Source: https://www.architekwiki.com/wiki/category/process
Timestamp: 2018-03-22 10:11:47
Document Index: 579059056

Matched Legal Cases: ['art 3', 'art 1', 'art 2', 'art 1', 'art 2', 'art 3', 'art 3', 'art 1', 'art 2', 'art 2', 'art 1', 'art 3']

One Key Ingredient Of Frosted Glass
I recently shared some (poor) photos of the final result of our adventure with frosted glass. Check them out here.
How we got to the final result is a more interesting story. After all, you aren't interested in duplicating our design; you will have a different project to use frosted glass on - drinking and dining establishments, office or conference room glass walls, and many more. I saw a fascinating wall in a Rem Koolhaas building at the IIT campus in Chicago. Google 'Rem Koolhaas IIT campus' to see the context and other interesting features of the building. The photos below show a similar idea to frosted glass. I suspect that this was done with a printed translucent image sandwiched between two sheets of glass.
The overall image on the left was created from the "pixels" on the right. Are you inspired yet?
Getting Organized To Apply For A Building Permit
Every project needs a building permit. Jurisdiction doesn't change the code that you must comply with, but it often changes the process of obtaining a building permit. I like to apply for the permit before going out for bids so that any changes that are required by the plan review can be included before the bids are received.
The components of a permit application are jurisdiction, the application paperwork, the printing of sets of drawings / specifications, delivery, and the response to the inevitable corrections letter.
Make a confirmed determination of jurisdiction as early as possible in the design process.
Determine the city in which the project will be located.
If the building has an occupant load UNDER 100, then the city where the project is proposed is usually the authority having jurisdiction. Verify this by calling the city’s building official.
If the building has an occupant load OVER 100, then the authority having jurisdiction may be a larger government body - the county, or state.
Determine how long the review will take before we are notified of approval or conditions.
[This is a good place to store the circumstances that you normally find, so that you learn as you go.]
Research the application requirements of the jurisdiction
Obtain/print the application forms
Pencil-in the information for the application that is known
Gather unknown info for application
Determine who has to sign and how the signature will be obtained
Complete the final application form
Save a PDF for the file
Determine the number of sets of drawings required.
Building permit may be phased, in which case just the applicable drawings are needed.
Final permit requires all drawings of all disciplines.
Order loose sets of just their discipline delivered to consultants.
Consultants sign and stamp drawings.
Place a second order that includes first picking up the consultants' loose sealed sets.
The architectural sets are then printed and bound with the already signed/stamped consultant sets.
Have the sets delivered to the architect for signing and stamping and local delivery.
End here unless delivery will be by shipping the drawings.
If the sets of drawings need to be shipped, then the architect's process is like the consultants' process.
Final step is to have printer pick up all loose drawings, cover letter, application and check.
Printer binds sets and ships for us.
Confirm this last step with blueprint house.
Hand deliver drawings with application if local.
Use office credit card or a check to pay application fee.
Corrections Letter Response
Once the plans have been reviewed, there is often a need to clarify or change the documents based on a Corrections Letter from the authority having jurisdiction.
The letter will list the needed corrections for, or conditions of, approval.
Share the letter with our consultants and get their responses or corrected documents that address the issues under their control.
Document how we plan to comply as demonstrated in the example letter. Use this example as a model to start the response to the Corrections Letter.
You will almost certainly want to modify this process for your circumstances. But the point is to have a plan that you work toward implementing while you are completing the drawings and preparing to go out for bids. We have found in recent years new code-related requirements are cropping up. Two that come to mind are:
showing documentation on the drawings of how special inspections (IBC requirement that jurisdictions interpret differently) will be completed and by whom, and
showing occupant loads, and exit capacities on the drawings.
Having a documented process makes it easier to hit all the compliance bases without losing your momentum or encountering delays.
The Construction Administration Phase - Part 3
Continuing with the Architect's final tasks during construction...
Some projects don't have changes, but nearly all do. Humans are fallible. Owner's change their minds. Better ideas come to light. In each case the contract for the construction work needs to be amended by a Change Order. The Change Order states the amount of money for the change, a description of the work it encompasses, any change in project duration, and any background information like details, pricing, and so on. The dollar amount of the Change Order may increase or decrease the Contract Sum. Not surprisingly, increases outnumber decreases by about 20 to 1 in both quantity and amount of money. Owners do not like Change Orders. The Serene Architect avoids Change Orders.
