Professional Practice 2 - Module 3: Architect Services PDF

Professional Practice 2 8. SPP 207: Design-Build Services 5 PRINCIPLES OF CODE OF ETHICAL CONDUCT: 9. SPP 208: Architectural Design Competition...

Professional Practice 2 8. SPP 207: Design-Build Services 5 PRINCIPLES OF CODE OF ETHICAL CONDUCT: 9. SPP 208: Architectural Design Competition 1. THE ARCHITECT’S RESPONSIBILITIES IN RELATION Module 3: ADMINISTERING THE REGULAR 10. SPP 209: Professional Architectural Consulting Services TO THE PEOPLE SERVICES OF THE ARCHITECT 2. THE ARCHITECT’S RESPONSIBILITIES IN RELATION PROFESSIONAL ETHICS TO HIS CLIENT The Professional Life - Role of Professional Bodies Professional responsibility requires architects to: 3. THE ARCHITECT’S RESPONSIBILITIES IN RELATION Act professionally TO THE CONTRACTOR From the UIA Accord: Follow the law, 4. THE ARCHITECT’S RESPONSIBILITIES IN THE Architects, whether self-employed or employed, are Avoid conflicts of interest, RELATION TO MANUFACTURERS, DEALERS, AND usually overseen by a regulatory body to ensure Prioritize client interests over their own. AGENTS compliance with laws and professional standards. 5. THE ARCHITECT’S RESPONSIBILITIES IN RELATION Many countries have professional organizations to From the UIA Accord: THE ARCHITECT’S CODE OF ETHICS TO HIS COLLEAGUES AND SUBORDINATES advance architecture, spread knowledge, and protect the A code of ethics and conduct establishes a professional public by maintaining standards. standard of behavior that guides architects in the conduct CODE OF ETHICAL CONDUCT: THE ARCHITECT’S When defining an architect's professional body, it’s of their practices. Architects should observe and follow the RESPONSIBILITIES IN RELATION TO THE PEOPLE important to consider globalization and General code of ethics and conduct for each jurisdiction in which Agreement on Trade Services (GATS) principles, which they practice. 1 STATEMENT: An architect’s profession includes civic aim to balance global trade and promote market responsibilities to the public, whether through good citizenship, openness, similar to the WTO's goals for goods. Purpose of Ethics: professional work, education, or public relations. CPFANT Protect the public, The Professional Regulatory Board of Architecture Support vulnerable groups, 1-a: Civic and Urban Responsibility Architects should contribute requires Continuing Professional Development (CPD) for Advance social welfare and the architecture profession. to community well-being by enhancing safety, health, and preserving architects in the Philippines. historic and architectural heritage. CPD is necessary to renew the Professional Identification Personal Commitments: 1-b: Promote the Profession Support and contribute to Card (PIC) with the Professional Regulation Commission Serve selflessly, considering duty to country and faith. professional organizations, sharing knowledge with other design (PRC). Uphold professional ideals and ethical standards. fields and the building industry. Seek success through dedicated work, not publicity, 1-c: Follow the Law and Ethical Standards Architects must INTEGRATED & ACCREDITED PROFESSIONAL aiming for a reputation based on service quality and comply with government laws and professional ethics, avoiding ORGANIZATION OF ARCHITECTS fairness. actions harmful to the profession. RA 9266 requires the architecture profession to be unified Request fair payment without seeking extra profits. 1-d Avoid Paid Self-Promotion Refrain from using paid or under one national organization. Place client interests above personal financial gain. exaggerated advertising, but can present factual information to Since RA 9266 took effect in 2004, the United Architects Maintain impartiality and avoid conflicts of interest. educate the public about architecture. of the Philippines (UAP) has been the officially accredited Avoid investments that might affect professional 1-e: No Solicitation for Publication Costs Architects shouldn’t organization and continues to serve this role. judgment. seek ads or support for publications of their work, nor endorse Earn loyalty from associates, mentor future architects. construction materials or equipment in paid ads. PROFESSIONAL PRACTICE OF ARCHITECTURE IN THE Keep feedback constructive, avoiding harmful intentions. 