Comprehensive Architectural Services PDF

Main Topic 2 - THE COMPREHENSIVE 2.1.5 POST-CONSTRUCTION SERVICES (SPP SERVICES OF THE ARCHITECT DOCUMENT 205) 2.1.5.1 BUILDING AND FACILITIES ADMINISTRATION RATIONALE ON COMPREHENSIVE...

Main Topic 2 - THE COMPREHENSIVE 2.1.5 POST-CONSTRUCTION SERVICES (SPP SERVICES OF THE ARCHITECT DOCUMENT 205) 2.1.5.1 BUILDING AND FACILITIES ADMINISTRATION RATIONALE ON COMPREHENSIVE FULLTIME SUPERVISION SERVICES (SPP ARCHITECTURAL SERVICES ITS AND SCOPE DOCUMENT 204-A) SPP 206 1.1 FOR THE PAST 50 YEARS, FOUR PRINCIPAL MEMBERS WERE INVOLVED IN THE DESIGN AND 1.1.1 THE CONCEPT OF COMPREHENSIVE BUILDING CONSTRUCTION PROCESS: ARCHITECTURAL SERVICES CRYSTALLIZED 1.1.1 THE OWNER WHO ORDERS FOR THE THROUGH THE YEARS IN RESPONSE TO THE IMPLEMENTATION OF A PROJECT; DEMANDS OF EMERGING COMPLEX 1.1.2 THE ARCHITECT AND HIS SPECIALIST BUILDING PROJECTS. THE TRANSITION OF THE CONSULTANTS (SCS) WHO RENDER PLAN / DESIGN ARCHITECTURAL PROFESSION FROM SERVICES PROVIDING “BASIC” AND “ADDITIONAL” SERVICES AND LIMITED INSPECTION WORK; TO THAT OF A COMPREHENSIVE 1.1.3 THE CONTRACTOR WHO PERFORMS THE NATURE IS DUE TO THE REALIZATION THAT CONSTRUCTION WORK; CONTINUITY OF SERVICES RELATED TO 1.1.4 THE INDIVIDUAL OR GROUP OF INDIVIDUALS DESIGN AND CONSTRUCTION IS NECESSARY FOR WHO ASSIST IN THE SUPERVISION AND DELIVERY THE EXECUTION OF A COMPLETELY OFTHE WORK. VIABLE PROJECT. 1.2 THE ARCHITECT-IN-CHARGE OF 1.1.2 COMPREHENSIVE ARCHITECTURAL CONSTRUCTION (AICC) IS DIRECTLY AND SERVICES REFERS TO THE RANGE OF PROFESSIONALLY RESPONSIBLE AND LIABLE FOR PROFESSIONAL SERVICES THAT COVERS THE CONSTRUCTION SUPERVISION OF THE PRE-DESIGN SERVICES, REGULAR DESIGN PROJECT. SERVICES, SPECIALIZED ARCHITECTURAL 1.3 WHEN PROJECTS WERE STILL MANAGEABLE IN SERVICES, CONSTRUCTION SERVICES AND SIZE, THE ARCHITECT WAS THEN ASSISTED BY A POST-CONSTRUCTION SERVICES. CONSTRUCTION INSPECTOR, TRADITIONALLY CALLED CLERK-OF-WORKS. AS PROJECTS 1.1.3 IN THIS EXTENDED DIMENSION, THE BECAME MORE COMPLEX, IT BECAME NECESSARY ARCHITECT IS THE PRIME PROFESSIONAL. HE FOR A CONSTRUCTION SUPERVISION GROUP TO FUNCTIONS AS CREATOR, AUTHOR, AND DO THE FULL-TIME INSPECTION AT THE PROJECT COORDINATOR OF THE BUILDING DESIGN WHICH SITE. BECOMES THE BASIS FOR THE CONSTRUCTION OF 1.4 THE CONSTRUCTION SUPERVISION GROUP A PROJECT. IN ORDER FOR HIM TO BE ABLE TO (CSG) IS NORMALLY RECOMMENDED BY THE PROPERLY ASSIST AND SERVE HIS CLIENT, THE ARCHITECT ARCHITECT HAS TO BE KNOWLEDGEABLE IN BASED ON THEIR PERFORMANCE, AND HIRED BY OTHER FIELDS IN ADDITION TO BUILDING DESIGN. THE OWNER. THEY ARE ANSWERABLE TO BOTH THE OWNER AND ARCHITECT. 1.1.4 THE ARCHITECT IS NOT EXPECTED TO PERFORM ALL THE SERVICES. RATHER, HE IS TO FULLTIME SUPERVISION SERVICES (SPP ACT AS THE AGENT OF THE CLIENT IN DOCUMENT 204-A) SCOPE OF WORK: PROCURING AND COORDINATING THE NECESSARY SERVICES REQUIRED BY A PROJECT. SCOPE OF SERVICES 2.1.4.1 FULLTIME SUPERVISION SERVICES (SPP 2.1 QUALITY CONTROL DOCUMENT 204-A) 2.2 EVALUATION OF CONSTRUCTION WORK 2.1.4.2 CONSTRUCTION MANAGEMENT SERVICES 2.3 PREPARATION OF DAILY INSPECTION REPORTS (SPP DOCUMENT 204-B) 2.4 FILING OF DOCUMENTS METHOD OF COMPENSATION: FULLTIME SUPERVISION SERVICES (SPP PROJECT CONSTRUCTION COST (PCC) - 1-1.5% OF DOCUMENT 204-A) QUALIFICATIONS TOTAL CONSTRUCTION COST METHODS USED ON SPP 201 INSPECTORS OF THE CONSTRUCTION SUPERVISION GROUP (CSG) MUST HAVE THE FF: FULLTIME SUPERVISION SERVICES (SPP DOCUMENT 204-A) LIMITATION OF WORK 7.1 A BACHELOR OF SCIENCE IN ARCHITECTURE 5.1 THE CONSTRUCTION SUPERVISION GROUP (B.S. ARCH.) DEGREE (CSG), WHICH MAY BE A 7.2 EXTENSIVE EXPERIENCE IN DESIGN AND QUALIFIED ARCHITECTURAL FIRM, OR WHICH THE BUILDING CONSTRUCTION ARCHITECT IS ONLY AND MUST BE VERY KNOWLEDGEABLE IN PART OF, SHALL NOT ASSUME THE BUILDING MATERIALS AND RESPONSIBILITY OF THE CONSTRUCTION DETAILING. CONTRACTOR’S PROJECT SUPERINTENDENT. 