PDPG Domain 1.pdf

DOMAIN 1: FUNDAMENTALS Chapter 1 INTRODUCTION TO PROJECT DELIVERY CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. 1.1 Introduction Designing and constructing buildings, civil infrastructure, industrial plants, i...

DOMAIN 1: FUNDAMENTALS Chapter 1 INTRODUCTION TO PROJECT DELIVERY CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. 1.1 Introduction Designing and constructing buildings, civil infrastructure, industrial plants, interior design projects, and other types of structures and facilities is one of humankind’s most difcult endeavors, despite the fact that it is a common activity. Everything that has been built started as a project that took a journey through a sophisticated and complex project delivery process to come into being. Talented individuals with advanced education, specialized knowledge, welldeveloped decision-making abilities, and, in some cases, professional licenses, are required to manage, direct, and monitor the project delivery process. Tis talent and skill must be brought together for the successful delivery of a project. A considerable amount of time and money is required to turn a project into a facility. Out of the need for shelter, protection, and comfort, we design and construct facilities to house the activities of our private and public lives. We aspire to create facilities that are functional, visually pleasing, and enjoyable to occupy. Te journey to create structures and facilities that meet a set of goals and requirements is called the project delivery process. Te CSI Project Delivery Practice Guide describes typical project delivery components, procedures, stakeholders, and participants, and presents the many pieces and parts that compose the project delivery methods detailed in Chapter 3. Tis practice guide does not cover the design and construction of facilities, but rather the logistics of managing and delivering project information from conception through occupancy. Tis practice guide should educate organizations and individuals about the project delivery processes and provide insight into the vast array of activities that are necessary in the project delivery process. Not every concept or topic presented in this practice guide will be necessary for every project. Tis information is intended to be useful to anyone, at any level, who owns, designs, engineers, constructs, installs, supplies, or manages a facility. 3 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 1.2 Project Delivery Stakeholders and Participants Understanding project delivery is important. It allows stakeholders and participants to provide more efective services, no matter which project delivery method is selected for the project. Much of what design and construction professionals do is founded on the information presented in this book. Tere are many parties and participants responsible for the success of a project. Successful project delivery depends on the cooperation amongst the following individuals and the use of their particular skills for a specifc purpose: An owner who requires a facility Architects/engineers who create and decide what to build and who produce construction documentation A contractor who builds projects and provides construction project management expertise Manufacturers and suppliers who provide products and materials Facility managers who operate and maintain structures and facilities Te following section discusses how they work together in project delivery. 1.2.1 Stakeholders and Participants Te design and construction of a project requires merging the collective needs, ideas, talents, skills, knowledge, and services of a diverse group of individuals and businesses that provide specialized services. Positive interaction among the teams begins with an understanding of the basic responsibilities of each team member throughout the process and what each team member can do to contribute to the project’s success. In much the same way that each person has a unique personality, the design and construction of every project has a unique personality. Te work is performed by a distinct group of individuals organized into four teams, each of which is unique to the current project: Owner Team Design Team Contractor Team Supplier Team In addition to being part of one of the teams, every individual is either a stakeholder or a participant based on their interests during the project. Stakeholders. Individuals and organizations actively involved in a major portion of the project delivery process with some type of interest in the project, such as investment, operational, or reputation, which may be positively or negatively afected by the constructed facility. For example, the owner is a stakeholder. Participants. Individuals and organizations active in only a portion of the project delivery process with indirect interests that may not be afected by the constructed facility. For example, architects, engineers, and suppliers are all participants. 1.2.2 Four Primary Roles of Participants Tere can be many participants in a project, but it is essential that someone owns the project, someone designs the project, someone builds the project, and someone supplies the project. Table 1.1 outlines the primary roles that participants play in a project. Te following sections look at each of these roles in more detail. 1.3 The Owner Team Te owner initiates the project; assumes the risk; provides funding, control, and management of the design and construction process; approves of design and construction activities; and acts as the principal stakeholder. Unless the owner is an individual, typically one or more people will be charged with the responsibility of representing the interests of the 4 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery Table 1.1 Roles of project team participants. PARTICIPANTS AND STAKEHOLDERS ROLES Owner The owner initiates the project; assumes the risk; provides fund ing, control, and management of t he design and construction process; approves design and construction activities, and acts as the principal stakeholder. Designer The design team works with the owner to deliver a facility meeting the owner's aspirations and requirements. Transforming the owner's vision from original concepts and ideas into the documentation required for construction requires aesthetic and technical design services. Contractor Constructing a project involves significant time, money, and personnel to convert a project design into a physical faci lity. Construction services typically include estimating, scheduling, subcontracting, and the overall project management. Supplier A wide variety of companies that are part of the delivery method through furnishing materials and products for the project to be constructed. owner and orchestrating the activities of all project delivery teams simultaneously. represent their interests, and direct the design and construction process. Te owner may or may not ultimately occupy the facility when they are: Owners can be classifed as private owners or public owners. Te type of owner is important, especially when considering funding sources and operations. Administrators of the facilities department of a school district building a new school. A developer building multifamily projects for tenants to lease. Principals of a business building a new regional branch of the business. A department of transportation building new streets and infrastructure for a new or existing neighborhood. In some instances, projects may be so large and complex that two or more entities serve as the owners. For example, a sports stadium may have multiple project owners when a facility management company, basketball team owners, and hockey team owners each have an interest in the project, contribute funding, and act as the principal stakeholders. Sometimes a municipality, county, or state may also be a stakeholder. For projects of considerable scale or complexity, stakeholders might retain another company to manage the process, 1.3.1 Private Owners Te private owner classifcation involves facilities in the private sector. Te distinguishing factor of the private sector is that the funding does not include money derived from taxation or appropriation by a governmental legislative body. Unless a facility is constructed to be leased or purchased by a governing agency, the user is not typically a public agency. An individual is the most basic type of private owner. Depending on their fnancial resources, individuals can own many diferent types of facilities built to produce income or to house their business. Many private institutions build facilities for a particular commercial function. In these instances, other individuals do not typically own facilities; instead, the owner may be a company, a corporation, or a board of trustees. For example, there are facilities that are owned by the board of directors of a private 5 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 school or university. Companies and corporations also own facilities. Real estate development companies initiate and complete projects that are either income-producing investments or sold to other individuals, companies, or investors. Development companies might focus on multifamily residential projects, hotels, health care facilities, ofce buildings, or complete neighborhood developments. 1.3.2 Public Owners Te public owner classifcation involves facilities in the public sector where funding is derived from taxation or appropriation by a governmental legislative body. Public agencies can take many forms, such as federal, state, county, city, or town agencies. Tey can also be a governing agency, a department of a public entity, or a centralized agency that initiates and manages the design and construction, such as the General Services Administration of the federal government. It is not uncommon for a governing agency to dictate the design and construction process using project delivery methods that meet the requirements of the governing laws and regulations. Tere are a number of diferences in the ways the process is conducted in the public sector and in the private sector, including the following: How design work is awarded How construction work is awarded Use of drawings, conventions, and specifcations required by the agency How construction contract administration and construction project management are conducted How applications for payment are processed Warranties and guarantees 1.3.3 Owner Rights and Responsibilities Te owner has important rights and responsibilities during the construction phase. AIA Document A201™ states some of these rights and responsibilities include, but are not limited to, the following: If requested by the contractor, provide evidence that the owner has secured funds to pay for the project. Supply secured and paid for approvals, easements, assessments and charges for development, construction, use or occupancy of permanent improvements. Furnish to the contractor surveys indicating boundaries, topography, existing utilities, and a legal description. Right to correct defciencies not corrected by the contractor. Make payment to the contractor. Right to order tests, inspections, and reports concerning hazardous conditions that might exist on the property or within existing buildings. Right to stop the work. Right to carry out the work. Right to award separate agreements. Right to clean. Right to partial occupancy. Right to terminate for convenience. Right to terminate for cause. If possible, owners should also have