1-f: Truthful Advertising Only claim specializations that are widely PHILIPPINES Pursue creativity in art and science and share knowledge recognized or backed by experience, avoiding misleading RA 9266 Section 41 mandated the adoption & generously. statements. promulgation of Standards of Professional Practice (SPP). The SPP is a document that defines all aspects of CODE OF ETHICAL CONDUCT CODE OF ETHICAL CONDUCT: THE ARCHITECT’S professional service, prescribes minimum basic fees, and Architecture demands integrity, judgment, business skills, RESPONSIBILITIES IN RELATION TO HIS CLIENT establishes the rights and obligations of both the Architect and artistic and technical talent. and the client. An architect must be trustworthy, give unbiased advice, 2 STATEMENT: An architect’s relationship with their client relies on The SPP replaced the 1979 UAP Documents 201 through act fairly between client and contractor, respect trust and good faith. This relationship includes moral obligations to 210. PRSFCPCDAP colleagues and team members, and uphold both the client and the architect. ICAHBFNCTATO Icah's BF! Nice 1. SPP 201: Pre-Design Services responsibilities to the public. tattoo! 2. SPP 202: Regular Design Services To fulfill these duties, an architect’s values and actions 3. SPP 203: Specialized Architectural Services should inspire respect and confidence. 2-a : Introducing Services Professionally Architects can present 4. SPP 204a: Full-Time Supervision Services To maintain ethical standards, the United Architects of the their experience to potential clients but cannot offer free preliminary 5. SPP 204b: Construction Management Services Philippines, with the Board of Architecture and PRC, has work without a compensation agreement. 6. SPP 205: Post-Construction Services created principles for architects to follow. 2-b: Clear Scope and Fees Architects must clarify their services 7. SPP 206: Comprehensive Architectural Services and fees at the start of the client relationship. 2-c: Advising on Project Feasibility Architects should advise CODE OF ETHICAL CONDUCT: THE ARCHITECT’S 5-l: Commitment to Professional Organizations Architects should clients if a project seems impractical, even if it means losing the RESPONSIBILITIES IN THE RELATION TO MANUFACTURERS, actively engage in professional organizations to advance the field. commission. DEALERS, AND AGENTS 5-m: Efficient Practice Management Architects must ensure their 2-d : Honesty in Cost Estimates Architects should explain that practice operates efficiently with qualified staff and effective cost estimates are not guaranteed unless provided as actual 4 STATEMENT: Architects are encouraged to exchange technical procedures. contractor proposals. information with suppliers of building materials and equipment, as it 5-n: Respect for Intellectual Property Architects should not use 2-e: Balancing Client and Public Interests Architects must is essential for effective collaboration. others’ ideas without permission. balance client needs with public impact, aiming for aesthetic and 5-o: Building a Reputation on Merit Architects must build their functional quality within the client’s budget. 4-a: Avoiding Compromised Technical Services Architects reputation based on their own work and give credit where due. 2-f: Fair Professional Fees Architects should charge fees that should not use engineering or technical services from suppliers that 5-p: Fee Proposals as Independent Consultants Architects reflect the work, experience, and minimum standards of the could compromise the client’s interests or affect their professional should not quote fees without an official invitation and sufficient profession. judgment. project information. 2-g: No Fixed-Price Construction Contracts Architects should 4-b: No Acceptance of Gifts or Commissions Architects must not 5-q: Clear Terms of Agreement Architects must have clear, written avoid fixed-price contracts for projects they designed unless accept commissions, discounts, or gifts from suppliers that could agreements detailing the scope of work, fees, and responsibilities, to following specific professional guidelines. create a conflict of interest, though they may accept market wit: 2-h: Compensation Solely from Clients Architects should only discounts credited to the client. scope of work, accept fees directly from clients, with no other financial returns. delineation of responsibilities, 2-i :Transparency in Financial Interests Architects must avoid CODE OF ETHICAL CONDUCT: THE ARCHITECT’S any limitation of responsibilities, conflicts of interest and disclose any relevant financial interests to RESPONSIBILITIES IN RELATION TO HIS COLLEAGUES AND fee or method of calculating it, clients. SUBORDINATES mode of alternative dispute resolution, and 2-j: Arbitration in Agreements Architects should include an any provision for termination arbitration clause in client agreements for dispute resolution. 5 STATEMENT: Architects have moral obligations to their 5-r: Raising Standards in the Profession Architects should work 2-k: Timely Professional Architects should complete work within a profession, colleagues, and subordinates, ensuring they act ethically to elevate standards in education, practice, and design. reasonable, agreed timeframe. and supportively within their professional community. 