PP 2 - Module 4: Administering Architect's Services PDF

ADMINISTERING THE REGULAR SERVICES OF THE ARCHITECT: prepared by: AR. JASPER CUETO Professional Practice 2  85 The Architect's...

ADMINISTERING THE REGULAR SERVICES OF THE ARCHITECT: prepared by: AR. JASPER CUETO Professional Practice 2  85 The Architect's Regular Services Professional Practice 2 Module 4  86 The Architect's Regular Services The Client’s Support Circle Professional Practice 2  87 SCOPE: Economic Feasibility Study Project Financing Architectural Programming Space Management/Planning Site Selection and Analysis THE CLIENT’S SUPPORT CIRCLE Site Utilization and Land-Use Studies Professional Practice 2 AKA. PRE-DESIGN SERVICES Promotional Services Subfunctions: Presentation Boards  88 THE CLIENT’S SUPPORT CIRCLE ECONOMIC FEASIBILITY STUDY Professional Practice 2 A study to determine the viability of a project such as its cost development versus its potential return to the Owner. A detailed cost-benefit analysis can guide the client and the architect in selecting a more viable alternative plan.  89 THE CLIENT’S SUPPORT CIRCLE PROJECT FINANCING Professional Practice 2 Architect assists in the determination of requirements of lending agencies, income- expense relationship and relative demand for different building types in actual negotiations.  90 THE CLIENT’S SUPPORT CIRCLE ARCHITECTURAL PROGRAMMING Professional Practice 2 A systematic approach to finding, analyzing, and elaborating on the underlying needs of a design project. The architectural program lays the groundwork for a unique, meaningful, and ultimately practical architectural solution.  91 THE CLIENT’S SUPPORT CIRCLE ARCHITECTURAL PROGRAMMING Professional Practice 2  92 THE CLIENT’S SUPPORT CIRCLE SPACE PLANNING Professional Practice 2 A vital part of the schematic design process, and it is used to create a geometric layout of a space that meets the needs of the project. Space programming/planning is, by its very nature, an iterative process that evolves in response to the needs of the client.  93 THE CLIENT’S SUPPORT CIRCLE space planning: Bubble Diagram A Bubble Diagram is a very simple (hand) drawing that consists of roughly drawn bubbles (representing spaces) connected by solid lines, Professional Practice 2 broken lines or wavy lines etc. to specify the type of relationship between the spaces. The main purpose of the bubble diagram is to help you translate the program into a strategy or form. Bubble diagrams simplify this step by graphically depicting the program and allowing for quick expressions, multiple layouts, and revisions.  94 THE CLIENT’S SUPPORT CIRCLE space planning: Bubble Diagram The bubbles can be used to represent different kinds of spaces in a plan, varying in shape to Professional Practice 2 represent features of greater or lesser importance and size. The bubble diagram can create a rough sense of flow which is used to develop a more refined plan. A bubble diagram floor plan, for example, can represent the flow of a space and provide information about the sizes of rooms relative to each other.  95 THE CLIENT’S SUPPORT CIRCLE Professional Practice 2  96 THE CLIENT’S SUPPORT CIRCLE space planning: Bubble Diagram Professional Practice 2  97 THE CLIENT’S SUPPORT CIRCLE SITE SELECTION AND ANALYSIS Professional Practice 2 Assisting the client in locating sites for the proposed project and evaluating their adequacy with regards to topography, subsurface conditions, utilities, development costs, climate, population, legal considerations and other factors.  98 SWOT analysis in Site Selection and Analysis is used to evaluate the suitability of a site for a specific project. Here’s how it applies: SITE SELECTION AND ANALYSIS Strengths: Advantages like location, good topography, and available infrastructure. Professional Practice 2 Weaknesses: Issues such as environmental constraints, poor accessibility, or zoning limits. Opportunities: Future development potential, sustainability options, or government incentives. Threats: Risks from environmental factors, regulatory changes, or competition. By analyzing these factors, architects and developers can make informed decisions about site viability and potential challenges.  99 TOWS SITE SELECTION AND ANALYSIS Professional Practice 2 A TOWS Analysis is an extension of the SWOT Analysis framework that identifies your Strengths, Weaknesses, Opportunities and Threats but then goes further in looking to match up the Strengths with Opportunities and the Threats with Weaknesses. It’s a great next step after completing your SWOT and allows for you to take action from the analysis. 100 SITE SELECTION AND ANALYSIS Professional Practice 2 Adding the relationship between the internal and external factors makes TOWS a much more useful matrix than a standalone SWOT and an obvious next step. The main purpose of a TOWS Analysis is to: Reduce threats Take advantage of opportunities Exploit strengths Remove weaknesses A well thought out TOWS can not only provide you with detail of your SWOT, but also some data to make a decision about your overall direction. 111 What is the difference between SWOT and TOWS? The big difference between a TOWS and a SWOT is the relationships between the internal and external factors, examining how they link up, impact and influence each other… Strengths to Opportunities: The S-O focuses on leveraging the site's strengths (e.g., good location, infrastructure) to maximize opportunities, such as urban development or proximity to amenities, enhancing the value or utility of the site. Strengths to Threats: The S-T examines how strengths can be used to mitigate threats to the SITE SELECTION site, such as environmental risks or competition from nearby AND ANALYSIS developments, ensuring the site remains viable. Professional Practice 2 Weaknesses to Opportunities: The W-O considers how opportunities can be utilized to address weaknesses (e.g., poor accessibility or limited infrastructure) and improve the site's potential for successful development. Weaknesses to Threats: The W-T highlights how weaknesses may increase existing threats (e.g., environmental hazards or zoning restrictions) and identifies strategies to mitigate these risks while planning the project. 