someone involved during the design process as well as during the construction phase as part of the owner’s team. Tis party is ofen a facility manager who will be tasked with managing the facility afer construction is complete and the facility has been handed over to the owner. Involvement in the construction phase of the project allows the facility manager to: Observe construction of the facility for which it will be responsible Become familiar with the means and methods employed by the contractor Become familiar with the location of concealed items, such as piping, conduit, cabling, and structural connections Participate in decision making regarding contract modifcations 6 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery 1.3.4 Owner Advisors Owners frequently require the services of other individuals and businesses to assist with their role and responsibilities in controlling and managing the design and construction process. Advisors to the owner may include, but are not limited to, the following: Financial institutions, which arrange project fnancing Attorneys, who coordinate legal and contractual issues Insurance companies, which provide risk coverage Real estate agents, who assist with property acquisition Appraisers, who advise about specifc sites, costs, and market types Marketing companies, which assist with advertising Project management companies, which represent the owner to the other teams It is not unusual for owners to retain another company to act on behalf of the owner’s best interest. For example, a hospital board of directors might retain the services of a project management company empowered to make decisions on behalf of the owner and the board of directors, and commit them to a particular course of action. 1.3.5 Consultants Typically Retained by Owner Frequently an owner needs to retain design consultants to provide services as advisors before the design and construction process begins. Te owner may also require an advisor to be involved throughout the design process—even through the construction phase. If the land on which the facility will be constructed is owned by the project owner, the owner may engage consultants to examine the site and provide important information to the design and contractor teams before the project begins. Although it is likely that an owner will have already obtained the property survey and geotechnical report by the time the architect/engineer becomes involved in the project. Consultants may include: Land Surveyor. Te surveyor examines and records the areas and features of an area of land on which projects are constructed to document the existing conditions and features. Tey determine and document the ground surface topography as well as existing natural and constructed improvements above or below the surface of the ground. Environmental Engineer. If the land on which the project will rest includes unique geographical assets, an environmental engineer might be required to assist the owner in making environmentally sensitive decisions. Environmental engineers study the efect technology has on the natural environment and assess the environmental impact of hazards on the ground surface (such as surface pollution) or under the ground surface (such as contaminated soil), in turn advising on mitigation of the hazards. Geotechnical Engineer. Te geotechnical engineer examines the soil strata beneath the surface of the ground and subsurface geological formations and makes recommendations for the design of the facility foundations. Tey determine the physical, mechanical, and chemical properties of soil materials. Typically, the geotechnical engineer provides reports on fndings of soil investigations that include site conditions and geology, subsurface conditions, and groundwater conditions. Te geotechnical report also provides analyses and recommendations for potential soil movement, building foundations, site grading and drainage, excavation and fll, and pavements. Tey also provide soil testing and inspections services during the construction of the project. Hazardous Materials and Abatement Consultant. Te hazardous material and abatement consultant examines existing buildings and sites for the presence of hazardous materials, such as asbestos, and makes remediation recommendations and documents. Furthermore, the consultant advises 7 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 on and assists with the handling, processing, and storage of hazardous materials, while also performing soil and groundwater sampling and analysis, groundwater fow surveys, and soil and groundwater remediation. Trafc Engineer. Te trafc engineer examines trafc usage and patterns over existing and proposed freeways, streets, roads, and transportation systems to make recommendations on the safe and efcient movement of people and goods. Te engineer recommends facilities that would accommodate existing and future trafc. Te engineer also designs trafc control device installations and modifcations, including trafc signals, signs, and pavement markings, and may advise on entrance locations, capabilities, and special occupancy concerns. Sustainability Consultant. Te sustainability consultant recommends opportunities for extending facility and product life cycles, suggests ways to be environmentally sensitive, and advises the owner about the sustainability properties of materials and products. If project owners seek high performance certifed building ratings, the sustainability consultant assists with evaluations and decision making to set and achieve sustainable design goals. Wetlands Biologist. Te wetlands biologist examines existing wetlands in the path of development, identifes and evaluates environmentally sensitive areas, and makes recommendations for minimizing damage caused by construction. Wildlife Biologist. Te wildlife biologist examines existing wildlife and their habitats that would be afected by development and makes recommendations for minimizing impact. Testing and Inspection Agency. To ensure certain portions of projects are being constructed according to project and building code requirements, the testing and inspection agency provides the owner with quality assurance (QA) and quality control (QC) by verifying that specifc project elements and components comply with the contract documents and code requirements. Commissioning Agent/Authority. A commissioning agent or authority evaluates, tests, and analyzes newly constructed building services such as mechanical and electrical systems, operational equipment, and sometimes 8 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery the building envelope to determine if they will function according to the project design criteria. See discussion later in this chapter. 1.3.6 Occupants Afer the construction of a facility is complete, there are a variety of occupants that will use the facility for its intended purpose. Tese occupants include the following: Facility Manager. Commercial facilities typically have an individual, a staf member, or an outside management and service company which implements maintenance and operations programs to ensure that the facility continues to function according to its intended purposes during occupancy and use. A facility manager may participate in planning and design or subsequent alteration, renovation, or addition projects. Facility Users. Facility users are the people for which the facility was designed and constructed to conduct activities in accordance with its intended purpose. In some complex facilities, such as hospitals, the users provide valuable input to the designer team and assist with designing a facility to meet spatial and functional requirements. Visitors. In addition to the needs and requirements of the facility users, consideration must be given to those that visit facilities. 1.3.7 Utility Service Providers Utility service providers are not part of the owner team in the same sense as those described previously; however, this category is included because the relationship between utility providers and owners continues throughout the life of the facility. Owners are ultimately responsible to the utility service providers. Owners arrange and contract with various public and regulated private utility providers to furnish electrical power, natural gas, domestic water, sewerage removal, stormwater control, and communications services to the completed facility. Afer the owner has entered into the appropriate agreements, the design and contractor teams assist with the coordination of these utility services. 1.3.8 Authorities Having Jurisdiction Like the utility service providers, even though authorities having jurisdiction (AHJ) are not technically a part of the owner team, they maintain a relationship with the owner team during the design of the project that continues afer construction. Owners are ultimately responsible to the AHJ. AHJs include building code ofcials, zoning ofcials, inspectors, fre marshals, and regulatory agencies. AHJs also include federal, state, and local agencies. AHJs protect public health, safety, and welfare by administering laws, codes, and other regulations governing the construction of the project and during the life of the facility. 1.4 The Design Team Te design team works with the owner to deliver a facility meeting the owner’s aspirations and requirements. Te process of transforming the owner’s vision from original concepts and ideas into the construction documentation requires aesthetic and technical design services. Depending on the project delivery method, the owner obtains design services separately. Design services may involve only one discipline or may be comprised of complex arrangements with numerous design professionals who have specifc expertise. Using specialized design skills, the design team is typically responsible for the following services: Addressing the planning issues, including those involving the authorities having jurisdiction. Assisting the owner in determining the design program and requirements. Designing a project that refects the owner’s visions and meets the design program and requirements. Identifying codes and regulations applicable to the design. Researching, evaluating, and selecting products. 