5-s: Promoting Allied Arts Architects should support and promote 2-l: Ongoing Client Architects should keep clients updated on related artistic disciplines. project progress and issues affecting quality or cost. 5-a: Professional Service Agreement Architects must have a 5-t: Reporting Violations Architects should report any known formal agreement before providing services and cannot offer violations of the code by others. CODE OF ETHICAL CONDUCT: THE ARCHITECT’S preliminary services without it. 5-u: Confidentiality of Materials Architects must respect RESPONSIBILITIES IN RELATION TO THE CONTRACTOR 5-b: Adherence to Minimum Fees Architects should follow the confidentiality regarding designs and materials when leaving an prescribed minimum fees and not use free services for competitive employer. 3 STATEMENT: The contractor relies on the architect to fairly advantage, except for civic projects. 5-v: Non-Discrimination Architects must not discriminate against protect both the contractor's and the client’s interests. 5-c: Competition Ethics Architects should not enter competitions if individuals based on race, gender, age, or other protected they have been involved in setting up the program or serving as an characteristics. 3-a: Clarity in Contract Documents Architects must provide clear adviser or juror. and consistent information in contract documents to help contractors 5-d: Respect for Existing Commitments Architects must not solicit Professional Practice 2 understand their contents and avoid costly mistakes. projects already committed to another architect. Module 4: ADMINISTERING THE REGULAR 3-b: Fairness in Correcting Errors Architects should not ask 5-e: Notification of Prior Employment Architects should inform contractors to fix errors in contract documents that would financially other architects if they take on a commission for which another SERVICES OF THE ARCHITECT disadvantage them. architect was previously employed. 3-c: Immediate Rejection of Nonconforming Work Architects 5-f: Notification for Renovation Projects For renovation projects, The Architect's Regular Services - The Client’s Support Circle must promptly reject any materials or workmanship that do not meet architects must notify the previous architect, regardless of contract specifications to prevent delays and extra costs for ownership changes. THE CLIENT’S SUPPORT CIRCLE AKA. PRE-DESIGN SERVICES contractors. 5-g: Professional Courtesy Architects should not unfairly criticize 3-d: No Acceptance of Favors or Gifts Architects should not or discredit the work of others. SCOPE: accept free services, gifts, or favors from contractors that could 5-h: Association with Ethical Enterprises Architects should avoid Economic Feasibility Study create a conflict of interest. associations that may harm their reputation or the profession. Project Financing 3-e: Timely Inspection and Payment Certification Architects 5-i: Supervision of Work Architects cannot sign off on work done Architectural Programming should quickly inspect completed work and issue payment by others without direct supervision. Space Management/Planning Site Selection and Analysis certificates when the work meets contract terms. 5-j: Support for Employees Architects should create a supportive Site Utilization and Land-Use Studies work environment and mentor aspiring professionals. Promotional Services 5-k: Sharing Knowledge Architects are encouraged to share their knowledge and foster unity within the profession. Subfunctions: Presentation Boards 1. ECONOMIC FEASIBILITY STUDY - SWOT analysis in Site Selection and Analysis is be utilized to address weaknesses A study to determine the viability of a project used to evaluate the suitability of a site for a (e.g., poor accessibility or limited such as its cost development versus its potential return to specific project. infrastructure) and improve the site's the Owner. A detailed cost-benefit analysis can guide the - Strengths: Advantages like location, good potential for successful development. client and the architect in selecting a more viable topography, and available infrastructure. Weaknesses to Threats: The W-T alternative plan. - Weaknesses: WIssues such as environmental highlights how weaknesses may 2. PROJECT FINANCING constraints, poor accessibility, or zoning limits. increase existing threats (e.g., Architect assists in the determination of - Opportunities: Future development potential, environmental hazards or zoning requirements of lending agencies, income- expense sustainability options, or government incentives. restrictions) and identifies strategies relationship and relative demand for different building - Threats: Risks from environmental factors, to mitigate these risks while planning types in actual negotiations. regulatory changes, or competition. the project. 