have a major part of the construction himself - the site preliminaries ’ and pethaps the concrete works. The other works are sublet to other contractors who have a contract with the main contractor (according to GC 92) but none with the client. The job of co-ordinating the works contractors is now the responsibility of the main contractor, who also has the responsibility of co-ordinating site safety. The architect’s job is still to design the project; preferably to Detail Design II, but he has also got the task of sitting-in on site and safety meetings on behalf of the client, making quality inspections on site and making agreements concerning variations * in the project (extra works and/or omissions). The Main-or prime contract A ac 92 ¢ arch ) t ‘Main contractor Concrete = ES ~ = oe Bricklayer M&E ” Site preliminaries (“prelims”) are site roads and ‘common areas, cranes, parking areas, corhmon scaffolding, portable cabins, etc. * Variations: unforeseen extra work and Omissions during the construction phase. re) The Constructing Architect’s Manual The specifications for a Main Contract ‘The Main Contract contains one Project Specification - - containing among other ‘things GC 92 and amendments for the Main Contract and, as there is only one contract (the Main Contract), there is only one Contract Specification. There are a number of Works Specifications corresponding to the number of works packages in the contract. Within each works package there are a number of Building ‘Component Specifications, corresponding to the number of building components within each works package. ‘The usual design level for main contracts must still be Detail Design II. With very small, uncomplicated projects, however, the drawings at Scheme Design level will be sufficient for the main contractor to implement the project. The architect still has a lot of design work with this form of procurement but the risk of co-ordination is transferred to the main contractor. For this service, the contractor will include a Main Contractor Fee in his bid. Total Contracting ‘When the client is interested in a very fast construction (a very short construction period), or is not interested in the way his building is put together but is solely interested in the function of the building, he will often choose this form of procurement. The basis for the project will usually be the client’s detailed brief - although the Outline Design or Scheme Design can also be a basis (when the client is concerned with the building’s architecture). Several contractors will be invited to bid for the project, which will not only involve constructiol but also design. The detailed designing of the project will be done by thre Total Contractor's own design team.© EM/97 The total contractor will be responsible for the total co-ordination of the design and the construction; which will usually happen simultaneously with the detailed design process. ‘The detailed design and, therefore, the end product will be geared to the contractor's special talents: a concrete-, brick-, or steel construction. If the project is based on the client’s detailed brief, the layout of the building will also depend on the total contractor - - the contractors’ proposals won't be comparable ! Because the end results of Total Contracting vary from project to project, this form of procurement is not really suited to The Competitive Tendering Act - - which is only suitable for identical projects; the basis for the total contract may be the same, e.g, the client's detailed brief, but the resulting project would vary from contractor to contractor. G92 Total Contractor The total contracting form of procurement will require a very detailed brief from the client if he is to have a satisfactory building out of the project - - otherwise the building will comprise standard solutions which are best suited to the total contractor’s production and suppliers. The Constructing Architect’s Manual Turnkey Contracts Usually based of the client’s preliminary - or detailed brief, this form of procurement results in a standard product which is tailored to the client’s individual performance specifications. Examples of turnkey projects are: standard single family type-homes, atomic power stations, agricultural buildings, turnkey dairies, ete., etc. All design on turnkey contracts are done by the contractor’s in-house design team. The client will be handed the project after a suitable running-in period ~ he’ll be given the key ! All the client has to do is to pay the contractor one a month.© EM/97 Before designing the project Before the design is actually initiated itis important to plan it in detail. The reason for this is that the architect will usually agree a fee for the project with the client, and this fee will quickly disappear through the payment of direct costs for wages, etc. ifthe design work is not properly phased and controlled. The Design Team Before the architect negotiates a fee for the project with his client he should have his team in mind for the project. He should phase the project and allocate the team’s members to the different phases of the project. This task is often complicated because there are many projects in a drawing office at any one time, ie., team members may be working on several projects simultaneously. Types of fee ‘The architect can be paid for his services ina number of ways: a) he can be paid by-the-hour (hourly fee) 'b) he can be paid with an agreed “lump-sum” of money, i¢., a so-called Fixed-Fee for the project. ©) his fee can be based on the construction costs of the project he is designing. ° The Contribution Ratio for architect companies. ‘The contribution margin is an important factor when calculating the architect's fee, and this is the difference between the sales price for one drafting-hour and the direct costs of that hour; for wages, etc. Because he earns his money on the number of drafting-hours worked, the contribution ° This form of fee is usually calculated according to a formula based on the architect’s organisation's ‘guidelines for consultation fees (in Denmark PAR’s Guidelines Fee Calculations). 15 The Constructing Architect’s Manual ratio (the margin expressed as a percentage) for an architect is normally in the region of 90 to 120% of the direct costs (the cost of paying his draftsmen wages, inclusive social costs, for the design-work of a project). This may seem to be large compared with the 20 to 30% that a contractor adds on to his direct costs when he bids for a construction project -- but remember, in the case of the contractor the 20 to 30% was calculated on the basis of all variable costs: materials, labour costs, hire of equipment, etc., whereas, in the case of our architect there are no materials involved - - only drafting-hours. In other words he lives on the number of hours he drafts in the drawing-office, after he has paid his overheads ! During good times for the building industry, the architect will use a contribution ratio of about 115 to 120%, in bad times nearer the 90%. Normally, however. he would use a ratio of about 110%, Above: the connection between the direct costs and the sales price for a drafting hour.