9 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 Producing the construction documents. Administering the construction contract. Providing quality assurance procedures and quality control reviews. Selection of architectural, engineering, and consulting design services is usually based on qualifcations, value, experience, and unique design skills or abilities, and not simply lowest price. It is prudent to select design services appropriate for the project requirements and consistent with the owner’s vision. For example, small frms may not have the experience, staf, or capabilities to provide design services for a large project, such as a sports venue, hotel, ofce complex, or high-rise building. Conversely, a large frm may provide far too many services for a small project. While not always the case, diverse collections of design professionals are most ofen directed, managed, and coordinated by a single professional or frm. Te professional or frm is primarily responsible for the major portion of the design and subcontracts with other design professionals with specialized talents required to complete the design. Te leadership of the designer team depends on the type of project and the project delivery method selected. Building projects may be led by: Owner’s program manager for complex projects, using any of the project delivery methods Facilities departments for buildings in multiple geographic locations that might be built by any of the project delivery methods Architect for design-bid-build projects Construction managers for the construction manager at risk projects Developer, contractor, or architect for design-build Owners for owner-build projects Owner, contractor, or architect for integrated project delivery projects Other examples include: Tenant Improvements Projects. Interior designers for the design-bid-build projects. Municipal Infrastructure Projects. Civil engineers for the design-bid-build projects. Industrial Facilities and Plants Projects. Mechanical engineer for any of the project delivery methods. Transportation Improvement Projects. Governmental agency’s public works department. Regardless of the leadership designated or project delivery method selected, the design team may be composed of any of the professionals in the following sections. Each of these sections can be used to refer to individual professionals, businesses, or frms which provide particular design services. Te terms architect, engineer, and consultant refect the education and specialized training, governmental licensure, and sphere of design practiced. Tese individuals may also have other titles refecting their role within their respective businesses as well as the responsibility they have as one of the contributing design professionals on a project’s design. Te roles and responsibilities discussed below for architects, engineers, and consultants are generally the same for any of the project delivery methods. 1.4.1 Architects Architects are responsible for the aesthetic and technical design of a project; unless contracted otherwise, they are also responsible for managing services and deliverables provided by engineers and consultants. Tough the following role and responsibility descriptions apply to architectural frms; other engineering and consulting frms will have many of the same (or similar) roles and responsibilities. An individual must already be lawfully licensed to practice, must pass a licensing examination, and must be duly and currently licensed in the state in which the project is located in order to use the title of architect or engineer. With the exception of individual residences and small commercial projects, 10 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery the work of architects and engineers requires a seal attached to their work products —also known as instruments of service. Oversees several projects. Not all of the following roles will be found on every project. Te size of the project will determine which are necessary. For example, the project manager may also act as the project designer and project architect for small projects, whereas large projects may need several diferent project managers and a larger number of project architects. Guides projects through the design and construction documents. 1.4.1.3 Programmer Architects plan the function and aesthetics of a building. Roles and responsibilities vary within frms of diferent sizes, but generally include the following positions. Te programmer interacts with owners to develop the program that will be used for the design of the project, and ofers the following additional responsibilities: Remains involved with day-to-day project activities. Meets with product manufacturer representatives or suppliers. 1.4.1.1 Principal-in-Charge Is generally reserved for large, complex projects such as hospitals. Te principal-in-charge (PIC) is typically an owner, principal, or ofcer of a frm who bears ultimate responsibility for projects and ofers the following to the design process: Meets with the owner and user groups to interpret the design requirements and develop a program that will be used to arrange the spatial relationships between functional areas of the project. Is the fnal decision maker for the frm. Is authorized to sign and commit the frm to binding agreements. May seal the architectural documents. Provides overall management of the frm and projects and is not involved with day-to-day activities of projects. Serves as a representative for the frm. Is not typically involved in the details of design, documents, or construction. Does not typically meet with product manufacturer representatives or suppliers. 1.4.1.2 Project Manager Te project manager (PM), also known as a team leader or project leader, provides general management of the architect’s staf, engineers, and consultants, and may have the following responsibilities: Signs and commits the frm to binding agreements. Is not typically involved with the construction documents or construction contract administration. Does not meet with product representatives or suppliers. 1.4.1.4 Project Designer Te project designer creates the aesthetic design for projects, generally the exterior of the project. Te project designer could be a dedicated staf designer, the principal-in-charge, or the project manager. Additional responsibilities include the following: Selects materials and products and, subject to owner approval, has decision-making power for the aesthetic design. May or may not be involved with the construction documents or construction contract administration. Meets with product representatives or suppliers regularly both for project specifc needs and to stay informed of current trends and innovations. Seals the architectural documents. 11 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 1.4.1.5 Interior Designer Te interior designer creates the aesthetic design for the building interior of projects, and has the following responsibilities: Makes recommendations for interior fnishes, colors, overall themes, and coordination. Designs interior spaces and furniture layouts. Selects materials and products and, pending owner approval, holds decision-making power for the aesthetic design. Works with the construction documents, room fnish schedules, and construction contract administration. Meets regularly with product representatives or suppliers both for project specifc needs and to say informed of current trends and innovations. 1.4.1.6 Project Architect Te project architect (PA) directs, manages, and coordinates the day-to-day activities of the production of the design and construction documents, and also has the following responsibilities: Coordinates the project requirements with the engineers and consultants. Determines the general assembly of materials and products. Holds decision-making power, which may be limited to the documents. Meets with product representatives or suppliers as needed. 1.4.1.7 Specifier or Knowledge Manager Te specifer, who may also become a manager of information about building technology and sciences, is responsible for the following: Provides material and product research and specialized experience in the interaction of building materials —a valuable resource to frms and members of the design teams. Prepares clear, concise, correct, and complete written specifcations based on the design and tailored to the construction drawings. Does not select, but may recommend or infuence, the selection of exterior and interior materials and products that require certain performance, and which may or may not be exposed to view. Assists the project manager, the project architect, the construction contract administrator, and others with decisions about the technical aspects of the aesthetic design and construction drawings, as well as any unforeseen problems that may arise on the construction site. 1.4.1.8 Construction Contract Administrator Te construction contract administrator (CCA) oversees the construction contract and has the following responsibilities during construction of the project: Works with the owner and contractor during construction. Generates or processes change orders, minor changes, and proposal requests. Reviews and evaluates submittals for compliance. Observes the work, responds to questions, and interprets the contract documents. Reviews contractor’s applications for payment and requests for substitutions. May have limited decision-making power about the project design. 1.4.2 Typical Engineering Consultants Engineering consultants provide specialized professional services, thereby expanding the expertise of the design team to the project’s beneft. Most engineering consultants provide construction drawings and specifcations and participate in construction contract administration. 12 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery 1.4.2.1 Civil Engineer 1.4.2.5 Electrical Engineer Te civil engineer is responsible for the technical and engineering design of the following: Te electrical engineer is responsible for the technical and system engineering design of the supply and distribution of electrical power, lighting, and fre alarm systems and equipment. Communication systems may be managed by a consultant for communications, information technology, and low voltage devices. Site improvements, such as streets, roads, bridges, paving, plazas, and retaining walls Service utilities and infrastructure, such as water, sewer, energy, communications, storm drainage, and subsurface drainage Shaping the topography of the land, including earthwork, cut and fll, grading, and understanding of the soils conditions 1.4.2.2 Structural Engineer Te structural engineer is responsible for the technical and engineering design of structures that resist or support static and dynamic loads, including the building structural support frame and foundations. 1.4.2.3 Plumbing Engineer Te plumbing engineer is responsible for the technical and engineering design of the supply and distribution of domestic water, removal of sewerage, directing rainwater of the roof, and medical gas systems for hospitals, and other systems that fow through pipes including sizing and determining the necessary equipment. Te plumbing engineer’s scope of work may include fre protection; it may also be a separate contracted service. 1.4.2.4 Mechanical Engineer Te mechanical engineer is responsible for the technical and performance engineering design of the movement and distribution of heated and cooled air, ventilation, indoor air quality, and removal of odors, including sizing and connecting the necessary equipment and systems commonly referred to as heating, ventilating, and air conditioning (HVAC) systems. Te mechanical engineer typically produces energy models together with the project architect to study various façade arrangements and building system components. 1.4.2.6 Fire Protection Engineer Te fre protection engineer is responsible for the technical and engineering design of systems for the protection of life and property, as well as the following: Technical and engineering design of the supply and distribution of active fre suppression systems, including the necessary equipment. Advises and assists with recommendations for passive fre protection materials and assemblies. 