3. ARCHITECTURAL PROGRAMMING - A TOWS Analysis is an extension of the SWOT 6. SITE UTILIZATION AND LAND-USE STUDIES A systematic approach to finding, analyzing, Analysis framework that identifies your The detailed analysis of the site involves the and elaborating on the underlying needs of a design Strengths, Weaknesses, Opportunities and identification of a site’s development potentials through project. The architectural program lays the groundwork for Threats but then goes further in looking to the proper utilization of land. The analysis covers the a unique, meaningful, and ultimately practical architectural match up the Strengths with Opportunities and context of the site as well as that of its surrounding solution. the Threats with Weaknesses. It’s a great next environment and the development controls that apply to 4. SPACE PLANNING step after completing your SWOT and allows for the site and its environs. A vital part of the schematic design process, you to take action from the analysis. 7. PROMOTIONAL SERVICES and it is used to create a geometric layout of a space that Projects may require promotional activities in meets the needs of the project. Space Adding the relationship between the order to develop and generate financial support and programming/planning is, by its very nature, an iterative internal and external factors makes TOWS a acceptance from governing agencies or from the general process that evolves in response to the needs of the much more useful matrix than a standalone public. In such cases, Architect can act as the agent of the client. SWOT and an obvious next step. The main Owner by producing and coordinating the additional - Bubble Diagram: a very simple (hand) drawing purpose of a TOWS Analysis is to: Reduce activities necessary to complete the services. In all such that consists of roughly drawn bubbles threats Take advantage of opportunities Exploit activities, the Architect must maintain his professional (representing spaces) connected by solid lines, strengths Remove weaknesses A well thought status as the representative of the Owner. broken lines or wavy lines etc. to specify the out TOWS can not only provide you with detail 8. SUB-FUNCTION: PRESENTATION BOARDS type of relationship between the spaces. The of your SWOT, but also some data to make a Presentations are visual tools that represent a main purpose of the bubble diagram is to help decision about your overall direction. projects and works in architecture. Architectural you translate the program into a strategy or presentations are designed both for juries and form. The big difference between a TOWS submissions during student years and for customers in - Bubble diagrams simplify this step by and a SWOT is the relationships between the professional life. Architects present their projects of graphically depicting the program and allowing internal and external factors, examining how different scales as architectural presentation boards. for quick expressions, multiple layouts, and they link up, impact and influence each other. revisions. SUB-FUNCTION: PRESENTATION BOARDS - TYPES OF - The bubbles can be used to represent different Strengths to Opportunities: The ARCHITECTURAL PRESENTATION BOARDS kinds of spaces in a plan, varying in shape to S-O focuses on leveraging the site's represent features of greater or lesser strengths (e.g., good location, 1. CONCEPTUAL BOARD importance and size. The bubble diagram can infrastructure) to maximize Concept boards are essential for initiating an create a rough sense of flow which is used to opportunities, such as urban architectural project, focusing on key elements such as develop a more refined plan. A bubble diagram development or proximity to analysis, theoretical concepts, problem analysis, and floor plan, for example, can represent the flow amenities, enhancing the value or proposed solutions. They evaluate the project's context of a space and provide information about the utility of the site. and requirements while exploring design theories that sizes of rooms relative to each other. Strengths to Threats: The S-T inform the direction. By identifying challenges within the 5. SITE SELECTION AND ANALYSIS examines how strengths can be used scope, concept boards enable architects to develop Assisting the client in locating sites for the to mitigate threats to the site, such as effective strategies to address these issues, forming a proposed project and evaluating their adequacy with environmental risks or competition comprehensive foundation for the design process that regards to topography, subsurface conditions, utilities, from nearby developments, ensuring guides subsequent stages of development. development costs, climate, population, legal the site remains viable. 