102 THE CLIENT’S SUPPORT CIRCLE SITE UTILIZATION AND LAND-USE STUDIES Professional Practice 2 The detailed analysis of the site involves the identification of a site’s development potentials through the proper utilization of land. The analysis covers the context of the site as well as that of its surrounding environment and the development controls that apply to the site and its environs. 103 THE CLIENT’S SUPPORT CIRCLE PROMOTIONAL SERVICES Professional Practice 2 Projects may require promotional activities in order to develop and generate financial support and acceptance from governing agencies or from the general public. In such cases, Architect can act as the agent of the Owner by producing and coordinating the additional activities necessary to complete the services. In all such activities, the Architect must maintain his professional status as the representative of the Owner. 104 THE CLIENT’S SUPPORT CIRCLE SUB-FUNCTION: PRESENTATION BOARDS Presentations are visual tools that represent a projects and works in Professional Practice 2 architecture. Architectural presentations are designed both for juries and submissions during student years and for customers in professional life. Architects present their projects of different scales as architectural presentation boards. 105 SUB-FUNCTION: PRESENTATION BOARDS TYPES OF ARCHITECTURAL PRESENTATION BOARDS CONCEPTUAL BOARD Concept boards are essential for initiating an architectural project, focusing on key elements such as analysis, theoretical concepts, problem Professional Practice 2 analysis, and proposed solutions. They evaluate the project's context and requirements while exploring design theories that inform the direction. By identifying challenges within the scope, concept boards enable architects to develop effective strategies to address these issues, forming a comprehensive foundation for the design process that guides subsequent stages of development. 106 SUB-FUNCTION: PRESENTATION BOARDS TYPES OF ARCHITECTURAL PRESENTATION BOARDS TECHNICAL DRAWING BOARD Architectural technical drawings are crucial for representing the comprehensive details of a project, including architectural, structural, electrical, mechanical, plumbing, Professional Practice 2 and other systems. For student and application projects, these drawings should be presented on technical drawing boards, showcasing the complete plans and necessary detail drawings to effectively communicate the project's scope and construction requirements. 107 SUB-FUNCTION: PRESENTATION BOARDS TYPES OF ARCHITECTURAL PRESENTATION BOARDS ANALYSIS BOARD Analysis boards are critical tools for architects, showcasing thorough and detailed evaluations before a project begins. They typically include site Professional Practice 2 analysis, urban scale analysis, sociocultural factors, and physical conditions such as climate and geography. Environmental considerations are also part of the board, providing a holistic view of the context. This information serves as a foundation for developing the project concept, ensuring that all relevant aspects are thoroughly examined. 108 The Architect's Regular Services THE DESIGN SERVICE Professional Practice 2 109 An architect is more than a designer of buildings. He or she is a highly trained, licensed professional who provides important professional services that benefit both his or her clients and the general public at large. Pre-Design Services Design Services Specialized Allied Services Construction Services Post Construction Services THE DESIGN Comprehensive Architectural Services SERVICES Design-Build Services Professional Practice 2  PRE-DESIGN SERVICES 110 1. The Architect can render the services in a manner of: Architect’s Own Staff By Association or Consultation 2. Pre-Design Services Economic Feasibility Study Project Financing Architectural Programming THE DESIGN Space Management/Planning Site Selection and Analysis SERVICES Site Utilization and Land-Use Studies Promotional Services Professional Practice 2 DESIGN SERVICES Regular Services – sequence of 4 phases: Schematic Design Phase Design Development Phase Contract Document Phase Construction Phase  SPECIALIZED ALLIED SERVICES 111 Interior Design Services Acoustic, Communication and Electronic Engineering Services Landscape Design Services Physical Planning Services Comprehensive Planning Services CONSTRUCTION SERVICES 1. Four Principal members in Design and Building Construction Owner THE DESIGN Architect and Engineers SERVICES Contractor Individual or group of individuals who assist in the supervision and delivery of work Professional Practice 2 2. Full-Time Supervision 3. Construction Management Construction Manager Functions of a Construction Manager Legal Responsibility of the Construction Manager Other Contracting Concepts  POST-CONSTRUCTION SERVICES 112 1. Post-Construction Services Building and Equipment and Maintenance Building and Grounds Administration Post-Construction Evaluation COMPREHENSIVE ARCHITECTURAL SERVICES 1. Scope of Comprehensive Architectural Services Pre-Design Services Design Services THE DESIGN Specialized Allied Services SERVICES Construction Services Post-Construction Services Professional Practice 2 2. Project Management a. Basic Function of a Project Manager Pre-Construction Phase Construction Phase DESIGN-BUILD SERVICES Design-Build Services by Administration Design-Build Services on a Guaranteed Maximum Cost 113 DESIGN PROCESS Professional Practice 2 The architectural design process involves developing and analyzing a construction project in 6 organized phases. This structured approach ensures effective management and communication of design intent, minimizing risks associated with costly delays. Given the complexity and regulations in building construction, it's crucial to avoid design revisions once construction begins, as significant changes would require demolition. By providing clear phases, the process facilitates efficient information production and helps maintain transparency throughout the project. 