1.4.3 Specialty Consultants Specialty consultants are individuals or frms that have specialized knowledge and a signifcant amount of experience in a design discipline and provide specialized design services. Tese individuals may or may not be required to be licensed. Specialty consultants are made a part of the project team depending on the needs of the project. Tey also provide specialized professional services, thereby expanding the expertise of the design team to the beneft of the project. Specialty consultants may or may not provide construction drawings and specifcations and may or may not participate in construction contract administration. Landscape Architect. Te landscape architect is responsible for the aesthetic and technical design of site improvements, site lighting, retaining walls, trees, shrubs, lawns, plants, furnishings, plazas, courtyards, and visual improvements to the exterior areas of project sites. Interior Designer. When working as a consultant, the interior designer provides the same services as listed above as when the interior designer is part of the architectural frm. 13 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 Specifer or Knowledge Manager. When working as a consultant, the specifer provides the same services as listed above as when the specifer is part of the architectural frm. Door Hardware Consultant. Due to the sophistication of door hardware and access control, it is not unusual for an architect to retain the services of a door hardware consultant to assemble and specify the door hardware sets and schedule, assist with the selection of door hardware products, and assist the owner and architect with establishing an access control plan for a project. Exterior Enclosure Consultant. Te exterior enclosure consultant reviews architectural drawings and specifcations to advise, assist, and make recommendations for the technical design of the building envelope enclosure. Tey may be responsible for (or infuence) the selection of materials and products. Roofng and Waterproofng Consultant. Te roofng and waterproofng consultant reviews architectural drawings and specifcations to advise, assist, and make recommendations for roofng (above grade) and waterproofng (below grade) systems. Tey may be responsible for (or infuence) the selection of materials and products. Cost Estimating Consultant. Te cost estimating consultant prepares detailed estimates of probable construction cost of a project. Te owner, contractor, and architect may each have their own cost estimator. Life Safety Consultant. Te life safety consultant advises, assists, makes recommendations, and evaluates the design for compliance with the applicable building codes. Sustainability Consultant. Te sustainability consultant advises, assists, and makes recommendations for environmental sensitivity and for sustainable properties of materials and products. Te consultant also assists with evaluations and decision making if the project is seeking a specifc high performance or sustainable building certifcation or rating. Commissioning Consultant. Te commissioning consultant (commonly called the commissioning authority) is responsible for managing the commissioning process discussed in Section 2.2.13. Food Service Equipment Consultant. Te food service consultant is responsible for planning the technical design of commercial kitchens and the selection of the necessary equipment. Building Transportation Consultant. Te building transportation consultant is responsible for performing people trafc studies and selecting the equipment for elevators, escalators, moving walks, and dumbwaiters. Parking Consultant. Te parking consultant is responsible for the technical design and layout of parking areas and parking garages. Te parking consultant also specializes in how parking areas and garages are used and the various units of equipment that control, measure, monitor, and manage the users. Swimming Pool, Fountain, and Water Feature Consultant. Te swimming pool, fountain, and water feature consultant is responsible for the aesthetic and technical design of the materials, products, fnishes, and equipment to control water in a design feature. Building Maintenance Equipment Consultant. Te building maintenance equipment consultant is responsible for determining how the exterior wall will be accessed for maintenance, such as for window washing. Te consultant specializes in designing and specifying the equipment needed for building maintenance. Tis includes developing fall protection devices to protect personnel while on a roof. Communications Technology Consultant. Te communications technology consultant is responsible for determining the various communications, data, telecommunications, and network systems, both wired and wireless, that will be necessary for the facility to function. Acoustical Consultant. Te acoustical consultant advises, assists, and make recommendations for the control, improvement, 14 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery and containment of sounds and noise generated by people or machinery. Subcontracting Lighting Design Consultant. Te lighting design consultant advises, assists, and makes recommendations for lighting of the facilities, ofen to emphasize the facility design or to focus on an accent. Management of construction Security Consultant. Te security consultant advises, assists, and makes recommendations to make facilities more secure and resistant to today’s diverse risks, crime, and terrorism. Te consultant designs security systems for facilities that include access control and video surveillance to protect people and property. 1.5 The Contractor Team Constructing a project involves signifcant time, money, and personnel to convert a project design into a physical facility. Construction services typically include the following: Cost estimating Time scheduling Procurement (bidding, negotiating, purchasing) Unlike the selection of design services, construction services could be selected based on the lowest bid of several contractors competitively bidding on a project. Te owner may select the contractor by a competitive bidding process or by negotiation, in which the basis of selection is more than construction cost alone. Contractor selection may be based on reputation, previous relationships with the owner or architect/engineer, or special qualifcations or experience constructing the specifc type of project involved. Construction services may be combined with design services or may be obtained during or afer the design process. Each project delivery method will necessitate diferent sequencing of the construction process. When multiple contracts are involved, some contracts may be procured under a bidding process, while other services on the same project may be obtained through negotiated contracts or unit price contracts. It is prudent to obtain references and qualifcations for contractors performing construction. One of the most signifcant aspects of these qualifcations is contractor fnancial capacity 15 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 and bond capacity. For instance, contractors with a longer successful relationship with their banks may qualify for a lower bond rate, in turn allowing for a lower overall cost and a bid that is more likely to win. Ability to manage multiple subcontractors and suppliers Construction project management services may be used to complement services provided by the architect/engineer. Construction project management services may simply involve establishing the construction costs, or they may be more formally established as project management. Depending on the nature of these services, some jurisdictions may require licensure of all aspects of construction project management services. For example, services such as cost estimating or construction project management may not require licensing, whereas actual construction may require licensing. Ability to manage cash fow and project accounting Construction contractors with extensive experience can add value to any team and project. Constructing a project requires knowledge of numerous building components as well as management skills to ensure that participants work together in harmony to complete projects on time and within the budget. Several construction activities are performed by specialists in diferent trades (trade subcontractors) usually employed by the general contractor. Te Contractor Team reviews documents and drawings to bring the project from plan conception to physical reality. 1.5.1 Contractors In most projects, contractors (also referred to as prime contractors or general contractors) enter into an agreement with owners to build the project described in the construction documents, which are produced by the architect/engineer. Te contractor uses their management abilities to gather the labor forces, subcontractors, and material, product, system, and equipment suppliers required to construct the facility. Contractors bring a wealth of management expertise to the project delivery process including, but not limited to, the following: Ability to manage complex construction operations and dynamic site activities Skill in bidding and awarding contracts and subcontracts Experience with managing a construction budget in a risk-based setting 1.5.1.1 Principal-in-Charge Te principal-in-charge (PIC) is typically an owner, principal, or ofcer of the frm who bears ultimate responsibility for the project and is the fnal decision maker for the frm. Te PIC provides overall management and is authorized to sign and commit the frm to binding agreements. However, the PIC is neither involved with day-to-day activities, nor is the PIC usually involved in the details of construction. Te PIC acts as the frm’s representative to others. 1.5.1.2 Project Manager Te project manager (PM) may be an owner or principal of the frm but is usually an ofcer. PMs may be authorized to sign and commit the frm to binding agreements; provide general management of the contractor’s staf, suppliers, and subcontractors; and work on with day-to-day activities. Te PM guides the project through the construction portion of the project delivery method. 1.5.1.3 Project Engineer Te project engineer provides technical support to the construction staf under the supervision of the project manager. Duties of a project engineer vary but may include subcontractor coordination, construction administration, submittal processing, feld verifcation of quantities and work performed, analysis of construction schedules, processing applications for payment, and managing requests for information and contract modifcations. Experience in the construction of facilities Knowledge of factors that infuence cost, time, and quality 16 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery 1.5.1.4 Estimator Te estimator determines the cost of the work, which will be the basis of the agreement between the owner and contractor. Te estimator will also provide costs for contract modifcations. 1.5.1.5 Superintendent Superintendents direct, manage, and coordinate the day-to-day activities of the contractor’s staf, suppliers, and subcontractors, while also staying involved with day-to-day activities of the work. Te superintendent may be authorized to sign and commit the frm to binding agreements. 1.5.1.6 Accountant Te accountant processes incoming invoices, monitors the disbursement of funds to suppliers and subcontractors, and assists with the preparation of applications for payment. 1.5.1.7 Layout Technician Te layout technician establishes, monitors, and maintains dimensional and benchmark control over the work. 1.5.1.8 Safety Director Te safety director establishes, monitors, and maintains safety on the construction site in general and among subcontractors. 1.5.1.9 Sustainability Manager Te sustainability manager recommends opportunities for incorporating environmental sensitivity and advises about the sustainable properties of materials and products. Tis member of the team assists with evaluations and decision making if the project requires a specifc high performance or sustainable building certifcation rating. 