See this article. When the project is nearly complete, a Punch List is prepared to determine any work needing correction. It is in everyone's interest to correct the work as it proceeds, and the Punch List isn't intended to be a list of what is left to be done. Some Owners want to be involved, most do not. Your engineering consultants should make their own reviews and lists. Once complete, the Punch List is given to the constructor to oversee completion of the items; and the Architect makes one or more re-visits to confirm that the work has been corrected acceptably. Getting subcontractors to return for an hour's worth of work is challenging. But the project can't be closed out until the Punch List is complete.
An AIA form is often used to document this milestone, and many contracts require its documentation. Sometimes Substantial Completion is the trigger for retainage (money held back from pay requests) to be reduced or released. If the project is bonded, the constructor's surety must give consent to any change in the amount retained by the Owner. The main prerequisite for declaring that the project is substantially complete is having received a Certificate Of Occupancy from the authority having jurisdiction. The Certificate of Substantial Completion documents the constructor's and the Owner's agreement on when insurance will change hands, when responsibility for security will change over, what remains to be complete and by when, and the start date for warranty periods.
The process of closing out a project is the reason that the end of the Construction Administration Phase is blurry. You and the Owner want to receive a number of documents. The Owner still has to make the final payment to the constructor, and that is the only leverage for ever getting those documents. Here is a listing:
Project Record Documents,
Operation and Maintenance Manuals,
Warranties and Bonds,
Consent of Surety (if bonded),
Record drawings and manuals are required from all trades.
Because many warranties lapse after one year, it is a good idea to make a walk-through at about ten months after Substantial Completion. Some Owner-Architect agreements require it. If not, you might offer it as an additional service or look upon it as a marketing opportunity. Most things that are warranted are not items that you can check visibly. Often you will need to interview those who would know whether anything leaks, the AC works, hardware functions, etc. Having overseen the completion of these warranty items, the project is complete and the Construction Administration Phase ends.
Construction Administration - Part 1
Construction Administration - Part 2
The Construction Administration Phase - Part 1
The vast majority of the posts that you will find here are about the designing of buildings. The goal of design, of course, isn't a design, but a building. The construction of the building isn't (normally) the Architect's responsibility - the General Contractor or Construction Manager has that role (hereafter referred to as constructor). However the Architect does have a role in seeing that what is built meets the documents that he/she has prepared, and that the Owner receives the building that he/she has paid for.
The Construction Administration [CA] Phase usually starts when the
constructor receives a signed contract or a Notice To Proceed [NTP]. The end of the CA Phase is often blurry, but is roughly when the Owner occupies the building. No two projects are the same, however the main tasks during this phase are described below.
As soon after the the constructor is selected as you can arrange, hold a kick-off meeting. This is referred to as the Pre-Construction Meeting. Here is a typical agenda. This is a one-time affair, but you might want to hold similar meetings just before the start of critical parts of the project to make sure everyone is on the same page, e.g. masonry, roofing. In each case the purpose of the meeting is to make sure the contractors understand what is required and expected of them.
Multiple times during construction there should be meetings to discuss progress and any issues/problems that have arisen. The tighter the schedule the more frequent these meetings should be, but they are normally held monthly, bi-weekly or weekly. The constructor is supposed to run these meetings, but it is not unheard of for the Architect or even the Owner to be in charge. The constructor often uses these meetings to remind his subcontractors of safety procedures, establish access to, and use of, the site and similar issues. The main purpose, though, is to discuss progress and what problems need to be overcome to stay on schedule. Sometimes the constructor needs 'help', and it is OK to offer advice; but be careful that you don't dictate ways and means, which are the constructor's responsibility. You could be held responsible for your directions if there are problems.
Some of the work is tested by a third party, who submits a report on the findings. You will need to review these reports promptly to determine if the work meets the specifications; and, if not, take action to have it corrected. Except for remodeling projects, the soil compaction and concrete strength are normally tested. Masonry mortar and grout, roofing, paving are often tested. The International Building Code requires 'Special Inspections' for many buildings, although the local authorities having jurisdiction often interpret this requirement in vastly different ways.
In Part 2 and Part 3 I will cover submittals, pay requests, site visits, RFIs, Change Orders, punch list, Certificate of Substantial Completion, close out, and warranty inspection.