5.2 THE CSG SHALL NOT MAKE DECISIONS ON CONSTRUCTION MANAGEMENT SERVICES(SPP MATTERS THAT ARE THE DOCUMENT 204-B) SOLE RESPONSIBILITY OF THE ARCHITECT-OF-RECORD (AOR). CONSTRUCTION MANAGEMENT SERVICES WERE THUS INSTITUTED TO FILL THIS NEED IN THE LEGAL RESPONSIBILITY CONSTRUCTION INDUSTRY. 6.1 THE CONSTRUCTION SUPERVISION GROUP (CSG) IS RESPONSIBLE TO THE OWNER ONLY FOR 1.2 THE CONSTRUCTION MANAGER (CM) COULD ADMINISTRATIVE MATTERS. FOR TECHNICAL EITHER BE: MATTERS, THE CSG IS RESPONSIBLE TO THE 1.2.1 A MEMBER OF THE STAFF OF THE OWNER, ARCHITECT-OF-RECORD (AOR). 1.2.2 AN INDEPENDENT INDIVIDUAL, OR 6.2 UNDER ARTICLE 1723 OF THE PRESENT CIVIL 1.2.3 A FIRM HIRED BY THE OWNER TO MANAGE CODE, THE CSG MAY APPEAR NOT TO HAVE ANY THE CONSTRUCTION OF A PARTICULAR PROJECT. LEGAL RESPONSIBILITY SINCE THE 1.3 THE ARCHITECT CAN SERVE AS THE ARCHITECT-OF-RECORD (AOR) AND CONSTRUCTION MANAGER (CM). HIS TRAINING IN ENGINEERS-OF-RECORD (EORS) ARE THE COORDINATION OF VARIOUS SPECIALTIES RESPONSIBLE FOR THE DESIGN WHILE THE ALLOWS HIM TO SUPERVISE AND ASSURE CONTRACTOR IS RESPONSIBLE FOR THE PROPER MONITORING OF ALL CONSTRUCTION CONSTRUCTION. HOWEVER, A SERVICE ACTIVITIES WITH REGARDS TO QUALITY, CONTRACT / AGREEMENT BETWEEN THE CSG WORKMANSHIP AND COST. AND THE OWNER MAY STIPULATE CERTAIN PROFESSIONAL RESPONSIBILITIES AND CIVIL FUNCTIONS AND DESCRIPTION OF TASKS LIABILITIES OF THE CSG, PARTICULARLY IF THE CSG IS PARTY TO THE REVIEW OF THE CONTRACT 2.1 THE RESPONSIBILITIES OF THE DOCUMENTS AND THEIR SUBSEQUENT CONSTRUCTION MANAGER (CM) INCLUDE THE EVALUATION AND INTERPRETATION DURING THE FUNCTIONS OF THE COURSE OF CONSTRUCTION. CONSTRUCTION SUPERVISION GROUP (CSG). (REFERENCE DOC. 204-A AND ARCHITECT’S 6.3 IF THE AOR (AND EORS) AND THE GUIDELINES) CONTRACTOR ARE SUED BY AN OWNER FOR 2.1.1 COORDINATION AND SUPERVISION CIVIL LIABILITIES DUE TO THE PERFORMANCE OR 2.1.2 COST AND TIME CONTROL NON-PERFORMANCE OF CERTAIN ACTS 2.1.3 QUALITY CONTROL OF WORK AND TRACEABLE TO THE CSG, THE AOR AND EORS 2.1.4 KEEPING OF RECORDS MAY FILE CROSS CLAIMS AGAINST THE CSG. 2.2 THE CONSTRUCTION MANAGER (CM) MAY HIRE POST-CONSTRUCTION SERVICES (SPP DOCUMENT THE CSG TO BE UNDER HIS EMPLOY OR MAY 205) SUPERVISE THE CSG HIRED DIRECTLY BY THE IN POST-CONSTRUCTION SERVICES, THE OWNER. CHANNELS OF COMMUNICATION ARE KEPT OPEN AMONG THE BUILDING OWNERS, OPERATORS, LIMITATION OF AUTHORITY ARCHITECTS, ENGINEERS, BUILDERS, THE ARCHITECT AS THE CONSTRUCTION MANUFACTURERS, BUILDING RESEARCH MANAGER SHALL NOT: GROUPS, UTILITY PROVIDERS, FURNITURE AND INVOLVE HIMSELF DIRECTLY WITH THE EQUIPMENT VENDORS AND BUILDING WORK OF THE CONTRACTOR SUCH THAT IT MAY ADMINISTRATORS/ PROPERTY MANAGERS TO BE CONSTRUED THAT HE IS ASSUMING THE PROVIDE ACCESS TO INFORMATION REGARDING CONTRACTOR’S LIABILITY AS PROVIDED FOR IN THE PERFORMANCE AND UPKEEP OF BUILDINGS. ARTICLE 1723, ETC. OF THE CIVIL CODE. THE ARCHITECT MAY BE ENGAGED AS THE IMPOSE METHODS, SYSTEMS OR DESIGNS BUILDING ADMINISTRATOR AND/OR PROPERTY THAT WILL SUBSTANTIALLY AFFECT THE MANAGER OF A COMMERCIAL, INDUSTRIAL, CONSTRUCTION SCHEDULE AND IMPAIR THE RESIDENTIAL OR INSTITUTIONAL BUILDING, DESIGN CONCEPT OF THE ARCHITECT. FACILITY OR COMPLEX TO MAXIMIZE THE QUALIFICATIONS LIFESPAN OF THE BUILDING/S IN ORDER TO THE CONSTRUCTION MANAGER MAY BE AN PRODUCE THE MAXIMUM ECONOMIC RETURN. INDIVIDUAL