Design and Construction 101 Building a Facility from Concept to Completion Presented by: David Body Body, AIA AIA, RIBA RIBA, NCARB Principal - Cannon Design
Robert Johnston,, AIA,, MRAIC,, NCARB Principal - Cannon Design
Colleen McKenna, Associate AIA, LEED Vi President Vice P id – Cannon C D Design i
Introduction This workshop will provide a general overview of the major j phases p of the design g and construction process and will form a foundation for understanding the owner/users role and how he or she should relate to the other design and construction team members.
Building Types ¾
Community & Municipal Recreation Centers
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University Sports & Recreation
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Ice & Dry Sports Arenas
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Aquatic Centers
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Outdoor Recreation Areas - Athletic Parks Stadia/Public Assembly Facilities
¾
The Phases ¾
Traditional
¾
Other
• Consultant Selection • Referenda • Needs Analysis • Feasibility Study • Programming • Fund Raising Package • Master M t Pl Planning i • Schematic Design • Design Development • Construction Documents • Bidding or Negotiation • Construction • Post Occupancy Evaluation
The Phases - Traditional 他 Consultant
Selection
Needs Analysis Programming Master Planning Schematic Design Design g Development p Construction Documents Bidding or Negotiation Construction Post Occupancy Evaluation
Consultant Selection Goal: To select the best possible consultant team for your project, having regard for budget and level of in-house in house expertise expertise.
Project Team Design Phase SURVEYOR TESTING LABORATORY SOILS ENGINEER ENVIRONMENTAL CONSULTANT
FUND RAISER ZONING CONSULTANT LEGAL COUNSEL
OWNER ARCHITECT CONSTRUCTION MANAGER • Scheduling • Value Engineering • Cost Analysis
• Structural Engineer • Mechanical Engineer g • Electrical Engineer • Civil Engineer • Estimator • Specifications • Landscape Architect
CONTRACT DOCUMENTS BIDDING & NEGOTIATION AWARD CONSTRUCTION CONTRACT
SPECIAL CONSULTANTS • Programmer • Master Planner • Interior Designer • Aquatic Consultant • Acoustic Consultant • Theater Consultant • Graphic Designer
Consultant Selection ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾
Advertisement Expression p of Interest Request for Proposals Detailed Proposal Short List Project Visits Interview Final Selection Fee Negotiation
Consultant Selection An Architect’s View 1. Request q for Proposals p • Who prepared it? • Level of detail? • Who received it? • Who will evaluate response? • Competence/Cost/Fishing • Number on Short List • Regional Idiosyncrasies • Lobbying
2. The Short List • Length • Breadth • Project Visit • References
Consultant Selection An Architect’s View 3. The Interview • Interview Committee • Length of Interview • Order of Interview • Grouping of Interviews • Format • Room Configuration • ‘Solutions’
4. Fee Negotiation • Reality - Master Planning • Reality - Architecture • Rich Architects
Consultant Selection Design Team-Selection Criteria ¾
Building Type Experience
¾
Interaction With Users and Project j Committee
¾
Technical Skill/Production Capacity ((Architects/ Engineers) g )
¾
Materials and Detailing Skill
¾
Budget Control
¾
Schedule Control
¾
Working History
¾
References
Consultant Selection Prime Consultant/Associations 他
Most Typical yp Relationship p
他
Division of Labor - Skill Based
他
Not Legal Entity
他
Often Single Project Only
Consultant Selection Joint Ventures ¾
Creates a New Legal g Company p y on a Project Basis
¾
Not frequently q y used on moderate scaled projects
¾
Large Projects - Fully Integrated
¾
Building Type Experience
¾
Control of Team to be Clear
¾
Process of Disintegration
Consultant Selection Competitions ¾ ¾ ¾ ¾
¾ ¾
¾
Types yp of Competitions p Building Competition/Ideas Competition Open Competitions/Limited Competitions Design D i Competitions/Developer C titi /D l Competitions C titi Approved by Governing Body/ Professional Advisor/Jury y Legal Obligation to be Bound by Decision of Jury Criteria For Assessment Critical Cost/Design Solution Ownership p of Design g
Consultant Selection Fees ¾
Owner is Purchasing g Time and Knowledge g not a Technical Skill has Monetary Value
¾
Time Has Monetary Value
¾
Less Than 10% of Project Cost Influences More Than 90% of Project Cost
¾
Base Decision On Merit of proposals
¾
False Economy to Grind Fees
The Phases - Traditional Consultant Selection 他 Needs
Analysis
Programming Master Planning Schematic Design Design g Development p Construction Documents Bidding or Negotiation Construction Post Occupancy Evaluation
Needs Analysis Goal: To produce a document that identifies and justifies needs for additional space.