© EM/97 An example of the fee calculation The following is an example illustrating how to calculate a fixed fee for, for example, the Outline Phase of a project. The other phases Outline Phase Architect Drafismen The team: an architect working 100% on the project in May and June and 50% in July and ‘August (148 hrs, = 1 month). In July and August the architect gets some help from a drafismen who works 148 hours in each month. The total number of hours worked on the project by the architect would be 444 hours and, by the Draftsmen, 296 hours. The calculation: The Architect earns 4.000 $ per month (inclusive social costs, holiday pay, etc.), The Drafismen ears 3.000 $ per month. If the effective number of working hours per month is 148 hours, then the Architect’s pay per hour is 27.02$/hr. and the Drafismen’s pay per hour is 20.27 $/r.. If the Contribution Ratio for the drawing- office is 110% then the fee should be: for Architect : 444 x 27.02 x 2. for Draftsmen:296 x 20.27 x Total fee for drawing-office: (for the Outline Phase, ex Vat.) 25, 194$ 12, 600 $ 37,7948 The Constructing Architect's Manual would be calculated in a similar way and then totalled to give the fixed fee for the whole Project: 2 ‘The 2.1 in the calculation above increases the hourly wage by 110%. The other phases are calculated in the same way. The resulting fee can form the basis for the agreement of the architect company’s fee for the project. This fee does not include the brief, site management costs, site inspection, etc., which have to be paid separately. The components of the fee can be expressed graphically:© EM/97 The Constructing Architect’s Manual Explanation of the graph above (page 16): The total direct costs are derived from the following: Total direct costs = (100/210)"° x 37,794 = 17,9978 ‘As the Outline Phase progresses, the actual hours used by the architect and the draftsmen can be plotted onto the graph by multiply 's with their respective wage per hour (the direct cost is then cumulated). If the follow-up curve goes into the contribution margin’s area, the project will be loosing money to the direct costs; i., there will be less money to cover the architect company’s fixed costs and profit. The student of architecture/construction and Personal Project Planning Ina real life situation or in a study situation it is a good idea to do some personal planning on the project before any design work is actually started (see diagram below). This personal planning can then be connected to a fee calculation and follow-up (just for the sake of practice, for a real life situation in the future). ag Planning of Outline Phase Activity/week no.: i Total hours planned: 119 actual: 125 NB.: the planned activities can be related to a wage/hr. and can be followed-up with the actual hours. *® [100/210] =* 100 parts of 210” or 100% of 210%. ‘The 210% is derived by adding the contribution ratio of 110% with the direct costs represented by 100%. 7© EM/97 The Constructing Architect’s Manual If we wanted to connect this personal planning to a fee calculation (just for the sake of fun !), the student could, for example, pretend that he/she was an architect earning an hourly wage of say 258. ‘The plan is to do 119 working-hours on the Outline Phase. If the contribution ratio is 110%, the architect's company would charge the client: 119 x 25 x 2.1 = 6248 $ for the Outline Phase. The value of the project would be as described below: ‘Cumulative value, $'s: Planned direct costs: Cumulative direct costs: Actual design hours: Actual direct costs: Cumulative actual costs: The Cumulative value of the project, the Cumulative Direct Costs and the Cumulative Actual Costs could be set-off on a graph, as below: the extra 6 hours takes 6 x 25 = 1508 out of the contribution margin (which is also the difference between the cumulative direct - and actual costs1). [Cumulative direct costs: | Personal Project planning = 21 — Cumulative ctu costs: A cumuiative value, $3: 7000 6000 5000 & = i 3000 z 6 2000 1000 ° a 2 2B By Wook no. Above: the graph showing the follow-up of the student-architect’s fee. 18© EM/97 The Constructing Architect’s Manual Planning the design phases ‘When planning the length of each design phase of the project, the chief architect has to use the handing-over date for the project as a basis and work backwards and in this way find the length of each proposal phases. The team for each phase of the design can then be decided. ‘The handing-over date, which the client will usually decided (corresponding to when he would like to take use of his building, e.g., corresponding to the January sales, or summer sales ifthe building is a department store) will decide the form of procurement to a great extent. Ifthe time for design and construction is limited, then the argument for using a “fast track” form of procurement (like Total Contracting) would be great. The Design Phases Depending on the form of procurement chosen for the project in the detailed brief, the design will be split-up into different phases. If we decide to tender the project “early” we would do a detailed brief and possibly an Outline Proposal (Total Contracting). If we decide on Individual Trade Contracts, Grouped Contracts or a Main Contract (Prime Contract), then we would be choosing a “late tender” and would, therefore, normally have to go to Detail Design I. It is in the design phases that the “what” of the detailed brief is converted into the “how” of the proposal phases. ion of Sono coarse ee oor mare tae on io 30% moecrD 20 etna tovero(imewore), as: b> RSS, Serwie baten 2 oF Sheri. Desien |, sexpowe neskeas Prspesie. Peet zl OUTLINE PeoPesm nto, | . ara fee! Demived Beier. (rorme canter me meow Feninainey Beier eer Cmeernos) Sart Early and late tender(calculating backwards)© EM/97 The design phases comprise Proposal Phases and Detailed Project Phases. A Proposal Phase is the architect’s interpretation of the client’s brief or other outline proposal. ‘The Detailed Project is the detailed development of the proposal and will be based on the approved ( by the client ) proposal and will result in a set of Tender Documents comprising: © an invitation to tender: a public invitation written in a newspaper or a selective