OR A FIRM. THE INDIVIDUAL OR THE PRINCIPAL OF THE SCOPE OF SERVICES FIRM MUST BE A STATE-REGULATED 1.BUILDING AND FACILITIES ADMINISTRATION PROFESSIONAL, BUILDING MAINTENANCE. THE ARCHITECT SHALL: PREFERABLY AN ARCHITECT WITH MANAGERIAL CAPABILITIES AND EXTENSIVE EXPERIENCE IN A. SEE TO IT THAT THE BUILDING AND ALL THE THE FIELD OF CONSTRUCTION. THE ARCHITECT PARTS THEREOF (STRUCTURE, PLUMBING, MUST BE A REGISTERED AND LICENSED ELECTRICAL, PARTITIONS, FINISHES, ETC.) ARE ARCHITECTS (RLA), ALL IN GOOD CONDITION. WITH AN UPDATED PROFESSIONAL IDENTIFICATION CARD AND MUST BE A MEMBER IN B. FORMULATE AND ENFORCE RULES FOR THE GOOD PROPER USE OF THE BUILDING AND FACILITY, STANDING OF THE INTEGRATED AND ACCREDITED PARTICULARLY IN THE COMMON AREAS AND THE PROFESSIONAL ORGANIZATION OF ARCHITECTS EMERGENCY/ EGRESS/ EXIT AREAS. (IAPOA). ARCHITECTS WHO ARE CONTRACTORS OR C. MONITOR SECURITY SERVICES, AND WHO HAVE ALREADY BEEN IN RESPONSIBLE CHARGE OF D. MONITOR MAINTENANCE AND UPKEEP CONSTRUCTION WORKS ARE USUALLY CAPABLE SERVICES (CLEANLINESS OF CORRIDORS, OF BECOMING CONSTRUCTION MANAGERS (CMS). LOBBIES, STAIRS AND OTHER COMMON AREAS, METHODS OF COMPENSATION: SINCE EXITS, PARKING AREAS, GARBAGE COLLECTION) CONSTRUCTION MANAGEMENT IS NOT PART OF THE REGULAR SERVICES OF THE ARCHITECT, THE 2. GROUNDS AND LANDSCAPING SUPERVISION. SERVICES RENDERED BY THE ARCHITECT AS A THE ARCHITECT SHALL: CONSTRUCTION MANAGER (CM) SHALL BE SEPARATELY COMPENSATED. A. SUPERVISE LANDSCAPE CONTRACTORS AND 1.5 - 3% OF TOTAL CONSTRUCTION COST GARDENERS FOR THE PROPER WATERING, PRUNING, TRIMMING AND MAINTENANCE OF THE LANDSCAPE (BOTH HARDSCAPES AND SOFTSCAPES); B. MAINTAIN ORDERLY ENTRANCES, EXITS AND 3. MANNER OF PROVIDING SERVICES PARKING AREAS; AND THE ARCHITECT MAY ENTER INTO CONTRACT C. MAINTAIN STREETS I.E. ROAD RIGHTS-OF–WAY WITH THE OWNER IN TWO POSSIBLE WAYS: (RROWS), WALKWAYS, AND RAMPS. 3. BUILDING EQUIPMENT MAINTENANCE. THE 3.1. WORKING IN A DUAL CAPACITY AS ARCHITECT SHALL: ARCHITECT-OF-RECORD AND AS CONSULTING ARCHITECT FOR A. ASSIST THE PROPER THIRD PARTIES IN SEEING POST-CONSTRUCTION SERVICES. TO IT THAT ALL EQUIPMENT (AIR- 3.2. WORKING AS CONSULTING ARCHITECT FOR CONDITIONING, SPRINKLER SYSTEM, POST-CONSTRUCTION SERVICES ONLY. GENERATORS, TRANSFORMERS, TELECOMMUNICATIONS EQUIPMENT, ETC.) ARE 4. METHOD OF COMPENSATION PROPERLY MAINTAINED AND IN GOOD WORKING 4.1. PERCENTAGE OF GROSS RENTALS, CONDITION MAINTENANCE AND SECURITY FEES; AND/OR 4.2. MONTHLY SALARY/ FEE. 4. BUSINESS DEVELOPMENT AND MANAGEMENT. THE ARCHITECT SHALL: BUILDING AND FACILITIES ADMINISTRATION BUILDING MAINTENANCE. THE ARCHITECT SHALL: A. INNOVATE SCHEMES TO ATTAIN MAXIMUM A. SEE TO IT THAT THE BUILDING AND ALL THE BUILDING OCCUPANCY PARTS THEREOF (STRUCTURE, PLUMBING, ELECTRICAL, PARTITIONS, FINISHES, B. BILL THE TENANTS FOR RENTALS AND UTILITIES ETC.) ARE ALL IN GOOD CONDITION. (ELECTRICITY, WATER, TELEPHONE, CABLE, GAS B. FORMULATE AND ENFORCE RULES FOR THE AND OTHER/ RELATED DUES) PROPER USE OF THE BUILDING AND FACILITY, PARTICULARLY IN THE COMMON AREAS 3.2 POST-CONSTRUCTION EVALUATION AND THE EMERGENCY/ EGRESS/ EXIT AREAS. C. MONITOR SECURITY SERVICES, AND UPON THE REQUEST OF THE OWNER, THE D. MONITOR MAINTENANCE AND UPKEEP ARCHITECT SHALL: SERVICES (CLEANLINESS OF CORRIDORS, LOBBIES, STAIRS AND OTHER COMMON AREAS, A. EVALUATE THE INITIAL DESIGN PROGRAM VS. EXITS, PARKING AREAS, GARBAGE THE ACTUAL USE OF THE FACILITY; COLLECTION) B. DETERMINE THE EFFECTIVENESS OF THE VARIOUS BUILDING SYSTEMS AND THE MATERIALS 1.1.1 GROUNDS AND LANDSCAPING SUPERVISION. SYSTEMS IN USE; THE ARCHITECT SHALL: C. ASSIST THE PROPER THIRD PARTIES IN A. SUPERVISE LANDSCAPE CONTRACTORS AND EVALUATING THE FUNCTIONAL EFFECTIVENESS GARDENERS FOR THE PROPER OF THE DESIGN WATERING,PRUNING, TRIMMING AND AND CONSTRUCTION PROCESS UNDERTAKEN, MAINTENANCE OF THE LANDSCAPE (BOTH AND HARDSCAPES AND D. STUDY, RESEARCH, AND GIVE SOLUTIONS TO SOFTSCAPES); ANY DISCOVERED/ EMERGING/ EVOLVING DEFECTS AND BUILDING AND FACILITIES ADMINISTRATION FAILURES SUCH AS SHRINKAGE, WATER SEEPAGE AND OTHER PROBLEMS IN THE BUILDING. THIS IS B. MAINTAIN ORDERLY ENTRANCES, EXITS AND REFERRED TO AS “FORENSIC INVESTIGATION” OF PARKING AREAS; AND THE BUILDING’S SYSTEMS (REFERENCE DOC C. MAINTAIN STREETS I.E. ROAD RIGHTS-OF–WAY 203). (RROWS), WALKWAYS, AND RAMPS. 1.1.2 BUILDING EQUIPMENT MAINTENANCE. THE 3.1. WORKING IN A DUAL CAPACITY AS ARCHITECT SHALL: ARCHITECT-OF-RECORD AND AS CONSULTING ARCHITECT A. ASSIST THE PROPER THIRD PARTIES IN SEEING FOR POST-CONSTRUCTION SERVICES. TO IT THAT ALL EQUIPMENT (AIR- 3.2. WORKING AS CONSULTING ARCHITECT FOR CONDITIONING, SPRINKLER SYSTEM, POST-CONSTRUCTION SERVICES ONLY. GENERATORS, TRANSFORMERS, TELECOMMUNICATIONS EQUIPMENT, ETC.) ARE 4. METHOD OF COMPENSATION PROPERLY MAINTAINED AND IN GOOD PERCENTAGE OF GROSS RENTALS- 4-6% WORKING CONDITION MAINTENANCE AND SECURITY FEES; AND/OR MONTHLY SALARY/ FEE. 1.1.3 BUSINESS DEVELOPMENT AND MANAGEMENT. THE ARCHITECT SHALL: MANNER OF PROVIDING SERVICES COMPREHENSIVE ARCHITECTURAL SERVICES; A. INNOVATE SCHEMES TO ATTAIN MAXIMUM NORMALLY, THE ARCHITECT ENTERS INTO A BUILDING OCCUPANCE CONTRACT WITH THE OWNER TO PERFORM B. BILL THE TENANTS FOR RENTALS AND UTILITIES COMPREHENSIVE ARCHITECTURAL SERVICES. BY (ELECTRICITY, WATER, TELEPHONE, CABLE, GAS THE VERY NATURE OF THE SERVICES, HE AND OTHER/ RELATED DUES) ASSUMES THE DUAL ROLE OF THE PROJECT MANAGER (PM) 1.2 POST-CONSTRUCTION EVALUATION AND THE CONSTRUCTION MANAGER (CM), OR EFFECTIVELY THE OVERALL COORDINATOR 2.2.1 UPON THE REQUEST OF THE OWNER, THE WHOSE FUNCTIONS ARE OUTLINED UNDER THIS ARCHITECT SHALL: SPP. A. EVALUATE THE INITIAL DESIGN PROGRAM VS. PROJECT MANAGEMENT (PM) THE ACTUAL USE OF THE FACILITY; 3.2.2 THE PROJECT MANAGER (PM, WHETHER B. DETERMINE THE EFFECTIVENESS OF THE INDIVIDUAL OR FIRM) OPERATES AS A MEMBER OF VARIOUS BUILDING SYSTEMS AND THE AN OWNER- ARCHITECT-ENGINEER-CONTRACTOR MATERIALS SYSTEMS IN USE; TEAM. IN THE TEAM APPROACH, EACH MEMBER C. ASSIST THE PROPER THIRD PARTIES IN OF THE TEAM WILL HAVE PRECEDENCE IN HIS EVALUATING THE FUNCTIONAL EFFECTIVENESS OWN FIELD OF OPERATIONS OR EXPERTISE. IN OF THE DESIGN AND CONSTRUCTION PROCESS ACCORDANCE WITH THIS UNDERTAKEN, AND PRINCIPLE: D. STUDY, RESEARCH, AND GIVE SOLUTIONS TO ANY DISCOVERED/ EMERGING/ EVOLVING THE ARCHITECT AND THE SPECIALIST DEFECTS AND FAILURES SUCH AS SHRINKAGE, CONSULTANTS (SCS) WILL HAVE PRIME WATER SEEPAGE AND OTHER PROBLEMS IN THE RESPONSIBILITY FOR THE BUILDING. THIS IS REFERRED TO AS “FORENSIC PLAN/DESIGN OF THE PROJECT. INVESTIGATION” OF THE BUILDING’S SYSTEMS (REFERENCE DOC 203). THE ENGINEERS WILL BE RESPONSIBLE FOR THEIR RESPECTIVE ENGINEERING PLANS. MANNER OF PROVIDING SERVICES THE CONTRACTOR SHALL BE RESPONSIBLE FOR HIS MEN AND EQUIPMENT AND THE ARCHITECT MAY ENTER INTO CONTRACT THE DELIVERY OF THE PROJECT. WITH THE OWNER IN TWO POSSIBLE WAYS: THE OWNER MAKES DECISIONS ON THE PROJECT AND ASSURES THAT FUNDS ARE AVAILABLE TO COMPLETE THE PROJECT.  