Needs Analysis Existing Facilities ¾
Technical Audit/Physical Inspection • History/Tradition • Building Systems Mechanical/Electrical/Structural • Quality of Building Finishes • Disabled Access/Code Compliance p
¾
Functions and Operations • Success In Meeting Users Requirements • Operational Response to Users Requirements • Life Safety • Change Over Time - Flexibility/Adaptability
Needs Analysis Techniques ¾ ¾ ¾ ¾
Surveys Questionnaires Focus Groups p Demand Based Analysis
Comparisons with Peer Institutions ¾ ¾ ¾
Avoid Apples & Oranges Peers Satisfaction/Masterplans Cost/Time Indices
Needs Analysis Educating the Constituents ¾ ¾
Visits/Slides/Peer Discussions Inform Decision Makers
Funding Realities ¾ ¾ ¾ ¾ ¾
Avoid Optimistic Early Projections Gift Opportunities Referenda / Bond Issue Federal / State / Provincial Funding Soft Costs/Staffing g
Needs Analysis Referenda ¾
Political Process
¾
Functional and Financial Accuracy
¾
Functional and Financial Obligations
¾
Focus On Uses, Operations and Functions - Not Buildings and Architecture
¾
Tax Burden On Residential and Commercial Assessment
¾
Private - Public Partnerships
Needs Analysis Referenda-Process ¾
Electing g Your Preferred “Candidate”
¾
Emotional and Factual Campaigns
¾
Community Leaders-Emotional Leaders Emotional Campaign
¾
Political Leaders-Factual Campaign
¾
60 - 90 Day Campaign
Note: Referendum Process different for Communities and College/University
The Phases - Traditional Consultant Selection Needs Analysis 他 Programming
Master Planning Schematic Design Design g Development p Construction Documents Bidding or Negotiation Construction Post Occupancy Evaluation
Programming Goal: To produce a document that lists spaces, areas, and relationships required to meet a proven need need. The program is the basis for conceptual budgets, master planning, feasibility studies and schematic design.
Programming The Time for Debate ¾ ¾ ¾ ¾ ¾
Spreadsheet / Sketches Small Client/Design Team Shopping List Effective Use of Time and Money Workshop Environment
Programming Visit Junket #1 ¾ ¾ ¾ ¾ ¾
Planning Relationships Room Sizes Ambience/Aesthetics Talk To Architects/Users/Operators Project Thinking 2 - 5 Years Old
Programming Key Cost Decisions in Programming ¾ ¾ ¾ ¾ ¾ ¾
Number Of Large Finite Spaces Sustainability Aquatics Spectator/Multi-use Consequences Impact P i iti ti Prioritization Soft Costs
Sustainability Introduction ¾
¾
LEED ¾
Leadership in Energy and Environmental Design
¾
National Standard for Developing Higher P f Performance Buildings B ildi
¾
Developed by the USGBC (US Green Building Council)
Eliminate the Concept of Waste ¾
¾
Buildings Consume 30-40% of the World’s Energy Usage
Create Healthier Buildings
Sustainability Key Categories
¾
Sustainable Sites Water Efficiency Energy & Atmosphere Materials & Resources Indoor Environmental Quality Innovation & Design Process
¾
Minimum of 26 points
¾ ¾ ¾ ¾ ¾
Sustainability LEED Spreadsheet
Possible Base Enhancements
41 Base Credits Targeted – Silver to Gold Level 57 Credits with all Enhancements + 4 Innovation Points – Gold Level
Sustainability Key Decisions ¾ ¾ ¾
First Costs vs Life Cycle Costs Level of Certification Minimize Impact on Site ¾
¾
Reduce Energy Consumption ¾
¾
O Occupant t Load L d Variation V i ti
Water Use Reduction ¾
¾
East West Orientation
Aquatics Toilets, Aquatics, Toilets Showers
Building Reuse ¾
Recycled Content
Gymnasium ¾ Court Dimensions ¾ Courts Spacing p g ¾ Natural Light ¾ Casual Seating ¾ Divider Curtains ¾ 30 ft. Clear Height
Jogging Track ¾ No. of lanes ¾ Inside lanes wider ¾ Fast and slow lanes ¾ Maximize radius ¾ Stretching area ¾ Light and views
MAC ¾ Soccer / Floor Hockey ¾ Rounded Corners ¾ Inset Goals ¾ Players’ y Area ¾ 30 ft. Clear Height
Spectator Arenas ¾ Flexible Sizing ¾ Multi-Use ¾ Athletics ¾ Performance ¾ Recreation ¾ Support Functions
Performance Courts