invitation addressed to a number of specially chosen contractors. © Tender-forms: on which the contractors can fill in their bids. The tender-forms must be formulated as a standard document so that the client can compare the different contractors’ bids. The architect breaks down the bid into subsections, e, foundation work, masonry work, carpentry work, etc. - and the subsections are totalled. There must also be a space for reservations to the bid (see p.180 ). «A Tender Time Schedule: giving the following data: This schedule cleatly gives the contractors information about the key-dates for the tendering process, project start and handing- The Constructing Architect’s Manual over. (NB: in individual trade contracts, each contractor must have his own bar on_the bar-chart! ‘© The specifications consisting of: ‘The Project specification; containing the conditions of contract '', The Contract Specifications; specifying the works with- in the contract, The Works Specifications; describing the content of the works and ‘The Building Component Specifications which describe the components of the building in detail. © The Drawings: preferably numbered according to the Sfb-system with co- ordinated references to the specifications. © The Tender Control Plan: which specifies exactly which quality assurance routines the architect wants the contractor to perform and what type of documentation the contractor needs to produce in order to prove that he has performed his quality assurance. Typically, the architect will enclose standard forms for documentation of delivery control and process or mounting control on the site (see p.202-203), etc. A draft for the Performance Bond for the project, which the client expects the contractor to submit with his bid - or maximum 5 to 8 workdays afler the accept/contract of the project has been signed. © Revision-sheets: which are sent to all bidders if alterations and amendments are made to the project during the course of the calculation of the bid. It is very important that all the bidding contractors get all the amendments and corrections to the project, otherwise the tender can be deemed null-and-void because not everyone had been given the same information and "'The Danish Conditions Of Contract, AB 92./British:ICT 80, etc.© EM/97 were, therefore, not on the same footing in calculating and submitting their bids. The Tender-package Pre-qualification Notice In reasonably large projects, the client may want to have a so-called “pre-qualification round” before he actually selects contractors to bid for the project. As the name suggests, contractors have to pre-qualify themselves in order to be eligible to bid for the project. In order to contact the contractors he seeks, the client would put an advertisement into a newspaper in the form of a Pre-qualification Notice. Those contractors who react to such a notice will be given a questionnaire asking them details about their companies: their prior experience, the quality of their staff, their annual turnover and company solidity, their quality assurance organisation, their safety record, their annual account and balance, etc., etc, Each questionnaire will be marked through a points system and all the contractors attaining a certain number of points, say 15 out of 20, will be invited to tender for the project - the rest will be rejected. From here on, the form of tender becomes a Selective Tender. Part of the architect’s work would be to. formulate such a notice and the questionnaire and later, to judge and select the candidates suitable for invitation to selective tender. an The Constructing Architect’s Manual Pre-qualification can be implemented in early or late tendered projects. MINISTRY OF FOREIGN AFFAIRS Dania wishes to prequally Danish Cosmin for atm. ey prc forthe eg, supely ana canton of 3 KV ‘dower age ut tbaon ster Ghana wich ‘ilsppy elect tothe dic captas of To Paso, ‘ra, Lave, ropa ond Naan. The ecient organi Sato ae the lect Corprao of Ghana and Vo re Athy Ghana Seapeat Wer ‘Thewotk line al ute selection and design proc ‘erat conan od eg ate lig ™poan 420 of high volage ne KV nd 9, 1 spot ato kmoflow tage ne, ‘unsformers to supply appa. Bo townships and Integration wit the exabihed supply etwas ofthe ‘tater tory (Upper West Rein) and etc Corporation of Ghana (Cena ee. The spe wills ince the supply tow voage eau mente, ah meters and meer ads, which party sto ‘elated bye sup ites. ‘The consulting engoer othe pj ust Kenedy & Donn Westbrook Ml Godaing. Surrey G7 2A Ee land ik 0094 1483425500 fa: 04 483 45:36 ‘node to support he eal coroatng sete eens we ‘fsubconracir i ensaged i conection vt henge: ‘mentation ofthe prec oy Dates or Prego sd entering ‘Dani contatos wih he ener expeence 2p) ‘nwa reguafcatonquesiennae fo Rt Ket (6 Donk ot ate an 2 are 3996. ‘Aotpaed dtr th ss of ender documentation 26 ay s996 an the dosing ate for submission onder Scheduled tor 2 September. Dania has no obo the ‘omaton fet venues between corpaie wishing soph fe prequiicaten. ‘The prequatetionappleaion sal be subted a (lou copes ot tetany 996.0 beoroe sry of Forig ats Dada, S51 ‘ati Pads 2 Digg CopentagenK ‘The aplaton mate mst be marked: Ret No 04. han I Above: example of a Pre-qualification Notice© EM/97 The design phases in detail There was a brief mention of the design phases of a project on page 2. The design process for “late tender” is usually divided into two very distinct phases: © the proposal phases, and: ‘the detailed project phases. The proposal phases are again split into: © the Outline Proposal Phase, and ‘© the Scheme Design Proposal Phase. The detailed project phases are subdivided into: ‘© The Detailed Design Phase I, and. © The Detailed Design Phase II. The transition from the proposal phases to the detail project phases are not always very clear ina “real life project” but in theory at least, the client must approve the proposal before the architect moves the project along to the detailed project phase. Several proposals might have to be made and rejected by the architect and client respectively, before a proposal is approved to continue to the next round. ‘As the proposal is based on the detailed brief, a good Brief (which has been quality assured ) should have sufficient and detailed requirements in it to enable the architect to propose a satisfactory solution to the client's needs in the very first attempt - so that several costly proposals, for the client and architect, can be avoided. The Outline Proposal is a “rough proposal”, whereas the Scheme Design Proposal is an “exact proposal”. 