THE PROJECT MANAGER (PM)’S PRIMARY RESPONSIBILITY IS THE EXERCISE OF OVERALL MANNER OF PROVIDING SERVICES COST CONTROL. HE WILL PLAN, PROGRAM AND MONITOR THE VARIOUS ACTIVITIES, AND WILL ACT TO PERFORM THE VARIETY OF SERVICES AS AN ADVISER ON MATERIAL COSTS AND INDICATED UNDER THE COMPREHENSIVE CONSTRUCTION METHODS. ARCHITECTURAL SERVICES, THE ARCHITECT MUST MAKE FULL USE OF HIS OWN CAPABILITY AS PRE-CONSTRUCTION PHASE WELL AS OF SERVICES OFFERED BY OTHER AS EARLY AS DURING THE DESIGN DEVELOPMENT PROFESSIONALS. HE MAY EXPAND HIS STAFF BY PHASE, PERHAPS EVEN CONCURRENTLY WITH HIRING THE EXPERTS THE ARCHITECT’S COMMISSION, THE PROJECT NEEDED, OR HE MAY FORM A TEAM CONSISTING MANAGER (PM) SHOULD CONDUCT REGULAR OF PROFESSIONALS SUCH AS BUT NOT LIMITED CONSULTATIONS WITH THE OWNER AND WITH THE TO: ARCHITECTS AND ENGINEERS (FOR A&E ARCHITECTS BANKERS SERVICES) ON ALL ASPECTS OF PLANNING FOR ENGINEERS LAWYERS THE PROJECT. MARKET ANALYSTS SOCIOLOGISTS ACCOUNTANTS PLANNERS CONSTRUCTION PHASE GENERAL CONTRACTORS IF THE PROJECT MANAGER (PM) ALSO SERVES AS REAL ESTATE CONSULTANTS THE CONSTRUCTION MANAGER (CM) TO OVERSEE SOCIOLOGISTS TIME, COST AND QUALITY CONTROL DURING THE CONSTRUCTION OF THE PROJECT, HE SHALL PROJECT MANAGEMENT (PM) PROVIDE THE SERVICES DETAILED UNDER SPP THE PROJECT MANAGER IS COMPENSATED ON A DOCUMENTS 204-A AND/OR 204-B. PERCENTAGE BASIS, AS SHALL BE DESCRIBED IN THE ARCHITECT’S GUIDELINES. PROJECT MANAGEMENT (PM) 3.2.1 IF A PROJECT MANAGER (PM) IS HIRED BY IF THE ARCHITECT AS PROJECT MANAGER (PM) THE OWNER, IT MAY BE THE RESPONSIBILITY OF PERFORMS REGULAR DESIGN SERVICES FOR THE THE PM TO EITHER HIRE THE CONSTRUCTION SAME PROJECT, HE SHALL BE COMPENSATED MANAGER (CM) TO BE PAID EITHER BY HIM OR SEPARATELY FOR THESE SERVICES AS DIRECTLY BY THE OWNER ON SALARY, OR ON THE STIPULATED BASIS OF PERCENTAGE OF CONSTRUCTION COST IN SPP DOCUMENT 202. OR TO SERVE AS THE CM HIMSELF. IN LIKE MANNER, THE FULL TIME SUPERVISOR CAN PROJECT MANAGEMENT – PM – 2 – 5% OF TOTAL EITHER BE A STAFF MEMBER OF THE PM OR HIRED CONSTRUCTION DIRECTLY BY THE OWNER. Main Topic 3 - ARCHITECTURAL MANAGEMENT AND INTER- PROFESSIONAL RELATIONSHIPS INTRODUCTION Architectural Management falls into two distinct parts, office management and project management. What is office management? Office Management involves the design, implementation, evaluation and maintenance of the process of work within an office or organization, in order to maintain and improve efficiency and productivity. REQUIREMENTS FOR SETTING UP AN One can take fast decisions, rectify mistakes ARCHITECTURAL PRACTICE/OFFICE and execute them. For setting up an architectural Few Legal Restrictions and taxation is only once firm/organization/establishment the architect must at personal income tax rate. consider the following basic requirements: (c) Disadvantages: Difficulty in raising Capital and starting the Firm Type of Organization One shall have to bear all losses and blames for Selecting the type of organization (Partnership or mistakes occurring in projects. Proprietorship or government), defining shares and Any indecisions may delay the projects. getting Firm Registered. “Architectural Corporation” means a group of 1. Partnership Firm: professionals in architecture and allied professions, It is a firm established by a mutual agreement between incorporated with Architects for the purpose of delivering two or more partners to run a firm under a designated professional services in Architecture and allied name and symbol. The partners share all profit and professions, in case an existing Architectural losses, liabilities and responsibilities. There are two Corporation does not comply with the 75% composition forms of Partnership: General Partnership and Limited requirement, it shall comply and register again with the Partnership SEC