Multi-Purpose Rooms ¾ No. and Size and Storage ¾ 12-15 ft. Clear Height ¾ Group Fitness, Mat, Dance ¾ Wood Floors ¾ Mirrors on Walls ¾ Exterior Windows Desirable
Fitness / Weight Room ¾ Cardio, Free Weights ¾ Exercise Machines ¾ 12-15 ft. Clear Height ¾ Rubber Tile / Carpet ¾ Control C t l Desk D k ¾ Stretching Area ¾ Windows / Mirrors
Cardiovascular 他 Distributed area 他 Cardio-theater C di th t 他 Adequate power
Aquatic Facilities ¾ Competition ¾ Diving g ¾ Bulkheads ¾ Therapy py ¾ Spa
Leisure/Lifestyle ¾ Water in motion ¾ Water depth/Zero entry ¾ Water temperature ¾ Lap Swimming ¾ Spa
Racquetball / Squash 他 Glass back wall 他 Moveable M bl back/side b k/ id wall ll 他 Casual seating 他 Floor treatment
Climbing Wall 他 Length of wall 他 Up U tto 40 ft ft. hi high h 他10 ft. wide landing area 他 Recreation and classes
Gymnastics 他 Sufficient runway length 他 Provide equipment q p pits p 他 Adequate HVAC 他 Safety
Locker Rooms ¾ No. of Footprints ¾ No Doors at Entry y ¾ Non-Slip Tile Floors ¾ Individual Shower Stalls ¾ Benches on Locker Base ¾ Grooming Areas
Meeting Rooms ¾ No. of Rooms ¾ Meetings g / Conferences ¾ Capacity ¾ 12 ft. Clear Height ¾ Carpet
Lounges ¾ Social vs. Study ¾ Casual Seating g ¾ Ambience ¾ Interaction ¾ Computer Plug-ins
Food Service 他 Flexible / Expansion 他 Adjacent j Seating g 他 Provisions for Cooking
Retail / Pro Shop 他 In Free or Public Zone 他 Sports p and Convenience Items 他 Equipment Issue in Recreation Zone
Lobby / Gallery ¾ Sense of Arrival ¾ Information Counter ¾ Art ¾ Wayfinding ¾ Rec. Zone Control Point ¾ Natural Light
Program Visibility 他 Sense of Multiple Activities 他 Privacy as Appropriate 他 Graphics & Wayfinding
Programming Area Arithmetic 他 他
Assignable Square Feet/Gross Sq. Ft. Building Efficiency
Areas A.S.F. = Assignable Square Feet (Usable Area) G.S.F. = Gross Square Feet (Total Building Area) 21'
32''
SQUASH COURT
Janitorial & Toilets
Mechanical Equipment
Lobby/Corridors
Elect. & Tele. Rooms
Ducts & Vertical Pipes
Stairs & Elevators
CORRIDOR
An international Squash Court is 21’ x 32’ = 672 A.S.F. Add Approximately 30% to the A.S.F. To obtain the G.S.F. A.S.F. + (30% + of A.S.F.) = G.S.F. 672 S.F. + 202 S.F. = 874 G.S.F.
Programming Budget Arithmetic 他
Construction Costs/Soft Costs
Budget Typical Construction Cost
Typical Soft Costs
A. Enclosed Building
Architect/Engineer Fees Building Permits Testing & Inspection Fees Special Consultants Sewer Connection Fees Maintenance Endowment Parking Replacement Fund Construction Financing Legal Fees In-House Administration Other Finance Fees Contingency
B. Landscape Demolition Utility Service Fixed Equipment C. Furniture, Fixtures, Equipment Art/Graphics
Construction Cost Plus Soft Cost = Project Cost
Budget Site Contours Soil Conditions
Sewer
Site Sit Development
Building
Parking Landscape
Power
Chilled Water/Steam
Programming The Arithmetic of Misinformation 他
Area Budget/Relationship
Budget Arithmetic of Misinformation Construction Cost $32 $32.5 5M Project Cost $40.6 M
$250 $ 50
$406 $ 06 $3 $312 Assignable Area 100,000SF Gross Area 130,000SF
1. More accurate SF Cost for Comparison Purposes (Construction Cost - Site Costs) divided by Gross Area 2. 3. 4. 5. 6.
Sitework/Utilities Equipment in Contract or Not Stand Alone or Central Plant ENR Index for Bid Date Inflation Means Index for Zone or Country - LA $360, Oshkosh $210
Budget Two Approaches to Establishing Budget Program Based
Budget Based
PROGRAM ASSIGNABLE SF
TOTAL PROJECT BUDGET
TIMES
PROGRAM GROSS SF
MINUS FURNITURE, FIXTURE & EQUIPMENT SOFT COSTS CONTINGENCY EQUALS
TIMES
CONSTRUCTION BUDGET
BUILDING COST PER SF
MINUS DEMOLITION/SITE PREPARATION UTILITY EXTENSIONS PARKING/LANDSCAPE FIXED EQUIPMENT ETC. EQUALS
EFFICIENCY FACTOR EQUALS
EQUALS
BUILDING BUDGET PLUS DEMOLITION/SITE PREPARATION UTILITY EXTENSIONS PARKING/LANDSCAPE
BUILDING BUDGET
FIXED EQUIPMENT ETC.