1.5.2 Subcontractors Subcontractors are businesses that provide the labor, materials, and services required for the construction of a specifc portion of the work as defned by the contractual relationship with the prime or general contractor. A critical aspect of this relationship is that a subcontractor is obligated to the prime contractor in the same manner as the prime contractor is obligated to the owner. Tis arrangement is known as “fow-through” —provisions made to ensure consistency in the various contractual arrangements for a project. While the contractor provides the construction project management on a project, it is the subcontractors that provide specifc construction as part of the overall project. A general contractor will hire one or more subcontractors to provide a specialized service required for the project, unless they self perform the work. When a general contractor is self-performing, it means that they fulfll some or all of the work directly. 1.6 The Supplier Team Te supplier team is composed of a wide variety of companies that are part of the delivery method through furnishing the materials and products for the project to be constructed. Typically, suppliers do not physically install materials themselves, but they may be required to certify installers or observe installation for complicated work. Te supplier team consists of individuals, organizations, and companies involved in the manufacture, promotion, and sale of construction materials, products, systems, and equipment. Te team may include: Manufacturers. Manufacturers produce materials, products, and equipment to be incorporated in a project. Distributors. Distributors buy, inventory, and resell materials, products, components, assemblies, and equipment that can be either fabricated or directly incorporated into projects. Suppliers. Suppliers furnish products or services but does not perform labor at the site. Fabricators. Fabricators assemble various materials, products, and equipment in a location other than the project site into forms that can be more efciently installed or constructed on the 17 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 project site. Using fabricators results in fewer installation personnel and less time than would be necessary than if the original materials and products were assembled on the project site. 1.6.1 Forms of Representation Manufacturers, distributors, suppliers, and fabricators use product representatives to provide sales and consulting services to design professionals and the wider construction industry. Te responsibilities of product representatives vary greatly, depending on the product type and form of representation. 1.6.1.1 Manufacturers’ Employees Many manufacturers employ a staf of product representatives. Generally, each representative is responsible for a geographic territory, which may be a portion of a state or it might be several states. Tese representatives work exclusively for the manufacturer and do not represent products of another manufacturer. Manufacturers’ representatives usually receive a salary. Depending on the manufacturer, some manufacturers’ representatives may also make a commission on sales. Tey usually live within their respective territory. Manufacturers have three other types of employees that participate in the project delivery process, including the following: Sales Employees. Sales employees are responsible for arranging sales appointments, quoting pricing information, taking purchase orders, and arranging for product shipment if the manufacturer does not have a separate order-processing department. Ofen, these individuals have held other positions in the company and are thoroughly familiar with the products, manufacturing processes, and options. Tey can usually advise on non-standard items and unique technical installation problems. Sales employees typically work toward a sales quota or goal. Marketing Employees. Marketing employees are responsible for researching the market to determine what is important to buyers and decision makers. Teir research evaluates and targets buyers and decision makers, assists in establishing criteria for products that satisfes clientele, and provides information to price products competitively. Marketing employees 18 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery are responsible for developing advertising strategies and determining the suitable methods, media, and quantity of advertising. Marketing employees also forecast future sales so that manufacturers can efectively plan future production. Technical Employees. Technical employees are responsible for answering technical inquiries from the design and construction teams, presenting seminars, performing other educational activities such as technical training, and conducting site inspections when required. Although technical employees do not ofen sell products, they provide a vital service to project teams for evaluation, selection, specifcation, and proper product use. Technical employees work with engineering departments in the development of specifc details or product modifcation. Tey may also provide warranty information, observe product installation, or troubleshoot an installation problem. 1.6.1.2 Independent Sales Representatives Rather than in-house employees, manufacturers may promote their products through agreements with independent sales representatives who provide the same services as the Sales, the Marketing, and the Technical employees. Independent sales representatives are responsible for servicing other members of the project team in the same way as manufacturers’ sales employees. Te product manufacturer may also rely on information from the independent sales representative to forecast sales. Independent sales representatives typically have established contacts with architects/engineers, contractors, subcontractors, and owners within defned geographic areas. Agreements between manufacturers and independent sales representatives typically stipulate a specifc geographic area of activity to be covered. A manufacturer wishing to penetrate a new territory can do so quickly by using established independent sales representatives to market through their existing contacts. It is ofen more economical for a small- or medium-sized manufacturer to contract for independent sales services with experienced local representatives rather than supporting a direct employee sales force. Because of contractual agreements held with manufacturers, independent sales representatives derive their income through commissions on sales and are responsible for their own business costs. Tey may be paid a fee to distribute manufacturers’ literature or write specifcations that include a manufacturer’s product or system. It is also common for manufacturers to pay independent sales representatives a fee for service when marketing a new product. National and global marketing requires the interaction of independent sales representatives in diferent geographic areas to work on the same projects and send the same message. When project design occurs in one region and construction in another, the commission on sales is ofen split between the independent sales representatives of both areas. Even when a product is specifed, until it is used, no commission is paid. Some representative agreements with manufacturers may include commission based on a percentage of sales from the geographic area or registered projects. Even though they may have agreements with several manufacturers, independent sales representatives usually do not represent competing products or those that present a confict of interest. However, occasionally an overlap in product lines may occur. For example, an overlap might exist if a representative carries a generic product from one manufacturer and a high-performance product of another. Although similar, the products are not competing for the same market. Another form of agreement for independent sales representatives is a sub-representative agreement. Typically made between two product representatives, a sub-representative agreement occurs when one party has an agreement to represent a particular product for a large territory, but needs help covering another part of that territory. Independent sales representatives may combine diferent forms of representation. For example, an independent sales representative may have an agreement to be a representative of one manufacturer and a distributor for another. A manufacturer may have a sales force to represent some territories, but independent sales representatives or distributors represent and sell in others. Te decision to combine forms of representation is usually the result of an evaluation of the geographic area. A territory may 19 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 have a high concentration of construction in a single location, such as a large city, while other areas that need representation are widely spread, such as a rural state. 1.6.2 Dual Nature of Representation Te primary reason product representatives are valuable assets to the design and construction process is the dual nature of their function and role. Product representatives function not only in sales for their products, but also as consultants for the products that they represent to the design and construction industry. Sales. Te primary role of product representatives is that they ofer consultation for the purpose of selling their materials and products to the contractors and subcontractors of the project. Some product representatives also act as subcontractors and may install their products. A supplier team involved with the design team, construction team, and owner team early in a project helps to ensure that a specifed product or system is used and specifed properly. Tis early involvement may also give the supplier team a competitive advantage when products are being selected and purchased. Consultants. Te most active aspect of the role of product representatives is that they function as providers of technical information necessary to allow materials and products to be incorporated into the project. Product representatives can do the following: Provide skills necessary to promote a product for its intended purpose and then ofer advice on its proper installation. Advise owners, architects/engineers, contractors, and subcontractors on product options, limitations, costs, and maintenance. Tese services carry a burden of responsibility because owners, architects/ engineers, contractors, and subcontractors rely on the product representative’s advice. Provide technical assistance and information during design; ofer estimates during bidding, negotiating, and purchasing; and make recommendations and observations during product installation. Provide maintenance and warranty requirements at contract closeout. Product representatives should be aware of project requirements, including specifed functional and performance criteria, pre-bid submittal conditions, necessary delivery dates, and procedures for proposing substitutions. Most efective assistance occurs when product representatives interact with members of the project team and review the construction documents to understand the requirements. Efective product representatives typically possess the following broad areas of knowledge and skills: Knowledge of products, including cost information, manufacturing processes, and distribution Knowledge of the decision-making process by the design team Knowledge of the construction process, documents, procedures, and participants Sales skills To be integral participants in the design and construction process, product representatives should understand the principles of efective technical assistance and understand the constraints of project scheduling. Efective product representatives understand the value of time—be it their own or that of other team members. Time well spent early in the initial design phases can save time for the design team and for all project team members during construction. For the supplier team to efectively act as a trusted advisor requires expert knowledge to educate the other project team members about available products, systems, and installation methods; ofer technical assistance during project design and construction; and ensure proper installation and use of products and systems. Tey would work with the owner and design teams to identify products that are suitable for particular projects. Tey also work with the contractor team by providing information necessary for proper 20 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery delivery, storage, and installation of products and systems. 