and the Board; (a) Advantages: ADVANTAGES OF A CORPORATION Sharing of Responsibility and no individual will THE LIABILITY AND RISK ARE LIMITED ONLY be liable for everything. TO THE CORPORATION; FOUNDERS ARE NOT Ability to organize large organizations of PERSONALLY LIABLE employees, take up larger projects and offer more OWNERS CAN RAISE CAPITAL THROUGH services under one roof thus gathering more profit. THE ISSUANCE OF STOCKS TO INVESTORS Access to more capital and skills because of OWNERSHIP CAN BE TRANSFERRED TO more members. DIFFERENT OWNERS Competition and Burden of Tax is reduced. THE EXISTENCE OF A CORPORATION IS (b) Disadvantages: INDEFINITE Slow in taking decisions due to larger members IT CAN ACT INDEPENDENTLY (AS AN of people involved in decision making INDIVIDUAL WOULD) Work can get slow due to communication gap THE BOARD OF DIRECTORS IS IN CHARGE among workers and quality of work can suffer due to OF MANAGEMENT AND DECISION-MAKING differences/disagreement in the ideas of the partner. Unlimited financial liability with limited Sources DISADVANTAGES OF A CORPORATION of Capital and Unsatisfactory Division of Profits. IT REQUIRES MORE LEGAL PAPERWORK 2. SInge Proprietorship Firm: HIGHER OPERATING COSTS AND CAPITAL It is the easiest and simplest mode of a consultancy REQUIREMENT Firm, where the Principal Architect will be solely DOUBLE TAXATION. DEPENDING ON THE responsible for all decisions. He can employ assistants TYPE OF CORPORATION, SHAREHOLDERS HAVE in his office but has to give directions to them. TO PAY INCOME TAXES AND TAXES ON ANY (a) Suitability: Suitable for small and medium sized DIVIDENDS RECEIVED, RESULTING IN REVENUE projects as the Architect can provide complete attention BEING TAXED TWICE. to the project. In case of larger ones, he has to assemble IT IS SUBJECT TO MORE COMPLIANCE a reliable team (associates) for the project. REQUIREMENTS/LAWS (b) Advantages: As a proprietorship the Architect can enjoy Any beginning of ARCHITECTURAL OFFICE needs freedom of design and management, all profits and proper location so that it comes into notice of the people fame. around. SPACE REQUIREMENTS FOR OFFICE man hours spent by technical staff on the ESTABLISHMENTS following: Depending upon the investment amount and method (a) Drawings, Design, Revision, Checking and other conditions, the architect can establish his (b) Meeting, Discussions, Telephoning and office or organization in the ff. Ways: Site Survey & Supervision. (c) Reference to technical Literature and 1. Office in Own Residential Complex Time for REsearch. Most building regulations permit establishment of a small (d) Correspondence and Report professional office in one’s own residential premises, Preparation. usually in the basement or ground floor. (e) Staff Supervision and directing activities (a) Advantages: of the Team. This is the easiest way a young Environment for working in the office? Avoidable expense and time in commuting The environment of the office affects the productivity to the office is saved as there is no need to of staff and workflow of the project to be undertaken buy expensive office space in any other part simultaneously. of the city. One can choose personal hours of work MANAGING TECHNICAL STAFF depending upon its urgency. WHEN MANAGING WITH A CIVIL ENGINEER, AN (b) Disadvantages: ARCHITECT SHOULD CONSIDER THE Clients and contractors tend to visit beyond FOLLOWING KEY FACTORS: office hours; due to which not only personal 1. SITE PLANNING AND GRADING: ENSURE THE privacy but the convenience of other family BUILDING DESIGN ALIGNS WITH THE SITE'S members can be affected. TOPOGRAPHY AND GRADING PLANS. Space is a limiting factor. 