DIVIDED BY
EQUALS
BUILDING COST PER SF
CONSTRUCTION BUDGET
EQUALS
PLUS
PROGRAM GROSS SF
FURNITURE, FIXTURE & EQUIPMENT SOFT COSTS CONTINGENCY EQUALS
DIVIDED BY
EFFICIENCY FACTOR
Total Project Budget
Program Assignable SF
EQUALS
Budget Typical Methods of Controlling Costs Design g Phase
• Realistic Initial Budget g • Design Contingencies • Inflation Projection • Incremental Estimates • Value Engineering • Peer Review
Bidding Phase
• Alternative Alt ti Biddi Bidding • Prioritizing
Construction Phase
• Partnering
Other Strategies
• Shelling • Phasing as g
Programming Schedule / Budget / Contingency ¾
Identify Total Project Schedule • Design Period • Bidding Period • Contract Award • Construction
¾
Identify Total Project Budget • Planning Pl i and d Design D i Costs C t • Administration Costs • Furniture and Equipment Costs • Building Construction Costs $/Sq. Ft. Per Component • Site and Utilities Costs
¾
Contingencies - Programming Phase - 15%
The Phases - Traditional Consultant Selection Needs Analysis Programming 他 Master
Planning
Schematic Design Design g Development p Construction Documents Bidding or Negotiation Construction Post Occupancy Evaluation
Master Planning Goal: To prepare an easily comprehended and flexible document that creates a basis for future incremental implementation of its components.
Master Planning Note: There is a considerable variation in the complexity of a master plan and indeed in the use of the term. It is frequently interchangeable with the terms f feasibility ibilit study, t d conceptt study, t d needs d analysis and fund raising package.
Master Plan Introduction ¾
General Site Master Planning • Primary Objective - Guide to Growth Over Time • Site Characteristics - Sun, Wind, Topographical • Vegetation, Massing of Facilities • Functional Characteristics • Access and Transportation Characteristics • Connection to Services and Utilities • Zoning
¾
Building Specific Master Planning • Primary Pi Objective Obj ti - Guide G id to t Growth G th Over O Time Ti • Priorities of Development • Phasing Requirements • Interface with Feasibility Study
Master Plan Zoning/Environmental ¾ ¾
¾
Municipal p Authority y Having g Jurisdiction On-Site Issues Impacted by Zoning/environment • Acceptable Land Uses • Building Height • Setbacks and Easements • Floor Area Coverage • Parking Requirements (Distribution Issue) Off-Site Off Site Issues Impacted By Zoning/Environment • Down-Stream Impacts/Department of Oceans and Fisheries • Off-Site Disposal of Excavated Material • Environmental Impact Assessment • Air Ai Q Quality lit • Archaeology • Architectural History • Soils/Water Pollution/Industrial Waste • Noise Generation (Open Air Facility/Mechanical Equipment)
Master Plan Master Plan Committee ¾ ¾ ¾ ¾ ¾ ¾
Members Relationship To Consultant Decision Makers Key Constituents/Problem Constituents C Committee i &C Consultants l L Learn as a Team Consultant and Committee Attendance
Master Plan Feasibility Studies ¾
Goal is to provide accuracy at an early stage of development
¾
Site Master Planning
¾
Functional Space List
¾
Conceptual Design Solution
¾
Cost on a Unit Rate Basis
Master Plan Feasibility Studies ¾
Financial Feasibility y - acceptable p capital p and operating costs
¾
Operational Feasibility - current and future programs and activities
¾
Developmental Feasibility - development in accordance with zoning and planning guidelines
¾
Architectural Feasibility - development meets or exceeds architectural requirements
¾
Phasing Feasibility - required due to limited funds, access to land, etc.