1.6.3 Material Distribution Te movement of materials, products, components, assemblies, and equipment to either intermediaries or directly to project sites is a complex logistical operation for suppliers. Delivery has to occur according to the construction schedule in order for site logistics and construction to proceed smoothly. Tey have agreements with manufacturers to buy, inventory, and resell products to buyers. Distributors derive a proft on the sale of a product or system and usually do not work on a commission basis as independent sales representatives do. Distributors may be stocking distributors who maintain an inventory or non-stocking distributors, sometimes called dealers. A distributor’s agreement with the manufacturer may be permanent for a specifc geographic area and/or a specifc time period. Te agreement sometimes contains a sales goal used to test performance. Geographic areas for distributors can be broken into two types of territories: exclusive and nonexclusive. An exclusive territory is one in which the manufacturer has an agreement with a distributor for a specifc period during which that particular distributor is the sole distributor that can sell the manufacturer’s product in the specifc geographic area for a specifc period of time. For example, ABC Manufacturer signs an agreement with XYZ Distributor for the exclusive rights to all sales in Your Town, USA for one year. Tough the distributor may be legally bound to the geographic area, once a material is purchased, the manufacturer no longer has control of the product and it can then be resold anywhere. Te non-exclusive territory is a more common arrangement for distributors in highly populated areas. In a non-exclusive territory, a manufacturer may decide to have more than one distributor because of sales potential, or too large of a territory to be sufciently covered by one company. Several arrangements for these distributors may exist. Each distributor has a pricing structure based on volume, credit rating, level of participation in the sale, and rating with the manufacturer. Sub-distributors may buy from the master distributor or from the manufacturer at a diferent pricing structure. Some manufacturers give distributors a signifcant discount because of the volume of material they purchase. Figure 1.1 Te tripartite relationship for ownership, design, and construction of a project. 21 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 1.7 Owner, Architect/ Engineer, and Contractor Tripartite Relationship Simply put, a tripartite relationship is a collection of relationships among three primary, diverse groups (see Figure 1.1) that come together for the common purpose of focusing a wide range of talents and abilities on the planning, design, documentation, construction, and management of a project. While each project is unique and has its own distinct personality that is infuenced by the project delivery method and the type of project, it is still characterized by this tripartite relationship among ownership, design, and construction. 1.8 Projects and Facilities A facility’s delivery is the result of an owner who wants a new facility working with those who provide the aesthetic and technical design and those who construct that design. Around this simple relationship are a large number of individuals, professionals, frms, companies, and agencies that work toward that goal. Today, project teams are growing even larger; specialized consultants and agreements may be managed and delivered separately from the base building project, and the availability of numerous project delivery methods Figure 1.2 Project life cycle stages. makes every project unique. Te terms “project” and “facility” are used throughout this practice guide, and while they appear to have the same meaning, they are not interchangeable. 1.8.1 The Nature of Projects and Facilities A project describes the process of planning, designing, procuring, contracting, and constructing a facility for delivery to its owner. Te goal of a project is the facility, and this practice guide is largely about the process of that delivery. Te term project can refer to the object of the delivery process or the delivery process itself. Te design and construction (delivery process) of a project is a unique combination of a scope of work (extent), its budget (cost), and its schedule (time). A facility is a completed project as a constructed entity intended for a specifc purpose and function. Te term facility is not limited to buildings or works of architecture. Facility is a broad term that refers to anything in the built environment that comes into being through the design and construction process. 1.8.2 The Facility Life Cycle For purposes of this practice guide, the life cycle of a facility, from project conception through construction, use, and eventual deconstruction (demolition), follows a number of stages, illustrated in Figure 1.2. Te facility life cycle is the sequence of stages that a project goes through, from the decision to build to taking occupancy for the facility’s intended purpose. Te facility life cycle stages are based on the designbid-build project delivery method (see Section 3.1.2). Other project delivery methods generally follow the facility life cycle stages but may require slightly diferent activities during some of the stages. Te model shown in Figure 1.2 is used by CSI to provide the reader with the foundational knowledge that is needed to understand the other project delivery methods. Project conception. An owner identifes a need and completes planning activities to verify feasibility, secures fnancial resources, develops a facility program, and identifes a site. 22 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery Table 1.2 Activities and documents prepared during the facility life cycle stages. -- - -- DOCUMENTS PRODUCED fflNff ! Project Conception (See Chapters 2 and 3) ► Investigations (See Section 2.2.6) ► Program ► Program ming (See Section 2.2.10) ► Budget ► Site Evaluation (See Sectio n 2.2.12) (See Section 2.2.7) ► and Selection (See Section 2.2.9) Design ► Project Delivery Method Selection (See Section 3.1.1) ► Schematic Design (See Section 4.2.1.3) (See Chapter 4) ► Reports ► Analyses ► Recommendations ► Drawings (See Section 4.5.1) Preliminary Project Descriptions (See Section 4.5.2) Schedule (See Sectio n 2.2.8) ► ► Cost Estimate (See Section 4.5.3) ► Drawings (See Section 4.6.1) ► Outline Specifications (See Section 4.6.2) ► Cost Est imate (See Section 4.6.3) Construction Documents (See Chapter 5) ► Procurement (See Chapter 6) ► Construction (See Chapters 7 and 8) Construction Documents ► General and Supplementary Conditions (See Sectio n 5.6.2) ► Solicitation 1 (See Sectio n 6.2.1) ► Instructions to Bidders 1 (See Section 6.2.2.1) ► Instructions to Proposers 1 (See Section 6.2.2. 7) ► Bid Form1 (See Sectio n 6.2.4) ► Proposal Form 1 (See Sectio n 6.2.5) ► Agreement (See Sectio n 7.3) ► Competitive Bidding/Proposing (See Section 6.6) ► Contract Negotiations (See Section 6.9) ► ► Direct Purchase of Goods and Supplies (See Section 6.1 0) ► Purchase Order (See Sectio n 6.10.3.2) ► Mobilization (See Section 7.6) ► Payment Certificates (Section 8.10.5) ► Construction (See Section 8.4) ► Contract Administration (See Sections 8.5 to 8.11) ► Project Closeout (See Section 8.12) Facility Management (See Chapter9) ► Occupancy Operation & Management (See Section 9.5.3) ► Evaluation (See Section 9.6) ► ► Maintenance Records (See Section 9.5.3.2) Detailed Drawings (See Section 5.2.6.1) Specifications (See Section 5.3) ► Procurement Requirements (See Sections 5.6.1 and 6.1 ) ► Cost Estimate (See Table 4.1) ► Addenda (See Section 6.6.1.4) ► ► ► Modifications (See Section 8.9) ► ► Certificate of Substantial Completio n (See Section 8.12.8) ► Post Occupancy Evaluation (See Section 9.5.2) ► ► Bid/Proposal (See Section 6.6.1.5) Bid Security (See Section 6.2.6) Permits (See Section 7.2.3) Schedules (See Section 8.3) Submittals (See Section 8.6) ► Closeout Submittals (See Sectio n 8.12.5) ► Warranty Service and Correction Period (See Section 9.5.1) 1 Al though these are needed for the procure m ent stage, they are freq uently prepared t owards the end of t he construction documents stage so they can be incorporated into the project ma nual prior to procure ment. 23 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 DOMAIN 2 Fundamentals: Chapter 1 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 Design. Te project team evaluates preliminary studies, collected data, program requirements, and the budget and schedule to seek issues and form design solutions. Typically, the design process occurs in a series of phases (conceptual design, schematic design, and design development). Construction documents. Te design team prepares the graphic and written documents needed to defne the project for pricing, regulatory approvals, and construction purposes. Procurement. (Bidding/Negotiating/ Purchasing) Te project cost is determined prior to, in conjunction with, or following development of construction documents, depending on the project delivery method selected. Construction. Te project is constructed according to the contract documents and regulatory requirements. Facility management. Te completed facility is placed in service. Tis includes operations and maintenance procedures. It Table 1.3 Comparison of facility life cycle stages from several sources. Implementation Phase Inception Phase Not Appl icable Conceptualization Phase Design Construction Documents Not Applicable Criteria Definition Phase Schematic Design Phase Schematic Design Design Phase Design Development Phase Design Development Construction Documents Phase Construction Documents Coordination Phase Procurement Procurement Phase Bidding or Negotiation Pre-Design Phase Study and Report Phase Conceptualization Preliminary Design Phase Criteria Design (expanded schematic design) Design Development Design Phase Final Design Phase Procurement Phase Bidding or Negotiating Phase Implementation Phase Construction Operat ions Phase Agency Coordination (Use of BIM and early involvement) Buyout Construction Phase Construction Phase Handover Phase Facility Management Implementation Documents Not Applicable Not Applicable Construction Phase Construction Phase Construction Post-Construction Phase Post-Construction Phase7 Closeout Not Applicable Criteria Design (expanded schematic design) Closure Phase 1 See Section 1.11.1.1 for information on OmniClass 2 AIA Document B101 1,.. Standard Form of Agreement Between Owner and Architect 3 ConsensusDocs®240 Standard Agreement Between Owner and Design Professional 4 CMAA A-1 Standard Form of Agreement Between Owner and Construction Manager 5 EJCDC E-500 Standard Form of Agreement Between Owner and Engineer for Professional Services 6 AIA Cal ifornia Council's Integrated Project Delivery: A Guide 7 EJCDC E-500 includes a review of the project one month before the end of the 12-month correction period after substantial completion 24 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery is important to note that the facility may be controlled by the owner or a separate facility manager. Te term facility management encompasses the duties, regardless of how they are managed. Project Conception. Te facility evaluation may identify needs that lead to expansion, remodeling, renovation, or restoration of an existing facility to accommodate growth or changes in function, or may result in abandonment, deconstruction, sale, or adaptive reuse of an existing facility. 