Bridging Construction: A Project Delivery Method
OVERVIEW OF “BRIDGING” CONSTRUCTION
“Bridging” is a hybrid of Design/ Build and traditional Design-Bid-Build. The selection of the Project Delivery System, i.e. how you are going to get your facility designed and built, has a great impact on the outcome of the project because it determines the environment in which issues of quality, cost and schedule will be decided.
Bridging was popularized by George Heery. Bridging saves time and money as compared to Design-Bid-Build. Bridging controls costs as compared to Design/ Build by getting a defined cost for a defined scope of work, rather than an undefined scope of work.
The Steps of the Process are somewhat familiar and fall into the three phases listed below.
In all project delivery systems, a Schematic Design comes first. The Site-Related Permits should be resolved as soon as a site plan can be agreed upon. These are permits such as zoning, wetlands, NPDES, highway encroachment.
A key feature of Bridging is that you have a well-defined scope of the project which is represented by the Design Phase drawings and specifications which include the bidding documents.
Schematic Design documents for a Design/ Build project delivery are notoriously vague, but you get a fixed construction cost. Whenever that vagueness doesn’t produce the result you need, the construction cost goes up. Even a Guaranteed Maximum Price clause crumbles before these “changes in scope”.
With Design-Bid-Build, when Schematic Design documents are complete you have your architect’s estimate of costs; but it could be month’s before you have the hard numbers that bidding brings.
For public projects, which require open bidding, you solicit bids from Design/Builders in a process similar to the normal bidding process:
• Place a legal advertisement in the newspaper and place the bidding documents on file with Dodge Reports. Specific Design/ Builders might be contacted informally to make sure they are aware of the project.
• Potential bidders obtain bidding documents which describe the project in detail and specify what will be required of them – bonds, insurance, previous experience, specific time for completion, etc.
• Sealed bids are received at a public bid opening.
Based on the submitted information and reference checks, the best bid is awarded the contract. The Contract is based on an industry standard – the American Institute of Architects Document A191, Part II, Standard Agreement Between Owner and Design/ Builder.
The Final Design for the project is prepared by the Design/ Builder or his associated design firm which provides for:
• Verification of Scope.
• Obtaining Building Permits.
During this phase, you and your architect review and approve all documents. You and your architect provide overview of the building permit process. You and your architect review Submittals and Construction to verify Proper Scope and Quality.
There is also review of progress to verify that the schedule is being met and that the amounts of pay requests are legitimate. Your Architect is available to assist with the management of any changes that you make or that are suggested to you.
The Design/ Builder who is awarded the bid is completely responsible for design and construction of the project so you have one point responsibility for any issues which arise. The Design/ Builder cannot increase the cost of the project unless you change your plans.
The Steps Of The Process When Bridging Construction
Hire your architect.
Work with your architect to develop a concept of how the spaces you need will be arranged.
Your architect refines these ideas into detailed plans for your approval.
Requirements for building systems such as heating and air conditioning are determined with your architect's guidance and added to the drawings.
Other requirements for finishes, fixtures and equipment are decided upon and specified in the documents your architect prepares.
Your architect prepares a bid package of building requirements: drawings, specifications, contractual requirements and bidding procedures.
You place an legal ad for the project, and bidding documents are ditibuted to interested Design/ Build firms.
On the due date for receipt of bids, you and your architect open the bids and evaluate the results.
The Design/Build firm with the best bid, which is usually (but not always) the lowest price is awarded the work.
Your architect draws up a contract between you and the selected Design/Build firm.
Your Design/Build firm begins work on the construction drawings that he requires for subcontracting the work and for building permits.
Any demolition or grading work can usually begin at this point.
Your architect periodically reviews the Design/Build firm's final drawings as they are prepared to make sure that your criteria are incorporated.
The Design/Build firm obtains the building permits and begins work.
Your architect reviews submittals from the Design/Build firm and the ongoing construction to verify the specified levels of quality.
Your architect reviews and approves the Design/Build firm's applications for payment.
 You Have One-Point Responsibility For The Final Construction.
 You Have A Knowledgeable Advocate On Your Side Throughout The Project.
 You Have A Firm Price Early In The Process.
 You Save Time And Cost Over The Traditional Design-Bid-Build Process.
 You Receive Better Value Than The Design-Build Process.