Master Plan Fundraising Initiatives ¾
Extent of Design Effort
¾
Plans, Sections, Elevations
¾
Renderings
¾
Computer Imaging
¾
Video Fly Through
¾
Gift Opportunities
¾
Accuracy of Budget
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Feasibility Study
Feasibility Study Massing Studies
Feasibility Study Conceptual Plans
Feasibility Study
Feasibility Study
Feasibility Study
Feasibility Study
Feasibility Study
Feasibility Study
Feasibility Study
Feasibility Study
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan
Master Plan Torpedoes ¾
How Projects Go Astray
¾
Stratified Decision Making
¾
Unstated Aesthetic Prejudices
¾
Ill-informed Decision Makers
¾
U k Unknown C Costt P Parameters t
Schematic Design Consultant Selection Needs Analysis Programming Master Planning g 他 Schematic
Design
Design g Development p Construction Documents Bidding or Negotiation Construction Post Occupancy Evaluation
Schematic Design Goal: To interpret the functional spaces and relationships of the program - resolve planning and contextual issues within budget constraints and create a working piece of architecture.
Schematic Design Iterative/Interactive Process 他 Client
and Designers Function as a Team
他 Translate
Program g into Architecture
他 Permit
Consensus / Change of Program
他 Reach
Consensus
Schematic Design Design Issues: Objective - Subjective ¾ Relationships, Relationships ¾ Reaching ¾ An
Adjacencies
a Consensus on Aesthetics
Architect’s Architect s Training
¾ What
Price Delight? The Taj Mahal Syndrome
Schematic Design Major Problems ¾ Mandated
Materials
¾ Mandated
Style
¾ Mandated
Efficiency
¾ Mandated
Budget
¾ Fire
Marshall Interpretations
¾ Whim
of a “Power Person”
Schematic Design
Schematic Design
Schematic Design
Schematic Design
Schematic Design
Schematic Design
Schematic Design
Schematic Design
Schematic Design
Schematic Design Planning Pl i Influences Loma Linda University Drayson Center Sit Plan Site Pl
Schematic Design Planning Influences Loma Linda University Drayson Center
Level 1 Floor Plan
Schematic Design Planning Pl i Influences Christopher Newport University L Level l 1 Floor Fl Plan Pl
Schematic Design Planning Influences Texas Christian University Level 1 Floor Plan
Schematic Design Planning Influences Texas Christian University Level 2 Floor Plan
Schematic Design Planning Influences University of California, Davis Level 1 Floor Plan
Schematic Design Planning Influences University of California, Davis Level 2 Floor Plan
Schematic Design Planning Pl i Influences West Jordan Recreation Center/Senior Center Site Plan
Schematic Design Planning Pl i Influences City of Red Deer Collicutt Center L Level l 1 Floor Fl Plan Pl
Schematic Design Interior A hit t Architecture
Interior Ambience
Schematic Design Interior A hit t Architecture
Functional Separations
Schematic Design Interior A hit t Architecture
Color/Lighting
Schematic Design Interior A hit t Architecture
Wayfinding
Schematic Design Interior A hit t Architecture
Distinctive Image
Schematic Design Interior A hit t Architecture
Site Opportunities
Schematic Design Interior A hit t Architecture
Social Spaces
Schematic Design Interior A hit t Architecture
Natural Light/Color
Schematic Design Interior A hit t Architecture
Program Visibility
Schematic Design Interior A hit t Architecture
3-D Interplay of Space
Schematic Design Interior A hit t Architecture
Aesthetics and Equipment
Schematic Design Interior A hit t Architecture
Trends Planning For Change
Schematic Design Interior A hit t Architecture
Maximizing Impact
Schematic Design Interior A hit t Architecture
North Light Glare Free
Schematic Design Interior A hit t Architecture
E Economical i l Materials M t i l
Schematic Design Interior A hit t Architecture
Borrowing Space
Schematic Design
Exterior Architecture
Aesthetic Link To Core Campus
Schematic Design Exterior Architecture
Massing Issues Large Volumes
Schematic Design Exterior Architecture
Sense of Arrival
Schematic Design Exterior Architecture
Campus Style
Schematic Design Exterior Architecture
Re-Imaging
Schematic Design Exterior Architecture
Linking Old and New
Schematic Design Exterior Architecture
A Beacon
Schematic Design Exterior Architecture
Inexpensive Materials
Schematic Design Exterior Architecture
Entrance A Beacon
Schematic Design Exterior Architecture
Regional Context
Schematic Design Exterior Architecture
Innovative Forms
Schematic Design Exterior Architecture
Innovative Forms
Schematic Design Exterior Architecture
Innovative Forms
Schematic Design Site Influences ¾
¾ ¾ ¾
¾ ¾ ¾
Adjacent j Properties, p , Boundaries of Sites and Relationship to Adjoining Streets and Roadways Existing Trees and Vegetation Low and High: Adjacent Buildings, Street Vistas (Existing and Proposed) Orientation, Wind, Sun, Shadow and Micro Climatic Conditions Pedestrian and Vehicular Flow On-Site and Off-Site Utilities and Services - Water, Gas, Electricity, Sewer, Telephone Soils,, Subsoils,, Water Table,, Contours and Topography
Schematic Design Schedule/Budget/Contingency ¾
Preparation p of Schematic Design g Report p
¾
Schedule For Balance of Design Period Design Development to Construction
¾
Schematic Design Budget Estimate • Preliminary Check on Budget Established During Programming and Performance • Analysis to Assess Profitability of the Project Total Project Costs to be Included
¾
Methods M th d off Cost C t Estimating E ti ti • Cost Per Unit Area Based on Design • Component Costing Utilizing Outline • Specification, as Prepared
¾
Contingency - Minimum of 10%
The Phases - Traditional Consultant Selection Needs Analysis Programming Master Planning g Schematic Design 他 Design g
Development p
Construction Documents Bidding or Negotiation Construction Post Occupancy Evaluation
Design Development Goal: To prepare a set of technical drawings that describe basic materials and engineering systems This is a transition from planning systems. and aesthetics to a more technical emphasis.