1.8.3 Project Phases Within the facility life cycle, there may be multiple projects. Each project will have its own phases that take a project from conception through construction, which are essentially the frst fve stages of the facility life cycle. Once a project is complete, the facility continues through the facility management phase until another project is created and the process starts over again. Even though the project phases closely follows the stages of the facility life cycle, the stages of the facility life cycle may include one or more project phases. For example, the Design phase of the facility life cycle typically includes schematic design and design development project phases, but, in some cases, also includes conceptual design (see Section 4.2.1.3). 1.8.4 Project Phases of Various Associations Other professional associations use diferent project phasing arrangements. Each project phasing arrangement is somewhat parallel with the facility life cycle. While each project will be defned by the facility life cycle, each will also go through one of the project phasing arrangements. Table 1.3 shows a comparison of project phases established by various professional associations to the facility life cycle stages. 1.8.5 A Project Scenario As context for this practice guide, this section outlines an example of a private building project through the facility life cycle from conception to facility management. A project begins as an original thought in someone’s mind based on a need that exists within their domain. As the need grows, the owner, such as the CEO of a company, a member of a board of directors, a member of a corporate committee, or an ofcial with a public agency, then decides it is time to either build a new building, renovate an existing building, or expand an existing building. At this point, preliminary information will be assembled, marking the beginning of the project delivery process. Te land on which the project is to be constructed will either already be owned by the owner or will need to be acquired by purchase or long-term lease. Early in the process, the owner will typically have a property survey performed and a geotechnical investigation made. Te frst phase in the life cycle of a project is the project conception phase (see Chapter 2). Te owner begins by selecting a project delivery method (see Chapter 3) which determines how design and construction services are selected and procured. Tis example uses the design-bid-build project delivery method. While other project delivery methods are available, the design-bid-build project delivery method is one of the oldest and most widely used project delivery methods, serving as the foundation for all the other methods. Te owner will develop a set of owner’s project requirements, either singlehandedly or with the assistance of advisors and consultants. Afer deciding on the project location and type of project that will be built, the owner will typically develop a project budget which includes the construction budget and a schedule loosely estimating the time required for design and construction. As the project conception phase continues, the owner performs due diligence studies and proposes the design objectives for the new facility. If the project is a renovation of an existing building, the project may have historic preservation implications. Aesthetic design objectives may include the image the owner wants to convey to the surrounding community. Furthermore, a number of considerations must be taken, including fnancial issues, functional/ operational specifcs, safety and security concerns, 25 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 sustainability principles, project resiliency, minimum expected life cycle, as well as any major systems and components. that the construction documents (drawings and specifcations/project manual) are prepared and a fnal cost estimate developed. Te second phase of the project life cycle is the design phase (see Chapter 4). If not already retained to assist with the project conception phase, the owner will select the architecture/engineering team that will provide professional services to design the project. At this point, the agreements for services will be written and signed, thus establishing a basis of compensation. When the construction documents are approved by the owner, they are issued as procurement documents for the beginning of the procurement phase of the facility life cycle (see Chapter 6). Te procurement documents will be given to prospective contractors (bidders) who will divide the information into units of work and will solicit bids from subcontractors and suppliers. Upon completion of the pricing and at the appropriate time, the bidders will submit their bids to the owner. In addition to qualifcations information submitted with the bid, some owners may require that bidders furnish independent third party assurance from a survey. If selected, the surety assures the owner that the bidder will enter into an agreement at the price bid (a bid bond), that the work will be performed and will continue even in the event of a default by the contractor (a performance bond), and that suppliers and subcontractors will be paid (a payment bond). Te architect/engineer will then retain the necessary engineers and consultants to assist with the design work. Te engineers and consultants will typically include structural, plumbing, mechanical, electrical, and civil engineering, and landscape architects. Specialists in building envelopes, acoustics, lighting, historic preservation, end user groups, and others may also be included depending on the complexity of the project. It is during this time that many of the decisions and determinations made during the project conception phase, known collectively as the program, are taken into consideration and turned into a creative, functional, and aesthetically pleasing architectural design. Initial designs will be conceptual in nature expressed in graphic sketches and value statements. From the conceptual design documents, one or several design schemes will be chosen to be further developed. Ultimately, one design will be chosen that best embodies the owner’s desires, objectives, constraints, and programming criteria. Next, the project will enter the schematic design phase in which the design will be developed in more detail by giving the concept design size, shape, and other details. Afer the schematic design phase, the project will go through the design development phase in which the design becomes more detailed and the materials and products are selected. Te aesthetic nature of the design will be refned with the selection of materials, colors, and fnishes. Realistic cost estimates will be developed, and life cycle cost studies will be made to help in the selection of materials, products, and systems. At the conclusion of the design development phase, the project will enter the construction documents phase (see Chapter 5). It is during this phase In private work, the owner will evaluate the bids and choose the bid that best serves their interests. In public work, the governing agency may or may not be required to accept the lowest responsive and responsible bid. Once the apparent successful bidder is selected to be the contractor, the project will enter the preconstruction phase (see Chapter 7). Te owner will typically notify the apparent successful bidder with a letter of intent to award the contract for construction to the construction company. An agreement between the owner and the contractor will be written and executed, and the contractor will furnish a certifcation of insurance coverage to the owner. Moreover, preconstruction submittals will be furnished to the owner prior to fnalizing the agreement. When the owner is ready to start the construction, the owner will issue a notice to proceed to the contractor. At this point the contractor will mobilize onto the site and start retaining subcontractors and issuing purchase orders for materials, products, and equipment. Afer the preconstruction phase, the contractor will begin the construction phase (see Chapter 8) of the facility life cycle. In addition to being responsible for supervision of the work, coordination of the construction, and safety at the project site, the 26 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery following contractor project management activities take place: Making decisions about aesthetic, technical, and code issues Laying out the work Attending meetings Defning and taking responsibility for the means and methods of construction Preparing change orders and construction change directives Scheduling and sequencing the work Authorizing minor changes in the work Erecting, installing, and applying materials, products, and systems with subcontractors Providing specifed submittals to the architect/ engineer for review Keeping the project site clean Accepting delivery and arranging storage for materials and products Protecting installed work Making applications for payment Keeping records of changes and variations in the construction that might occur Holding various types of meetings with the owner, architect/engineer, subcontractors, and suppliers During the construction phase of a design-bidbuild project, the architect/engineer will provide construction contract administration, which includes the following activities: Representing and acting on behalf of the owner Reviewing and acting on contractor’s submittals Making site visits to observe the work Keeping the owner informed on the progress of the work Certifying the contractor’s applications for payment Exercising the authority to reject work Requiring inspections and tests as required by the specifcations Responding to requests for information from the contractor Interpreting the contract documents upon request As the construction of the project nears completion, the project will enter the closeout phase. Although not a contractual phase, it is a distinct period of the construction phase that marks the activities associated with completing the project. Te contractor provides the closeout submittals required by the specifcations, such as operations and maintenance data, project record documents, and facilitates demonstrations for the training of the owner. When the contractor believes the project is complete, the contractor prepares a list of unfnished items, known as a punch list, and requests the certifcate of substantial completion. Afer inspecting the project, if the architect/engineer agrees that the project is substantially complete, the architect/engineer issues the certifcate of substantial completion. Te certifcate of substantial completion also details the transfer of the project from the contractor to the owner and is the time when most warranty periods begin. Once the certifcate of substantial completion is executed, the owner can move into the project (which is now a facility) and use it for its intended purposes. When all the closeout requirements have been met and all the work is complete, the architect/engineer will inspect the project in anticipation of the fnal completion. If the architect/engineer believes the project is fnally complete, the architect/engineer will certify the contractor’s fnal application for payment. Once the contractor receives the fnal payment from the owner, the project is considered complete. With the completion of the design and construction of the project, the facility management phase begins (see Chapter 9). At this time, the owner gains full use of the facility and the facility manager assumes responsibility for managing the facility, including operation and maintenance. 