2 The Constructing Architect’s Manual The diagram above illustrates the different design levels as steps. Under each step is the drawing-office, over it is the client. The project is represented by an undulating line. Every time the line goes under the step the proposal has been rejected and anew adjustments to it must be made. OK means that the proposal can proceed to the next level of detailing. The Outline Proposal By definition: this will be the architect’s first attempt to turn the client’s detailed brief into something tangible... ....or more precisely, the Outline Phase is a motivated proposal for the environmental, aesthetic, functional, technical and economical solution to the client’s building needs. The proposal must uncover the possibilities of placing the building on the plot, phasing the construction, propose alternative layouts and forms for the building and show, in principle, the constructions and installations for the building. If the client wants alternative proposals to be processed in depth, he must pay the architect extra for this service.© EM/97 The content of the Outline Proposal Technically speaking, the Outline Phase should comprise the following: # A description of the proposal’s prerequisites, the architectonic idea behind the proposal and the function of the building and its relationship to the environment. The proposal must contain suggestions for the construction and for the technical installations - in principle, and a general choice of materials including consideration to their operation and maintenance. «The outline proposal must contain an plan for the organisation of the project and a time schedule for the proceeding phases of design and tender. * The total floor area of the building must be calculated, together with the plot ratio for the development. The drawing-material: dependent on the type of project; new build, refurbishment, extension/conversion or conservation, the following drawings should be done: = Location and development plans showing the situation of the building on the plot and the recreational areas, etc. in scale 1:200/1:500/1:1000. The Constructing Architect's Manual = Plans and elevations in 1:200/1:500 = Perspectives and isometric drawings. The estimate should be subdivided into the following main subjects: the plot purchase . the cost of plot development . the construction costs . the cost of installations . the cost of furnishings and fittings 6. administration and other costs (fees, etc.), and VAT. weepe The cost of establishing and running the site and a contingency figure for building in winter ‘must be included in the estimate. The estimate should be based on m’-and m’- prices of functional elements from similar buildings. 2B© EM/97 Planning the Outline Proposal ‘As mentioned many times before, the purpose of the Outline Proposal is to convert the sociological, functional and economical demands of the project into something tangible, ic., with “real life” bricks and mortar. On the basis of the brief’s functional demands, analyses, diagrams, etc., the architect has to put together a proposal that encompasses the artistic, functional, technical and economic possibilities for the client. Anyone with a bit of common-sense can formulate a brief, but very few people are able to realise that brief into something which can give people security, a better well-being and an aesthetic experience. When this does happen we call it architecture. When planning the Outline Proposal (or any proposal for that matter) you should use a little time to figure out to whom you are addressing the different drawings and specifications and how you intend to present the project to your client or the contractor ( if we are considering early tender!): Is it going to be presented as a folder ? Is it going to be presented as a slide-show ? Are you going to build a model or take model photographs ? Is it going to be presented on boards ? - or is it going to be a combination of all the above or maybe something completely different ? It may be impossible to make a qualified decision at this stage, but at least you'll have an opportunity to think through the possibilities at an early stage - - instead at letting arbitrary circumstances, the lack of The Constructing Architect’s Manual time and stress be your deciding factors at a later date.© EM/97 Anyway, you'll have to take the cost of the presentation into consideration and, by planning the Outline now, you'll be able to decide which drawings and specifications you will have to concentrate on during the Outline Phase. You have seen the minimum requirements for an Outline Proposal (described on page 23), so you know what your goal should be, but you need a way of getting there and here is where the Summary Plan comes in. The Summary Plan The Summary Plan will give you the “grand overview” of the Outline Phase (or any phase) before you actually start to draw anything, because: you know that you'll need a situation plan for the building but you don’t know quite what it is going to look like... you know you'll need plans, sections and elevations but you haven’t actually designed the building as yet !.... you know that you’ll need to calculate an Outline estimate and make specifications, but there is nothing to calculate or specify as yet !! ‘The important thing is that you have knowledge of what's necessary and you can use this to form a box for putting yor proposal’s needs into, On the Summary Plan you can make a sort of “cartoon” of the drawings you will eventually need to produce for your proposal. ‘What we are doing here is planning the final proposal - - we will probably be presenting the client with interim proposals on our way to getting approval for the final Outline Proposal, which will need to be presented “properly” to the client and perhaps his board of directors, ete. 28 The Constructing Architect’s Manual Even though you will not be able to see the exact extent of the individual drawings you will, through these tiny sketches, be able to see a certain roominess which will give you an idea as to which drawings you will need to process in depth, and the connection between one drawing and another. Making the Summary Plan Make a number of small boxes on a piece of drawing-paper. Make a small sketch of the item/drawing you intend to draw for the Outline Proposal - - you can make notes about the drawings and constructions you intend to do in the boxes. The sketches of the Summary Plan do not have to be drawn to scale. In effect you have already planned your Outline Proposal, what is left to do now is to couple this plan to a bar-chart with duration and perhaps economy (fee calculation - p.17). At the same time it is a good idea to establish a Project Journal for your project. Alll notes about constructions, etc., can be entered here.