Design Development Visit Junket #2 他 他 他 他
Evaluate Details/Have a Plan Materials/Equipment/Accessories Engineering Systems All This 2 - 3 Years Out of Date
Design Development Materials ¾
Establish Priorities of Development Surfacing, Lighting, Acoustics
¾
Preparation of Outline Specifications
¾
Material Selection Issues • Technical Data - Literature, Samples • Performance Criteria - Standardized Tests • Durability of Product - Maintenance Requirements • Physical Characteristics - Size, Color, Texture • Past P t Performance/Dependability P f /D d bilit of Source/time • Cost - Review of Budget/Priority of Spending • Value Analysis - In Relation to Priorities
Design Development Engineering Systems 他
Structural Engineering - Clear Span Demands - Wall Projections/Pilasters - Internal Environmental Effects - Aquatics Complex
他
Mechanical Engineering - Verification of Environmental Conditions - Courts, Pools, Etc. - Air Conditioning Requirements - Offices - Impact on Structural, Electrical Systems Design - Noise Generation - Operator Review - System Type, Campus Wide Services, etc. - Review of Operating Costs
他
Electrical Engineering Lighting Levels, Qualities, Types - Direct, Indirect Verification of Ceiling Heights Detect Impact on Structural, Mechanical System Design Determination of Any Specialized Electrical Systems
Design Development Design Meetings / Reports ¾
Project Data Sheets - Trade Sections ¾ ¾ ¾ ¾
¾
Verification of client requirements - criteria Provide detailed information for estimator Establishes completion of design development phase Gives consultants information on materials selected
Meetings ¾
Users, Operators, Maintenance Personal to be Present
¾
Reports Become Agreement Between Designer and Client
¾
Freeze Design at End of Design Development Phase
Design Development Value Engineering ¾
Definition Depends on Source
¾
Assessment of "Value For Money"
¾
Review of Design g Scope p and Technical Design for All Disciplines - Architectural, Structural, Mechanical, Electrical, Site
¾
All Items Reviewed with Respect to "Approved, Pending and Rejected" Cost Savings/Changes
¾
Complete at End of Design Development Rather Than End of Construction Documents
Design Development Computer Aided Drafting ¾
Process of Design - General to Specific
¾
Process of Computer Drawing Specific to General
¾
Accuracy of Drawing Increased
¾
Coordination of Consultants Work is Improved
¾
Incorporation of Changes can be Minimized
¾
Design Development Drawings Converted to Construction Documents
¾
Distance Issues are Minimized Through Modem Transfer
¾
Ease of Production of Updated/Current Documentation
Design Development Schedule/Budget/Contingency ¾
Basic Construction Time and Cost F Framework kE Established t bli h d - Only Limited Adjustments During Construction Documents Phase
¾
Construction Cost Estimate to Account For: - Availability of Labour, Materials, Equipment, - Contractors Anticipation of Other Projects Bid At Same Time, Labour Problems
¾
Represents the Last Opportunity to Bring Design Concept into Line with Original Time and Cost Plans Without Major Rework and Delays
¾
Accuracy of Schedule Forecast Improves as Significant Construction Details and Methods Have Been Established
¾
Design Contingency Maintained at 10%
The Phases - Traditional Consultant Selection Needs Analysis Programming Master Planning g Schematic Design Design Development 他 Construction
Documents
Bidding or Negotiation Construction Post Occupancy Evaluation
Construction Documents Goal: To produce a final set of architectural and engineering drawings and specifications that will permit excellent contractor bids and trouble-free construction. This is the most difficult phase of design to maintain user involvement involvement.