2.STORMWATER MANAGEMENT: INTEGRATE Buying an Office Premises: Another option is to either DRAINAGE SYSTEMS TO MANAGE WATER hire or buy office premises in a convenient location. But FLOW AND PREVENT FLOODING. for this one has to find money for the initial 3. FOUNDATION AND STRUCTURAL SUPPORT: payment/investment. Once the space is bought, the COLLABORATE ON FOUNDATION DESIGN Architect will plan the interior spaces to suit his own BASED ON SOIL CONDITIONS AND STRUCTURAL ideas and requirements. LOAD REQUIREMENTS. After confirming your place you need a proper team with 4.UTILITY DESIGN: COORDINATE WATER, SEWAGE, a proper office environment to keep the proper flow of AND ELECTRICAL SYSTEMS TO FIT SEAMLESSLY work. WITH THE BUILDING. 5.REGULATORY COMPLIANCE: ENSURE THE STAFF REQUIREMENTS DESIGN MEETS ZONING, ENVIRONMENTAL, AND Every Architect needs technically qualified PERMITTING REGULATIONS. staff as well as non-technical staff to run his 6.ACCESS AND CIRCULATION: PLAN FOR SAFE office. Their number, salaries, service VEHICLE AND PEDESTRIAN ACCESS. conditions, etc., differ from practice to 7.SUSTAINABILITY: INCORPORATE GREEN practice. Staff salaries and service INFRASTRUCTURE AND ENERGY-EFFICIENT SITE conditions for small practices are not DESIGN. regulated. The only stipulation for a small 8.EARTHWORK AND EXCAVATION: ALIGN practice is that every employee must be paid EXCAVATION AND GRADING PLANS WITH THE a minimum wage. BUILDING’S LAYOUT. The fact cannot be denied that the salaries 9.SAFETY AND EGRESS: ENSURE SLOPE of the technical staff will be far more as STABILITY, RETAINING WALLS, AND SAFE ACCESS compared to the salaries of non-technical ROUTES. staff. Hence, it will be essential to analysis 10. AESTHETIC INTEGRATION: HARMONIZE CIVIL 4. CODES AND REGULATIONS: ENSURE ENGINEERING ELEMENTS WITH THE MECHANICAL SYSTEMS COMPLY WITH LOCAL ARCHITECTURAL DESIGN AND BUILDING CODES AND FIRE LANDSCAPING. PROTECTION REQUIREMENTS. 5.THERMAL COMFORT: WORK ON ACHIEVING WHEN MANAGING WITH AN ELECTRICAL INDOOR AIR QUALITY AND THERMAL COMFORT ENGINEER, AN ARCHITECT SHOULD FOCUS ON FOR OCCUPANTS. THE FOLLOWING KEY AREAS: 6.STRUCTURAL IMPACT: ENSURE THE BUILDING 1. SPACE AND LAYOUT: ALLOCATE SPACE FOR STRUCTURE SUPPORTS THE MECHANICAL ELECTRICAL ROOMS, EQUIPMENT, AND WIRING SYSTEMS. WHILE ENSURING PROPER FIXTURE PLACEMENT. 7.ACOUSTICS: PLAN TO MITIGATE NOISE FROM 2. CODE COMPLIANCE: ENSURE DESIGNS MEET HVAC SYSTEMS, ESPECIALLY IN SENSITIVE AREAS. NATIONAL AND LOCAL ELECTRICAL SAFETY AND 8.MAINTENANCE ACCESS: ENSURE SYSTEMS ARE FIRE PREVENTION CODES. ACCESSIBLE FOR SERVICING. 3.ENERGY EFFICIENCY: INCORPORATE 9.COORDINATION WITH OTHER DISCIPLINES: ENERGY-EFFICIENT SYSTEMS AND BUILDING INTEGRATE SYSTEMS WITH ELECTRICAL AND AUTOMATION TECHNOLOGIES. PLUMBING DESIGNS. 4.AESTHETICS: SEAMLESSLY INTEGRATE VISIBLE 10. BUDGET CONTROL: BALANCE SYSTEM ELECTRICAL COMPONENTS INTO THE QUALITY, ENERGY EFFICIENCY, AND COST WITH ARCHITECTURAL DESIGN. THE OVERALL PROJECT BUDGET. 5.MECHANICAL SYSTEMS: COORDINATE ELECTRICAL NEEDS WITH HVAC AND PLUMBING WHEN MANAGING WITH AN ELECTRONICS AND SYSTEMS. COMMUNICATIONS ENGINEER, AN ARCHITECT 6. ACCESSIBILITY: POSITION SWITCHES AND SHOULD FOCUS ON THE FOLLOWING KEY AREAS: OUTLETS FOR CONVENIENCE AND COMPLIANCE WITH ACCESSIBILITY 1. INFRASTRUCTURE REQUIREMENTS: ENSURE STANDARDS. ADEQUATE SPACE FOR COMMUNICATION 7.STRUCTURAL INTEGRATION: PLAN FOR HEAVY EQUIPMENT, PROPER CABLING PATHWAYS, AND ELECTRICAL EQUIPMENT THAT IMPACTS THE ACCESS POINTS. BUILDING STRUCTURE 2. AESTHETIC AND FUNCTIONAL INTEGRATION: 8. PHASING: COORDINATE CONSTRUCTION INCORPORATE EQUIPMENT INTO THE DESIGN SEQUENCING TO ALIGN ELECTRICAL DISCREETLY WHILE ENSURING EASY ACCESS FOR INSTALLATION WITH THE OVERALL MAINTENANCE. PROJECT TIMELINE. 