© EM/97 Detail planning of the Outline Proposal ‘The Summary Plan has given us a basis to go into depth with the planning of the Outline Proposal. While we are underway, we may have to revise this plan by adding or subtracting a few activities but, on the whole, we have an idea where we are going. Our next task is to relate our activities to the bar-chart and this should be easy as we have a time schedule for the whole project in the detailed brief (see page 8). Lessee Above: a schedule for the Oulline Proposal. Notice that the Sfo-mumber system has been used for ‘mumbering the drawings already. The detailed time schedule shown can be related to the follow-up of the fee calculation described on page 17. 26 The Constructing Architect’s Manual Choose standard drawing formats which can be folded down to A4 format. Now that you have an overview over the activities that need to be done, you are able to work simultaneously over the whole project. This is a good time to establish a Project Journal for the project. In “real life” projects one journal will quickly expand to several journals within a short space of time. For the student of architecture or construction, however, one large folder should be sufficient. Use dividers to split the journal into different sections, such as: 1. Draft specifications 2. Meetings 3. Agreements (in chronological order). 4. Construction split up into SfB-numbered sections. 5. Estimations 6. Information about operation and maintenance Calculations The schedule Addresses, phone nos., etc. een All agreements, decisions, constructions chosen, information, etc. can then be put into the journal - -in other words, someone else can take over the project if the original person in charge gets ill or has to be taken off the project for some reason.© EM/97 The Constructing Architect’s Manual The Project Journal for: Stjee inDureign. uniT Page lof __ Building component: ( ). .Gervegit Pee Deticn) NOTES. Date Subject Method | Comments do ha purunte PURSE : sucennt, Semen) Cuan / Paneer Hef | Re: Fee Fat Ten. Comsucrarion| — Base Ow CONST, cosTs | Fee =|B-HS B: conse, costs (ev. vat) a Too APPROX | 125.000 a 1,97 Foe peed woe nom. Fi poke Size Pe ‘hte 20 WRERIM Fee = 925.000 - hecdf-$0% fey Tae = LOH Le a0 : : Asean 159} Mie.93., Peojer ApPeAist.” sire Puecinss € PeC|-DeveLopMenT COSTS ° oD. coated cect ; or lass-ove Muabexen Po icw Fiumce cevrs 50 -coOg Firuaned TOM 1. sony — 5 @) cnpens > tomy, omiry weicecumus (3s/uca) | ; _fereenoenive ‘ STEEL FRAME consT-/SUd comsT LOT GuPsUn Bi ister € sven na RL RERNTI LY Sree. Peery, Famer lA face Fombaiion, m, wa . 4 Prams. Penmaes wh Pobuction a. Above: an example of a page from the Project Journal. The Journal is ike a diary where all agreements are entered in chronological order. All interim information about the project is gathered within these pages and, in Detail Design 2, the relevant information is drafted into the different types of specifications for the project. 27© EM/97 The start of the actual sketching phase ‘We have now made a Summary Plan, worked out exactly when the different drawings should be processed and established a project journal into which we can put all the vital information about the project. The completed Outline Proposal will mainly consist of plans, cross sections and elevations, (p-70-73) ie., drawings which are two dimensional. But because architecture is experienced in 3 dimensions, we need to sketch and plan more roomy. Itis a good idea to sketch 3-dimensionally when working towards “the” proposal in the Outline Phase (or any phase), because in this way you can tackle functional and architectonic problems simultaneously - - for example by using perspective and isometric drawings. In the Summary Plan we put all our drawings into boxes or cells. We can use the same method for sketching the different plan proposals, elevations, building profiles, etc. ‘Arrange a role of sketching paper into different cells (boxes). Instead of sketching drawings in a logical order, make sketches of the ideas that gradually come to mind - ~ remember to take consideration to the detailed brief’s requirements; think of the room connection diagram (the relationship sa fr coment SE et 3 Star tao!) 28 = perm, Se peer, The Constructing Architect’s Manual between the location of rooms to one another), et. What you are doing here is “brainstorming”. You are gathering all the possible solutions to the problem on one piece of paper and later on you can weigh the pros and cons of each idea. Once a reasonable number of “mini proposals” have been gathered together, the job of processing can begin. You will be analysing the properties of the different proposals and holding them up against the functional and aesthetic requirements of the Brief. Above: formalising the sketching Below, left: processing the room connections©EM/97 The Constructing Architect’s Manual Below: slowly developing the room connections and approaching a plan dain BoD Betneunie The REM covnecnons Teenpse, Once you have arrived at a plan you are able to give it alittle more form - - but not necessarily draw it to scale: The plan to the right is now ready to be drawn to scale. For this you will need to draw it on a modular grid system. Above: modular grid 12 x 12 M or other combination of 3M (not necessarily square!). 29© EM/97 The Constructing Architect’s Manual Below: the sketch from page 28 has been drawn over a modular grid. The planning-grid is a ‘multiple of 3M ( 30 centimetres) and the building has now been given some “real dimensions”. NB.: the module line is placed in the middle of the walls at this outline stage. Only in the Scheme Design will we move the wall with respect to the module line - and remember that it is the wall that has to be moved, the module line in the grid is always fixed ! ‘The sketches from page 27 to the present page have been just one interpretation of the room connection diagram. The ‘ther ideas you have in your brainstorming” will have to be processed too - - so that the client can be presented for some alternatives before the final proposal is presented. 30©EM/97 Notice the simplicity of the drawing technique on page 29. At this stage you need to put as little effort as possible into the detailing because the proposal can be rejected by your client - - otherwise the fee will be wasted on doing work on a proposal which may never be realised. Once you have got yourself a couple of good plan solutions processed in the way described above, you are ready to sketch the alternatives The Constructing Architect’s Manual for the cross sections and elevations of the different plan proposals. It is a good idea to sketch these alternatives as isometric ot perspective drawings because you will be processing the facades and the cross sections of the building simultaneously (thus saving time, drawings and money!). Lets look at the possible facade solutions for the plan from page 29: Above: the first proposal for solving the architectural expression of the building. NB: aspects of the cross section (heights) and the facades have been solved in one drawing! 