2. TECHNICAL DRAWING BOARD considerations and other factors. Weaknesses to Opportunities: The Architectural technical drawings are crucial for W-O considers how opportunities can representing the comprehensive details of a project,  including architectural, structural, electrical, mechanical, Acoustic, Communication and Electronic Engineering providing clear phases, the process facilitates efficient information plumbing, and other systems. For student and application Services production and helps maintain transparency throughout the project. projects, these drawings should be presented on technical Landscape Design Services drawing boards, showcasing the complete plans and Physical Planning Services CONTRACTUAL FRAMEWORK necessary detail drawings to effectively communicate the Comprehensive Planning Services An Architectural Contractual Framework refers to the project's scope and construction requirements. structure and arrangement of legal agreements that define the roles, 3. ANALYSIS BOARD CONSTRUCTION SERVICES responsibilities, and relationships between all parties involved in an Analysis boards are critical tools for architects, 1. Four Principal members in Design and Building architectural project. This framework outlines how the architect, showcasing thorough and detailed evaluations before a Construction client (owner), contractors, and other stakeholders interact and project begins. They typically include site analysis, urban Owner collaborate throughout the design and construction process. scale analysis, sociocultural factors, and physical Architect and Engineers conditions such as climate and geography. Environmental Contractor Individual or group of individuals The Architectural Contractual Framework is essential for considerations are also part of the board, providing a who assist in the supervision and delivery of ensuring clear communication, project coordination, and legal holistic view of the context. This information serves as a work compliance among all parties. The framework helps mitigate risks, foundation for developing the project concept, ensuring 2. Full-Time Supervision manage disputes, and ensure that all parties are aware of their that all relevant aspects are thoroughly examined. 3. Construction Management obligations under the law and the project requirements. Construction Manager THE DESIGN SERVICES Functions of a Construction Manager DELIVERY APPROACHES An architect is more than a designer of buildings. He or Legal Responsibility of the Construction 1. Design-Bid-Build (DBB) she is a highly trained, licensed professional who provides important Manager The Design-Bid-Build (DBB) method is a professional services that benefit both his or her clients and the Other Contracting Concepts traditional project delivery approach that separates design general public at large. and construction processes. While it is familiar and can POST-CONSTRUCTION SERVICES theoretically reduce costs, it often leads to increased Pre-Design Services 1. Post-Construction Services project expenses due to conflicts between design Design Services Specialized Allied Services Building and Equipment and Maintenance documents and on-site constructability. Additionally, Construction Services Post Construction Services Building and Grounds Administration selecting the lowest bidder can compromise quality, as Comprehensive Architectural Services Post-Construction Evaluation contractors may need to cut corners to maintain Design-Build Services profitability within a tight budget. COMPREHENSIVE ARCHITECTURAL SERVICES 2. Design-Build (DB) PRE-DESIGN SERVICES 1. Scope of Comprehensive Architectural Services The Design-Build (DB) method allows for quick 1. The Architect can render the services in a manner of: Pre-Design Services project delivery by splitting components into packages, Architect’s Own Staff Design Services enabling simultaneous design and construction to meet By Association or Consultation Specialized Allied Services deadlines. Owners can set a maximum price early on, 2. Pre-Design Services Construction Services providing significant cost control. This method is effective Economic Feasibility Study Post-Construction Services for projects with clearly defined requirements and is Project Financing 2. Project Management particularly advantageous when schedules are tight, as it Architectural Programming Space a. Basic Function of a Project Manager eliminates delays typically