Construction Documents Sequential and Concurrent Work ¾ ¾ ¾ ¾
Where are the drawings? Multiple Offices Sequential Consultant Involvement Complex Issues
Design g Meetings/Reports g p ¾ ¾
Attend Meetings Read Reports
Dumb Questions ¾
There are None
Construction Documents Owner Supplied Equipment 他
Purchased By Owner and Installed Under Terms of the General Contract - Savings to Owner as a Result
他
Detailed Catalogue Cuts Required
他
Timing of Supply of Equipment Critical to Construction Activities
他
Loose Equipment Having Affects on Construction to be Identified
Construction Documents Boiler Plate ¾
Masterformat - Standard Throughout N th A North America i
¾
16 Division Specification Format
¾
Division 0 - Conditions of the Contract • Bidding Requirements • Contract Forms • Conditions of Contract - Supplementary G General l Conditions C diti
¾
Division 0 Often Unique to Client Group
¾
Division 1 to 16 Provides a Flexible System and a Standard Framework for Fixed Sections
¾
Each Section Noted by a 5-Digit 5 Digit Numbering System
Construction Documents Schedule/Budget/Contingency ¾
Construction Documents are Most Time Consuming Portion of Design Process Time is Required
¾
Project Budget • Planning And Design - Prime Consultant - Special Consultant - Design - Special Consultant - Construction - Testing g - Printing - Administration
Construction Documents Schedule/Budget/Contingency ¾ Project Budget - Continued •
Building and Construction - General Contract - Separate Contracts
•
Associated Project Costs - Site Development - Utilities - Furniture - Equipment - Art - Contingency - Minimum 5%
The Phases - Traditional Consultant Selection Needs Analysis Programming Master Planning g Schematic Design Design Development Construction Documents 他 Bidding
or Negotiation
Construction Post Occupancy Evaluation
Bidding or Negotiation Goal: To get the best qualified contractor to build your building at a fair price.
Bidding or Negotiation Contract Types - Project Delivery ¾
Stipulated Sum
¾
Design Build/Turnkey
¾
Construction/Project Manager Construction Manager - At Risk DD Phase Guaranteed Max.
¾ ¾
Bidding & Negotiation Project Delivery Processes ¾
Stipulated Sum Contracts Advantages • Architect in Close Contact with Client • Time Tested - Traditional Contract • Sequential Phasing of Design, Bidding and Construction • Best Price at Time of Tender • Capital Commitment Known at Time of Bid • Public Accountability - As Low Bid Taken
Disadvantages • Sequential Process Thus Time Frame Long • Creation of Powerful "Adversary" The General Contractor • Changes are Expensive and Time Consuming
Bidding & Negotiation Project Delivery Processes ¾
Design/Build (Turnkey) Projects Advantages • • • • • •
Total Cost Commitment Known in Advance Very Competitive Process Builder Responsible for All Errors Little Administration Work Required by Client The Proposal Is a Single "Package" Time Frames can be Dramatically y Compressed p
Disadvantages • Builder is in Control of all Project Actions • Unless Client Produces Detailed List of Requirements, H Littl Has Little C Control t lO Over P Product d t and dP Process • Power of Design Team Reduced as Working for Builder • Liability Issues Become Cloudy as Design Team Working for Builder • Quality of End Product can be Compromised
Bidding & Negotiation Project Delivery Processes ¾
Construction Management Contracts Advantages • • • • •
Provides For Effective Communication Elimination of the General Contractor Efficient use of Joint Expertise In all Phases of Work Construction May Begin Early In Process Work Can Be Bid Sequentially Thus Allowing Control of Expenditures • High Cost of Extras Potentially Reduced
Disadvantages • Success of Project Depends to a Great Extent On Skill of Project Manager • Conflict in Control of Design and Building Process • Total Financial Commitment Unknown Until End of Project • Procedures Result in Extra Fees to Design Team • Process Necessitates Mutual Respect of All Involved
Bidding & Negotiation Project Delivery Processes 他
Contractor Selection Pre-Qualification of General Contractors, Sub-Contractors Open Bid Format Selection Based on Low Bid Selection Based on Preferred Bid
他
Construction Schedule/Liquidated Damages Contractual Obligation to Complete by a Certain Deadline Bonus and/or Penalty Clause
他
Fast Tracking In Response to Fixed Completion Date Design and Construction Activities Overlap Higher Risk Due to Unknowns Budget Accuracy is Suspect- Guaranteed Maximum Upset
Bidding or Negotiation Alternate Bids ¾ ¾ ¾
Valuable Cost/Funding Control Tool Additive/Deductive Don’t Overuse
Bid Grouping ¾ ¾
Evaluation/Award Public/Private Sector
Bid List 6 3 4 1 2 5 7
Jefferson & Co. Lincoln & Co. G. W. Bush & Co. Nixon & Co. Carter & Co. Schwarzenegger & Co. Reagan & Co Co.