114 An Architectural Contractual Framework refers to the structure and arrangement of legal agreements that define the roles, responsibilities, and relationships between all parties involved in an architectural project. This framework outlines how the architect, CONTRACTUAL Professional Practice 2 client (owner), contractors, and other stakeholders interact and collaborate throughout the design and construction process. FRAMEWORK The Architectural Contractual Framework is essential for ensuring clear communication, project coordination, and legal compliance among all parties. The framework helps mitigate risks, manage disputes, and ensure that all parties are aware of their obligations under the law and the project requirements.  Design-Bid-Build (DBB) 115 The Design-Bid-Build (DBB) method is a traditional project delivery approach that separates design and construction processes. While it is familiar and can theoretically reduce costs, it often leads to increased project expenses due to conflicts between design documents and on-site constructability. Additionally, selecting the lowest bidder can compromise quality, as contractors may need to cut corners to maintain profitability within a tight budget. DELIVERY Design-Build (DB) APPROACHES The Design-Build (DB) method allows for quick project Professional Practice 2 delivery by splitting components into packages, enabling simultaneous design and construction to meet deadlines. Owners can set a maximum price early on, providing significant cost control. This method is effective for projects with clearly defined requirements and is particularly advantageous when schedules are tight, as it eliminates delays typically associated with the bidding and procurement processes.  Construction Manager at Risk (CMAR) 116 CMAR, or Construction Manager at Risk, is a modern project delivery method where the owner selects a Construction Manager based on criteria beyond just cost, such as quality, experience, and project approach. In this method, design and construction are contracted separately, allowing for a focus on schedule adherence and project execution. The CM is responsible for overseeing the construction while mitigating risks throughout the project lifecycle. Integrated Project Delivery Integrated Project Delivery (IPD) is a relatively new construction DELIVERY method that has gained traction in the past decade. In IPD, the owner APPROACHES selects an architect/engineer (A/E) and construction manager (CM) before design begins, leading to a joint contract among the three parties after collaboratively setting goals and objectives. This method Professional Practice 2 encourages early contractor involvement, resulting in streamlined designs aligned with project objectives. The owner plays a vital role in the team, and IPD promotes cost minimization and efficiency through collaboration. It is important to note that the owner, A/E, and CM are legally bound into a single entity so risk that is normally assigned to one party is now spread to all parties, which is uncomfortable for many owners. However, the increased collaboration among the parties is thought to reduce the overall risk.  Public-Private-Partnership (3P) 117 The Public-Private Partnership (P3 or PPP) delivery model involves a contract between a government entity and a private corporation to fund, construct, renovate, and maintain public infrastructure. While more common internationally, it is gradually being adopted in certain U.S. public projects. The private entity receives income generated from the project over a set period to repay and profit from its investment. For instance, a private company might finance a city's light rail system in exchange for a share of the revenue from ridership fees. Benefits of Public-Private Partnerships (3P) 1. Cost Relief for Taxpayers: PPPs can alleviate some or all of the funding DELIVERY burdens on taxpayers for public projects. APPROACHES 2. Expertise and Efficiency: Private entities often bring greater expertise and efficiency in construction and operation, driven by profit motivations. 3. Regulatory Oversight: Public entities maintain regulatory control over Professional Practice 2 infrastructure operations, ensuring proper management while allowing private involvement. Utilizing a P3 model requires public entities to accept certain risks. While profit- driven efficiency from private corporations can lead to shortcuts in operation and maintenance, potentially causing long-term issues, public entities must find a balance between budget constraints and the control they relinquish to private partners. Eventually, public entities will need to manage the infrastructure operations themselves after contracts end or seek new bidders for continued services. 118 The architect creates the architectural design document to document the design factors and the specific choices that have been made to satisfy those factors. The document serves as a way for the architect to show his work when making design decisions. The architecture design document includes the conceptual, logical, and physical designs. Design documentation is a collection of documents and resources that covers all aspects of your product design. Documentation should include information about users, product DESIGN features, and project deadlines; all essential implementation DOCUMENTATION details; and design decisions that your team and stakeholders have agreed on. Professional Practice 2 Example of Design Documentation: Printed Complete set of plan or PDF copy Minutes of every meeting Site Pictures Construction Logbook Compilation of Schematic Designs 119 THANK YOU! Professional Practice 2 PREPARED BY: AR. JASPER CUETO