31© EM/97 The Constructing Architect’s Manual Below: the second solution to the architectural expression of the building. Notice that, not only have we been able to suggest another facade solution and cross section, but also the functional qualities of the facades and roof have been suggested: a bituminous covered “warm-roof”, heavy ‘maintenance free concrete elements on the facades, a light and dominant skylight corridor system ~~ all in all, a rather ostentatious industrial building. Because we made a modular plan of the description of the Outline Proposal based on building, the above isometric sketches are this solution. done to scale - - some artistic license has been Once the plan and architectural expression taken here and there, but on the whole they have been clarified, we can move “into the are accurate enough for you or your client to building” and sketch the interior. NB: the make a decision as to whether or not the ‘Space requirements for the different proposal fianctions with respect to the detailed ‘machinery in the production halls, the space brief’s requirements. around furniture in the offices, the space requirements for handicapped benign toilets, Proposals for the interior etc., have to be clarified before the modular I personally like the second proposal for the lan is drawn-up (or simultaneously with this factory building, so I will continue my lan). In fact, the planning-module for the building can be based on, for example, the 2© EM/97 The Constructing Architect’s Manual space requirements of an office module (if These space requirements should be we're designing an office building): thoroughly investigated before the modular plan is drawn-up and the modular grid formed accordingly. Sketching the interior Sketching interiors in 3-dimensions is also a good thing in the Outline Phase. Perspectives are a good method of illustrating and designing interiors because they give a realistic roominess to the drawings and at the same time they combine the qualities of a cross section and elevations. When you start sketching interior perspectives you may come up with new and better ideas for the plan solution or facades - - and this, of course, would require alterations to the plan or facades. Above: perspective drawing of the interior of the reception area. Notice how you can choose materials to fulfil the requirements of the detailed brief. The drawings can be used for meetings with the client to get his interim approval of the proposals, before the final drawings for the resentation of the Outline Phase are made. 33© EM/97 The Constructing Architect’s Manual Below: an alternative proposal for the structures in the reception area. Here, a lightweight steel column and truss (space-frame) construction, which has to be sprinkled, has been proposed. A different reception desk has also been proposed. it INS ae Freeing ‘Sketching the interior with roomy perspective reading the drawing what exactly he is looking drawings is very valuable when you have to at, assess the value of the proposed constructions You can use both front perspective and x- and decorations, etc. The client is able to perspective drawings " to illustrate material commit himself much easier with this sort of and construction choices. The border of a drawing as a basis than with just looking at front perspective would be the cross section of plans and elevations. Write comments on the the building or room that is illustrated. Use drawings so that it is clear to the person " X-perspective: perspective drawings from other 34 directions than from the front.© EM/97 this border to propose the constructions of the outer and inner walls, ceiling and roof construction, the floor and cellar constructions and installations, By using the front perspective drawing for this purpose, you are actually proposing several things simultaneously: the interior of the building and the composition of the constructions around the building or room ++ in other words you are saving yourself several drawings! This is good in the “working part” of Outline Phase because this is first and B r Iusity Case fea MO a ( noes pom The Constructing Architect’s Manual foremost a proposal phase and one wants to save as much detailing as possible until the proposal has been accepted. Be careful not to “draw your project to death” in the Outline Phase, i.e., use most of the fee to doa lot of unnecessary drawings in this phase, when in reality this part of the fee could be better put to use in the detail design phases. So, the conclusion is that isometric and perspective drawings are a good and “cheap” way of illustration in the Outline Phase. @ CONCRETE SAB Above: combination of cross section and front perspective drawing. The drawing clearly shows the principle for the different constructions. Notice the module lines on the drawing - - the wall's still centred around the module line at this stage but in the Scheme Design Phase, the wall will be moved to suit the modular elements and the structural system. (The drawing is not to scale).© EM/97 ‘The installation drawings and the structural analysis As this is still an early proposal phase, we do not want to “waste” too much money in fees for the engineer for doing elaborate structural drawings and installations drawings - - the proposal can after all still be rejected by the client in favour of another proposal. The engineers’ input in this phase (depending on the complexity of the project) should be confined to drawings of principle for the: © piping of heat, water and drainage installations ‘ducting of the ventilation system The Constructing Architect’s Manual ‘the approximate dimensions and space required for the above installation systems investigation into what the Building Regulation’s and local authority's requirements are for the building’s installation systems. The perspective drawings described above can, to a certain extent, be used to illustrate some of the installations in the building, e.g., lighting installations, the ventilation ducts and the piping of water and heat. Again, isometric drawings will serve the purpose of showing ducting and piping principles best. Above: isometric sketch of the ventilation ducts’ routing ( in principle) for one of the proposals. This sketch should be made in a scale of 1:50 or 1:100. 