3.EQUIPMENT SAFETY: PLAN FOR PROPER SHIELDING TO PROTECT SENSITIVE EQUIPMENT. WHEN MANAGING WITH AN MECHANICAL 4.COMPLIANCE: FOLLOW BUILDING CODES AND ENGINEER, AN ARCHITECT SHOULD FOCUS ON FIRE SAFETY REGULATIONS. THE FOLLOWING KEY AREAS: 5. SYSTEM COORDINATION: INTEGRATE 1. SPACE PLANNING: ENSURE THERE’S ENOUGH COMMUNICATION SYSTEMS WITH HVAC, LIGHTING, ROOM FOR MECHANICAL EQUIPMENT, DUCTS, AND AND OTHER BUILDING SYSTEMS, WHILE PLANNING PIPES, WITHOUT COMPROMISING DESIGN. FOR FUTURE EXPANSIONS. 2. AESTHETICS: COORDINATE THE PLACEMENT OF 6. ENVIRONMENTAL CONTROLS: PROVIDE MECHANICAL SYSTEMS TO EITHER COMPLEMENT CLIMATE CONTROL, SOUNDPROOFING, AND OR REMAIN HIDDEN WITHIN THE DESIGN. SECURITY FOR SENSITIVE AREAS. 3.ENERGY EFFICIENCY: COLLABORATE ON 7. INSTALLATION AND MAINTENANCE: ENSURE SUSTAINABLE DESIGN STRATEGIES AND INSTALLATION TIMING ALIGNS WITH ENERGY-EFFICIENT SYSTEMS. CONSTRUCTION AND ALLOW FOR EASY MAINTENANCE ACCESS. 8.PROJECT TIMELINE AND BUDGET: COORDINATE 5. ARE SOMETIMES PLACED IN CONFLICT ON BUDGET AND SCHEDULE TO AVOID SITUATIONS. SOMETIMES DEAL WITH PEOPLE CONFLICTS. WHO ARE UNPLEASANT. WHEN MANAGING WITH A DRAFTSMAN, AN PERSONAL ASPECT ARCHITECT SHOULD FOCUS ON THE FOLLOWING ACCORDING TO SEAN JOYNER (2019) KEY AREAS: “RELATIONSHIPS ARE THE CORNERSTONE OF 1. COMMUNICATE DESIGN INTENT: CLEARLY ALMOST EVERY ASPECT OF OUR LIVES. IN A EXPLAIN THE VISION, INCLUDING DESIGN GOALS CAREER SETTING, THE QUALITY OF OUR AND FUNCTIONALITY. RELATIONSHIPS WITH THOSE AROUND US CAN BE 2. PROVIDE ACCURATE INFORMATION: SUPPLY DIRECTLY RELATED TO OUR GROWTH, PRECISE DIMENSIONS, MATERIAL SPECS, AND OPPORTUNITIES, AND OVERALL SUCCESS. ENSURE CODE COMPLIANCE. REGARDLESS OF OUR ABILITY, WE CANNOT GET 3. DEFINE ROLES: ESTABLISH CLEAR ROLES, WITH FAR WITHOUT THE HELP OF OTHERS. “ THE ARCHITECT GUIDING DESIGN AND THE DRAFTSMAN FOCUSING ON TECHNICAL DETAILS. ACCORDING TO SEAN JOYNER (2019) 4.ENSURE CONSISTENCY: AGREE ON “THERE IS AN ANCIENT SAYING: IF IT IS POSSIBLE, STANDARDIZED SYMBOLS, NOTATIONS, AND FILE AS FAR AS IT DEPENDS ON YOU, LIVE AT MANAGEMENT SYSTEMS. PEACE WITH EVERYONE. IT IS A GOOD MAXIM TO 5.SET TIMELINES: ESTABLISH DEADLINES AND A LIVE BY AND, ACKNOWLEDGES THAT WE PROCESS FOR REVISIONS. CANNOT ALWAYS BE ON GOOD TERMS WITH 6. USE COMPATIBLE TECHNOLOGY: ENSURE BOTH EVERYONE, ONLY WHEN IT IS POSSIBLE.” IN PARTIES USE COMPATIBLE SOFTWARE, ALL ASPECTS OF LIFE, SEEK TO FIND THAT ESPECIALLY FOR CAD OR BIM WORKFLOWS. POSSIBILITY.” WHEN MANAGING CLERKS, AN ARCHITECT SHOULD FOCUS ON THE FOLLOWING KEY AREAS: “A MAN WITH A LOT OF QUESTIONS DOES NOT 1. CLEAR COMMUNICATION CHANNELS HELP ALWAYS MEAN HE IS A FOOLISH MAN.” PREVENT MISUNDERSTANDINGS AND ENSURE EVERYONE IS ON THE SAME PAGE. “BE FIRM BUT OPEN, BE KNOWLEDGEABLE BUT 2. DEFINING ROLES CLARIFIES RESPONSIBILITIES, HUMBLE.” MINIMIZING OVERLAPS AND GAPS. 3. REGULAR CHECK-INS FOSTER COLLABORATION AND ADDRESS ISSUES PROMPTLY. 4. DOCUMENTING UPDATES ENSURES EVERYONE HAS ACCESS TO THE LATEST INFORMATION, WHICH IS CRUCIAL FOR PROJECT CONTINUITY. TYPICAL WORK SETTING FOR AN ARCHITECT: INTERPERSONAL RELATIONSHIPS 1. TALK TO OTHERS THROUGHOUT THE DAY. THEY INTERACT WITH CLIENTS, ENGINEERS, DRAFTERS, AND OTHER STAFF. 2. COMMUNICATE DAILY BY E-MAIL, PHONE, AND IN PERSON WITH CLIENTS AND COWORKERS. 3. BE RESPONSIBLE FOR WORK OUTCOMES AND RESULTS OF OTHER WORKERS. 4. WORK AS PART OF A TEAM.