$ 2,950,000 2,900,000 , , 2,930,000 2,250,000 2,890,000 2,930,000 3 400 000 3,400,000
Spread All 2 thru 6
$1 1,150,000 150 000 $ 60,000
The Phases - Traditional Consultant Selection Needs Analysis Programming Master Planning g Schematic Design Design Development Construction Documents Bidding or Negotiation 他 Construction
Post Occupancy Evaluation
Construction Goal: To build the building in accordance with the construction documents - on budget, on time with minimal change orders. orders
Project Team Design PhasePhase Construction SURVEYOR TESTING LABORATORY SOILS ENGINEER ENVIRONMENTAL CONSULTANT
OWNER
ARCHITECT • Structural Engineer • Mechanical Engineer • Electrical Engineer • Civil Engineer • Estimator • Specifications • Landscape Architect
CONSTRUCTION MANAGER • Scheduling • Value Engineering • Cost Analysis
CONTRACTOR
*
COMPLETED PROJECT
SPECIAL CONSULTANTS • Programmer • Master Planner • Interior Designer • Aquatic Consultant • Acoustic Consultant • Theater Consultant • Graphic Designer
REGULATORY AGENCIES OSHA TESTING LABS
Construction Job Site Meetings/Reports ¾ ¾ ¾ ¾ ¾
Attend Meetings Read Reports Ask Questions Not a Degree in Construction Owner’s Owner s Equipment
Construction Shop Drawings and the ‘Or Equal’ Dilemma ¾ ¾
Review Equipment/Material Proposals p Understand Institutions Position on the ‘Or Equal’ Clause
Construction Change Orders/Contingency 他 他 他
他
All Buildings Prototypes Function of Contingency Multiple p Causes for Change g Orders - Site Conditions - Owner Changes - MEP/Structural Issues - Architect E & O Ch Change O Orders d A Are N Nott Al Always B Bad! d!
Construction Phase Punch List 他
End Of Construction Period Deficiency - Inspection / Aesthetics - Quality of Construction/Finish - Code Requirements - Building, Health and Safety, Fire, Safety - Datum's - Levels and Plumbness - Deflections - Structural Deflections Under Load - Engineering Systems - Structural, Structural Mechanical Mechanical, Electrical - Building Systems - Walls. Roof. Windows, Floor - Maintenance Requirements
他
Owner's Equipment/Shakedown - Start-Up Process of Equipment - Engineering Systems Orientation - Built in Fittings and Equipment - Users Orientation
The Phases - Traditional Consultant Selection Needs Analysis Programming Master Planning g Schematic Design Design Development Construction Documents Bidding or Negotiation Construction 他 Post
Occupancy Evaluation
Post-Occupancy Evaluation Goal: To ensure that minor omissions are corrected and that any defects that surface during the maintenance period are corrected.
Post-Occupancy Evaluation Retention Fund 他
How Much?
他
When to Release
Post - Occupancy Phase Maintenance Period 他
One Year Warranty y Period as Noted In General Conditions of Contract
他
End of Warranty Period Deficiency Inspection/Meeting - Outstanding Deficiencies (General) - Outstanding Deficiencies (Beyond Contractors Control) - Outstanding Deficiencies or Work (In Dispute) - Guarantee/Warranty Items - Repair Under Warranty - Outstanding Accounts - CCO, CO - Final Account - Agreement of Final Contract Value - Outstanding Documentation - Enquiry Enquiry's s of Contractor - Certificate For Payment - Based on Agreements Above - Maintenance Contracts - I.E. Elevators
Post-Occupancy Evaluation Custodial/House Rules/Staffing 他
Start As You Intend To Continue
Summary Stress Points ¾
¾ ¾ ¾ ¾
Adversarial Owner/ Consultant/Contractor Relationships Unrealistic Initial Budgets Unrealistic Schedules Divergent Quality/Aesthetic Expectations Poor Communication
Summary Keys to Success ¾ ¾ ¾ ¾ ¾
Trusting Owner/ Consultant/Contractor Relationship Realistic Initial Budget Realistic Schedule Clearly Established Quality/Aesthetic Expectations Open Communication
Summary Keys to Success ¾
AND most importantly importantly…
¾
An understanding of how you, the owner relate to the complex design owner, and construction teams that will translate your vision into reality.
Design and Construction 101 Building a Facility from Concept to Completion Presented by: David Body Body, AIA AIA, RIBA RIBA, NCARB Principal - Cannon Design
Robert Johnston,, AIA,, MRAIC,, NCARB Principal - Cannon Design
Colleen McKenna, Associate AIA, LEED Vi President Vice P id – Cannon C D Design i