associated with the bidding and Management/Planning - Pre-Construction Phase procurement processes. Site Selection and Analysis Site Utilization and - Construction Phase 3. Construction Manager at Risk (CMAR) Land-Use Studies CMAR, or Construction Manager at Risk, is a Promotional Services DESIGN-BUILD SERVICES modern project delivery method where the owner selects Design-Build Services by Administration a Construction Manager based on criteria beyond just DESIGN SERVICES Design-Build Services on a Guaranteed Maximum Cost cost, such as quality, experience, and project approach. In Regular Services – sequence of 4 phases: this method, design and construction are contracted Schematic Design DESIGN PROCESS separately, allowing for a focus on schedule adherence Phase Design Development Phase The architectural design process involves developing and and project execution. The CM is responsible for Contract Document Phase analyzing a construction project in 6 organized phases. This overseeing the construction while mitigating risks Construction Phase structured approach ensures effective management and throughout the project lifecycle. communication of design intent, minimizing risks associated with 4. Integrated Project Delivery SPECIALIZED ALLIED SERVICES costly delays. Given the complexity and regulations in building Integrated Project Delivery (IPD) is a relatively Interior Design Services construction, it's crucial to avoid design revisions once construction new construction method that has gained traction in the begins, as significant changes would require demolition. By past decade. In IPD, the owner selects an  architect/engineer (A/E) and construction manager (CM) document includes the conceptual, logical, and physical before design begins, leading to a joint contract among designs. the three parties after collaboratively setting goals and objectives. This method encourages early contractor Design documentation is a collection of involvement, resulting in streamlined designs aligned with documents and resources that covers all aspects of your project objectives. The owner plays a vital role in the product design. Documentation should include information team, and IPD promotes cost minimization and efficiency about users, product features, and project deadlines; all through collaboration. essential implementation details; and design decisions that your team and stakeholders have agreed on. It is important to note that the owner, A/E, and CM are legally bound into a single entity so risk that is Example of Design Documentation: normally assigned to one party is now spread to all Printed Complete set of plan or PDF copy parties, which is uncomfortable for many owners. Minutes of every meeting However, the increased collaboration among the parties is Site Pictures thought to reduce the overall risk. Construction Logbook Compilation of Schematic Designs 4. Public-Private-Partnership (3P) The Public-Private Partnership (P3 or PPP) delivery model involves a contract between a government entity and a private corporation to fund, construct, renovate, and maintain public infrastructure. While more common internationally, it is gradually being adopted in certain U.S. public projects. The private entity receives income generated from the project over a set period to repay and profit from its investment. For instance, a private company might finance a city's light rail system in exchange for a share of the revenue from ridership fees. Benefits of Public-Private Partnerships (3P) 1. Cost Relief for Taxpayers: PPPs can alleviate some or all of the funding burdens on taxpayers for public projects. 2. Expertise and Efficiency: Private entities often bring greater expertise and efficiency in construction and operation, driven by profit motivations. 3. Regulatory Oversight: Public entities maintain regulatory control over infrastructure operations, ensuring proper management while allowing private involvement. Utilizing a P3 model requires public entities to accept certain risks. While profit- driven efficiency from private corporations can lead to shortcuts in operation and maintenance, potentially causing long-term issues, public entities must find a balance between budget constraints and the control they relinquish to private partners. Eventually, public entities will need to manage the infrastructure operations themselves after contracts end or seek new bidders for continued services. DESIGN DOCUMENTATION The architect creates the architectural design document to document the design factors and the specific choices that have been made to satisfy those factors. The document serves as a way for the architect to show his work when making design decisions. The architecture design