36© EM/97 The Constructing Architect’s Manual The same principle of isometric sketching should be used to illustrate the structural system and the staties of the building. Above: an isometric sketch showing the cross walls which will transfer the shear forces from wind to the foundations. The longitudinal walls have, to a great extent, been omitted to avoid confusion, but they should also be included in such a sketch. The sketch should be made in 1:50 or 1:100. Apart from sketching the diagrams for the installations and doing the structural analyses of the building’s load bearing structures, the engineer is responsible, in the Outline Phase, for investigating the plot’s load bearing capacity, ie., he/she has to do examinations of the soil mechanics side of the project. A technical evaluation must be made of the plot through a soil survey. It may be decided after es this that the building has to be carried on piles, a raft-foundation or on pad foundations. ‘The engineer must also examine the possibilities for connecting-up to the public utilities such as water, electricity, district heating and the sewer system in the street.©EM/97 The estimate at the Outline Phase An important part of the Outline Proposal Phase is the estimate. Because the Outline Proposal is a very “rough” proposal, the architect has to base his estimate on experience from previous, similar projects. He/she will have a reasonably accurate figure for the dimensions of the building (no. of m.’, height of building, etc.) and can, therefore, calculate the areas and volumes of different components. The next step would be to multiply these areas witha m.?/ m.-price for the different ‘components - - these unit prices being taken either from the architect's own database of prices or from standard rates in price books for the construction industry."? This calculation would, of course, only give you the construction costs of the building. To the construction costs you would have to add a number of other costs (fees, etc. ) in order to arrive at the actual estimated project cost. The project cost will usually consist of the following: Site costs: approx. 20% of project costs Site purchase Development costs for site utilities and roads, etc... Soil Survey Piling, ec.. Utility lead-in Internal roads/parking Paving, grass and landscape Interest costs and taxes until the implementation of the Standard rates in Denmark: V&S Price Book; UK: Spon’s or Wessex. 38 The Constructing Architect’s Manual Construction costs: approx. 60% of project cost. ‘Concrete and Masonry work Carpentry work Joinery work Heat and water installations Floor surfaces Ironmonger Electrical installations Painting work Glazing work Garage & Carports Antenna system Ete, etc. Administration and Financial costs: approx. 20% of project cost: Site survey and setting-out Architects Fee, Engineers Fee and other consultants Lawyers fees Drying-out the building Planning permission costs ‘Auditing costs Costs in connection with the client’s Performance Bond. Costs in connection with Interest costs on construction Joans ‘Miscellaneous costs: stamp tax/financing costs, etc... Cost of building valuation Surcharge to State Premium to the Building Defects Fund Blueprints and photocopies Costs in connection with the establishment of a ‘Structure Plan to possibly legalise the building. Sales costs, costs in connection with renting-out the apartments(Real Estate Agents, brochures, etc.) Insurance costs. The cost distribution of 20/60/20 % is only a “rule of thumb” and should be considered individually for each project. Because the other costs are a specialist area, I will only concentrate on explaining briefly the principle of Successive Estimation "for calculating the outline estimate. ™ Building Defects Fund: premium for public subsidised projects in Denmark. 48 Refer to: Steen Lichtenberg’s “Projekt Planlegning”.© EM/97 A brief description of the principle of Successive Estimation, as used on a construction project. Itis often said that the reliability of a calculation’s total-sum, irrespective of the number of components it consists of, is dependent on a few key-components (the popular 80/20) principle, which means that: 80 % of the construction costs are traceable 10 20 % of the building components ! The aim of Successive Estimation is, therefore, to isolate and concentrate on these “20%-components” and seek to improve their pricing accuracy without using too much energy on detailing the other components. The basic thinking is that there is a principle statistical uncertainty with every part of a calculation and, therefore, with the final result of the calculation. One of the well known rules-of-thumb states : “the uncertainty in a number of sub- components of a calculation even themselves out when summed”. The Variance of the final calculation = the sum of the Variances of its sub-components. ‘The above statement is true under the condition that the sub-components are statistically independent of each other. We can now state the following: “the sub-components importance to the final calculation can be directly read through their VARIANCE (the square of the standard deviation), or a value proportional to this”. Right: a small assembly hall with office section (production unit). The Constructing Architect’s Manual Using the Successive Estimation Principle (step-by-step) a) The estimation in question is split-up into smaller, independent sub-components. ») For each independent sub-component, an average price and a variance is calculated. ) The sub-component with the largest variance has the greatest influence on the total calculations reliability. 4) This sub-component is, therefore, improved by further splitting it into more sub- components ! (statistically independent, of course !). ) The thus improved calculation is evaluated again as before, and the process is repeated. £) The process is repeated until the uncertainty has reached a acceptable level, or the calculation cannot be sub-divided any further at this phase of the project. strate the Successive Principle with a simple example (diagram below):© EM/97 In the calculation (estimation) below we are going to estimate the cost of a small Industrial building (an assembly hall and office building) The Constructing Architect’s Manual with site development. Notice that in this first step the building is split-up into major building components, and Common Factors. T T Unit prices Min, Prob. max. “Average Total ‘S.dev._ Varta: {|Site developmnt. 