Project Delivery Methods: Part 3 - The Hybrids
Project Delivery is the method chosen for the design and construction of your building project. There are over a dozen project delivery methods in common use, and more to come with the advent of true BIM. Fortunately all the methods fall into two main categories - design-bid-build and fast track. (See Part 1.) All the other variations amount to different contracting methods for providing one of these two styles of project delivery. (See Part 2.) It is important to resolve the Project Delivery Method early in the process, because you cannot easily change methods because of existing contracts, fees and relationships.
Two Additional Wrinkles
Any of these methods can be further complicated by 'Multiple Primes' and 'Work By Owner'.
Multiple Primes means that several contractors work directly for the Owner instead of just the General Contractor. Multiple Primes will affect the development of the construction documents and the amount of work required of the architect during construction.
Work By Owner is similar. The 'Work By Owner' may be work that the Owner will perform with his own employees or a separately contracted entity. If this work will happen simultaneously with the other construction, there will be coordination issues for the contractor and perhaps coordination with the design work as well. A couple of examples are security and wiring, graphic design and signage, or perhaps interior design and furnishings.
One Last Option - 'Bridging'
Bridging is a hybrid method invented by Heery and Heery, an Atlanta architectural firm. Bridging maintains many of the best features of the various project delivery methods. Here is how it works. The Architect develops a sophisticated preliminary design based on the Owner's needs and budget. The focus of the design is the Owner's core needs, what is important to the Owner. This design forms the basis for bidding the project to several Design/Build firms, who are urged to use their creativity in delivering a solution to the preliminary design. The Architect assists the Owner in awarding the design/build contract and remains in a consulting role through the final design and construction. The benefits are that the Owner has someone on his team throughout the process, the Architect; and he has one point of responsibility for the final product, the Design/Builder.
Which method is the best? I am partial to Design-Bid-Build (no surprise) with a contractor hand-selected to provide the work on a cost-plus fee basis. If any part of the project goes over budget, you can work with the contractor to re-design and re-bid. If you have an adequate number of alternate bids up front, which is one of my favorite tactics for bringing a project in on budget, the 're-design and re-bid' actually amounts to just adding the features you can afford from the alternate bids that have been obtained.
My next choice is Bridging if the circumstances are right. Bridging works particularly well for a project that is out of town. We have experienced just about every type of Project Delivery. With the right contractor, construction manager or design/builder and with complete and competent design documents any method works well.
Project Delivery Methods: Part 2 - The Contract Options
Project Delivery is the method chosen for the design and construction of your building project. There are over a dozen project delivery methods in common use, and more to come with the advent of true BIM. Fortunately all the methods fall into two main categories - design-bid-build and fast track. See Part 1. All the other variations amount to different contracting methods for providing one of these two styles of project delivery. It is important to resolve the Project Delivery Method early in the process, because you cannot easily change methods because of existing contracts, fees and relationships.
The Project Delivery Contract Methods
The traditional method of contracting for design and construction is for the Owner to hire an Architect and a Contractor, who is selected through the bidding process. A variation is for the Owner to hire the Contractor based on other criteria than bidding. In this case the Contractor is often paid the cost of the work plus a fee.
The design/build method of contracting involves the Owner selecting a design and construction team based on proposals, competition or a preliminary design. The Owner has the benefit of one point of responsibility for both the design and the construction. Because the design is not complete, it is very likely that 'issues' will arise that were not included in the cost. Often this contracting method includes a Guaranteed Maximum Price. What is 'guaranteed', in my opinion, is the Design/Builder's profit. A change in the scope of the project always comes at a price - more money or elimination of something else.
The construction management method of contracting for design and construction comes in two flavors. The Construction Manager may be the constructor, and thereby at risk, or he may be an advisor where he is paid a fee. This second flavor makes the Construction Manager similar to the Architect. In either case the Architect may work for the Construction Manager, although this almost never happens when the Construction Manager is an advisor.
You will note that some of these project delivery methods are set up to have the Architect working for someone besides the Owner. Be aware that who the Architect works for affects his loyalty. It isn't realistic to expect the Architect to side with the Owner of the project against his client, who he may have an on-going relationship with. Most contractors, not all, would prefer to have the architect work for them so that they can control the architect and his scope of work. Again, be aware.
In Part 3 we will look at some additional wrinkles that create hybrid methods.