27 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 1.9 Managing Information Information is a valuable commodity and its potential is growing at an exponential pace. In a time when the amount of knowledge needed for any occupation increases every day, information about the design and construction of facilities is no exception. Like never before, it is of utmost importance to understand how to manage the relevant information from project conception to occupancy, and for the life of a facility. Professionals must have the skill to fnd, flter, evaluate, and store the information necessary to accomplish the design and construction of a facility. Important considerations for managing information and converting it to knowledge include the following: Is the information relevant, sufcient, and accurate? Is the information timely? Is the information from a trustable source? Is the information a fact (verifable), opinion (requires interpretation), or propaganda (not verifable)? Is the information supported by other information or evidence? Is the information related to authoritative sources? 1.10 Building Information Modeling Closely related to information management is Building Information Modeling (BIM). BIM is tied to all of the CSI communication concepts as technology that has been a catalyst for earlier and more frequent communications among project team members. As defned in the National BIM Standard —United States® (NBIMS-US™), “A BIM is a digital representation of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle from inception onward.” BIM is an enhanced method of developing and delivering the information needed to represent a project analysis, develop the design, manage construction operations, and implement facility management, and doing so using a graphic 28 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery representation of the facility. BIM has considerable potential to provide a computerized platform for information useable by all stages of the project life cycle. With advances in information technology and widespread use of the internet, the distinction between drawings and specifcations is blurring. For example, graphic information may be stored in a database with related non-graphic attributes. When a graphically represented object on a drawing (a door, for example) is selected, information for its size, material, fre rating, and fnish, as well as what other objects (such as a wall) it is part of may be stored, retrieved, and displayed. Quantities may be extracted by querying the database, and access to the specifcations may be made possible by linking the object to specifcation text. Similarly, objects on a graphic display can be linked to a manufacturer, supplier, or installer, and detailed information can be retrieved. While the design professions are adopting a holistic philosophy that guides facility design and construction from conception through construction to operation and maintenance, continuous advances in information technology have led to a parallel evolution in construction drawing that supports these aims. BIM has shifed the emphasis for many outcomes from two-dimensional CAD drawing to three-dimensional thinking. or prepare the design of mechanical, electrical, and plumbing systems. 1.11 Formats Many organizational standards, also loosely referred to as formats, have been developed to organize the information that needs to be addressed from the inception of a project throughout its life cycle. Tese formats can each be employed for a variety of applications; their primary advantage being a standardized means of organizing, storing, retrieving, and communicating the enormous body of information that is required for the construction of a project. 1.11.1 Written Formats Written formats are those standards developed for the purpose of organizing and structuring the written Figure 1.3 Hierarchy of formats. BIM is a database of building information which uses an integrated object-based model to describe the parameters or attributes of building objects and the relationships of those objects to each other. Geometric information is a subset of the building parameters. Building data can be retrieved from the database and used during schematic design, design development, construction documents, construction, and facility management for visualization, analysis, and record keeping. BIM is intended to achieve interoperability among the various sofware used in the construction industry. One method of interoperability presents a process whereby multiple disciplines could store information in a central location using prescribed standards to defne the attributes. A connected discipline could then retrieve all the necessary building information stored by other users at one time, rather than piecemeal, to perform, for example, a complete structural analysis, 29 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Project Delivery Practice Guide DOMAIN 1 Fundamentals: Chapter 1 DOMAIN 2 DOMAIN 3 Project Conception Design Process: & Delivery: Chapter 4 Chapters 2 & 3 DOMAIN 4 DOMAIN 5 DOMAIN 6 DOMAIN 7 DOMAIN 8 Construction Documents: Procurement: Preconstruction: Construction: Life Cycle Activities: Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 5 information prepared in support of the facility design, construction, operation, and maintenance processes. CSI publishes two types of formatting standards for written information: Table 22—Work Results—MasterFormat® Table 23—Products Table 31—Phases Taxonomical. Tis type of format establishes a structure for the classifcation of construction information so information can be properly and consistently stored for easy searching and retrieval. Table 32—Services Compositional. Tis type of format establishes guidelines for the preparation of written documents used during the project delivery process. Tese guidelines provide optional arrangements of written text within a document. Table 41—Information 1.11.1.1 OmniClass® OmniClass® is a taxonomical format that classifes information applicable to the entire built environment. It is a multi-table framework for organizing information used by the architectural, engineering, and construction industry (http://www.csiresources.org/standards/omniclass). Ultimately serving all participants who work to sustain the built environment throughout the entire life cycle of a facility, OmniClass® is useful for many applications, from organizing library materials, product literature, and project information, to providing a classifcation structure for electronic databases. Two of the tables are based on the following formats developed by CSI: MasterFormat® for work results UniFormat® for elements Te ffeen OmniClass® classifcation tables are organized by segregating types of information about the built environment into a set of discrete, coordinated tables. Te information contained in each table exists and is organized based on a specifc facet, or view, of the information for the subject matter addressed by that table. Te OmniClass® tables are as follows: Table 33—Disciplines Table 34—Organizational Roles Table 35—Tools Table 42—Materials Table 49—Properties OmniClass® classifcation tables can be used together or individually to manage information about all aspects of the facilities that compose the built environment over their entire life cycle. OmniClass® concepts are derived from internationally accepted standards developed by the International Organization for Standards (ISO). 1.11.1.2 UniFormat® UniFormat® is a taxonomical format that promotes standardization and facilitates the retrieval of information. UniFormat® organizes construction information based on physical parts of a facility called functional elements or systems and assemblies. Tese systems and assemblies are characterized by their function rather than identifying the products that compose them. Systems and assemblies present a view of a proposed facility separate from the view presented by a breakdown of building materials, products, and activities. UniFormat® classifes information into the following Level 1 elements: Element A—SUBSTRUCTURE Element B—SHELL Element C —INTERIORS Table 11—Construction Entities by Function Element D —SERVICES Table 12—Construction Entities by Form Element E —EQUIPMENT AND FURNISHINGS Table 13—Spaces by Function Table 14—Spaces by Form Table 21—Elements—Uniformat® Element F—SPECIAL CONSTRUCTION AND DEMOLITION 30 CSI grants to [email protected] a non-exclusive, non-transferable license to use Project Delivery Practice Guide (PDPG) 3rd Edition. Chapter 1 | Introduction to Project Delivery Element G—BUILDING SITEWORK Element Z —GENERAL Tese eight elements plus the introduction can each be used to arrange preliminary project descriptions (see Section 4.5.2) and preliminary cost information (see Section 4.2.3.1), such as the following example: Level 1 A SUBSTRUCTURE Level 2 A10 Foundations Level 3 A1010 Standard Foundations Level 4 A1010.10 Wall Foundations Level 5 A1010.10.CF Continuous Foundations UniFormat® is used in a variety of ways in the design and construction of facilities: Specifcations. UniFormat® can be used to organize preliminary project descriptions during the design phase (see Section 1.11.1.6) or to organize performance specifcations used to convey the owner’s project requirements for projects using the design-build delivery method. Data organization. Standard drawing details can be fled using UniFormat® because details are based on assemblies. Owners can use it to develop design guidelines they give to architects/ engineers when they are hired to design the owners’ buildings. MasterFormat® arranges related work results into a series of titles called Divisions. Te 50-division format does not follow the sequence of construction nor is it organized around traditional subcontracts or construction trades. However, it does follow an organization that is logical, and the groupings lend themselves to convenient subdivision. In addition to listing the work results within each division, MasterFormat® organizes the sections related to operations and maintenance, common work results, and schedule