6.000 m2 2 8 15 49 16 243 2iAssembly Hall 4.000 "277 385 615 409 409 8 4.580 3[Ofice buliing 400 "462 82 4.077 723 289 49 2.424 Other buildings 50 "908 462 769 482 25 See -—S|Miscellaneous 4600 = 8 15 31 7 78 2 451 8|Common Factors 1480 = 0 8 3 tf 16 ow 7 3 Toa __—— Ter. |W: 1000's separated with dot), decimals [Estimate in 965.586) with comma () - European convention Uncertainty: $2 176.622 l I Uncertainty, % 20] 1 2 3 04 5 6 7 8 9 wo The columns in the calculation need to be clarified: Column 1: is the position no.(e.g. SfB no.) The whole project/building is sub divided into statistically independent components/items. This means that a mistake in one item will not effect the other items because they are statistically independent. Column 2: is the description of the actual item/component itself. Column 3: is the actual quantity of the item/component. Column 4: is the unit of quantity, ie., m2, m., nos,, ete., etc.. Columns 5 to7: are unit prices consisting of a minimum price, probable price and a maximum price for the item/component. The extremes (max. & min.) should be chosen so that itis unlikely that they be exceeded in practice - situations of doubt they should be chosen within a wide range. in Column 8: is the Average of Columns 5 to 7, and is expressed in the following: Average = (Min. price + 3 x Probable price + Max. price)/S Column 9: is the Total price for the item/component and consists of the Average ice (column 8) multiplied by the quanti (column 3), The figures in column 9 have been divided by 1000 to make them manageable. ‘Summing vertically and multiplying by 1000 will give the estimate in $’s. Column 10: is called the Standard Deviation, 5 (max. price x quantity - min. price x quantity )/5. ‘Because of the spread between Maximum and minimum, the Standard Deviation is an expression for the uncertainty of the prices involved in the calculation. If the maximum and the minimum were the same, the standard deviation would be = 0 and the uncertainty =0. ‘Column 11: is called the Variance = square of the Standard Deviation (v = s*)© EM/97 The Variance is statistically the true expression for the uncertainty of the calculation. The itenvcomponent with the largest variance is the item which is most uncertain and, therefore, has to be broken down into statistically independent sub-components in the next step (Step 2&3). By adding up all the variances in Column 11, the uncertainties of some of the items are added together with the certainties of other items. The sum of the variances is diluted to a common uncertainty for the whole estimate. ‘The uncertainty for the whole estimate is expressed by : 2 x Sq. root of Sum of the Variances, from the example above: Uncertainty = 2.x Sq. root of 7799 x 10° = +/- 176,622 8. The Constructing Architect’s Manual The actual estimate at this first step of the calculation is the sum expressed at the bottom. of Column 9 (multiplied by 1000): The estimate at Step 1: 865,985 $ +/- 176,622 $ (20 % uncertainty) Common Factors: In an effort to isolate the items/components statistically from each other, it is important to isolate the Common Conditions - - which include items like weather conditions, rising prices, building in uncertain conditions (like in water or on foreign soil), etc., etc., in other words these are conditions which would effect all the activities/items/components of the calculations. Below: Step 2, the Assembly Hall - being the component with the largest variance, has been ssub- divided into independent sub- components and a new estimate has been found (remember to “zero” the quantity at ‘position 2, otherwise it will figure twice in the calculation). [Estimation of industrial building T T L [ster yaa [Pos. @uant! unit Min. Prob. max. ‘Average Total) Sev. — Vata iste: developmnt 6,000 a a 48 16 243 —_2|Assembly Hall _ 0 0 0 eae 02:01|Foundations 192 "92184308 __—~72 23 6 3 (02:02|Floorcon. 1,000 * «23 8 T a 8 85 02:03|0uterwalls 900” 215A 157, 144 25 626 (02:04/Partitions. 200 3 2g 12 2 6 (02:05 Roof 4.000 "62123 BM 1142 O2:06|installatons 1.000" —«s«34. «2s @2 2 149 3|Office building 400 * 462. @02—«4.077 _723_~—~Ss«280 49 2.424 | —~4lOther buildings 50 "908 462-769 «493 25 5 2 '5|Miscelianeous 4.600 S16 gaa 17 7 24 48 @)common Factors 1.450" os bani 16 a at 7| q a F Bash t AAs you can see from the table above, the new estimate has increased to 868,077 $ and the uncertainty has decreased by just 3%, to 17%. 4© EM/97 The Constructing Architect’s Manual In the next step (step 3) we would sub-divide position 3 (the Office Building) into sub-components and then the next largest variance and the next and the [STEP |S Unit prices I I T I Pos. [tem ‘qian: unit_ Min. Prob. max. Average Total ‘Sdev._ Vata {|Site developmnt 6.000 m2 2 8 18 6 48 16 (43 ——2|Assembly Hall z 0 0 a) 02:01 [Foundations 132 * «2154-308 172. 23 6 32 (02:02|Floor con. 4,000" 23 38 6g a2 a 8 85 (02:03 [Outer walls 900 "92 154 231 187 141 2 eat (02:04|Pertitions 200 = 31 ez wee 12 2 6 02:05 [Roof 4,000" 62 123-231 132 132 Ba 1.48 (02:06|instaliatons 1,000" 31 _ 62 92 _ 62 12 181 3 Office building S 0 0 0 0 03:01 Foundations a" 7 185 308 188 16 4 6 (03:02|Floor 400" 38 68123 74 30 7 46 (03:03 |Outer walls 200 "185 288 308 — 277 EI 5 4 (03:04 |Paritions 190 38 oo 10 2 3 (03:05 [Roof 400 —*— 198 215 308 — 218 7 14 183 (03:06 installations 400" 62 82 123 7 5 cy [Other buildings 50 * 308 462 769 497 25 5 2 SiMiscellaneous 4600" 8 15 91 17 78 2451 Bleommon Factors 1450" 0 8 31 —1t 18 8 80 7 8 re |} +} 1, ae a3 Teste | | (Estimate, Bt3.114) (Uncertainty:¥/-$.2 111.936) (Uncertainty, 14] As you can see from the three steps above, none of the uncertainties are acceptable - - an uncertainty of 111,936 $ (14%) on a 813,114 $ project is unacceptable !. The calculation must be broken down further after each proceeding design phase (more detail = more accurate quantities = more reliable estimate). Successive Estimation can be used by architects and contractors alike. Architects can use it for the estimation of their design proposals in the different phases : Outline, Scheme Design, Detail Design 182. An acceptable level of accuracy in the Scheme Design is at least +/- 5% uncertaint The more detailed the project material, the more certain the price because the quantities and qualities of the components are more exact. 6 Successive Estimation calculations on Spreadsheets are excellent tools with which to estimate the price of construction and design projects alike - - or any other project for that matter! Estimating the three different unit prices can be difficult for the student. Perhaps the following can be used: ‘The minimum price: the direct costs + overheads - profit(ie., up to the whole profit). The probable price: the direct costs + overheads + normal profit. “© The prices used in the estimation are not based on actual costs, but are used to illustrate the principle of Successive Estimation. Make your own spreadsheet for Successive Estimation. 4a