1. PLANNING AND PRE-DESIGN
<Insert Chapter Name and/or Logo> <Date of Presentation (Optional)>
Session 2
PLANNING AND PRE-DESIGN
Project Delivery
Education Program
Construction Document Technology (CDT)
Preparatory Course
2011
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© The Construction Specifications Institute 2011
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2. AIA
The Construction Specifications Institute is a Registered Provider with The American Institute of Architects Continuing Education Systems. Credit earned on completion of this program will be reported to CES Records for AIA members. Certificates of Completion for non-AIA members available on request.
This program is registered with the AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

3. Learning Objectives
To understand the progress of a project through the necessary stages of programming, planning, and pre-design.
To introduce the basic concepts of feasibility and impact studies, feasibility studies, site selection activities, project budget, and project scheduling.
To gain an insight into the roles and responsibilities of the design and construction teams.
To became familiar with the tripartite relationship.
To identify the factors that affect project delivery.
To briefly introduce the six Project Delivery Methods.
To explore the team selection process.
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4. Session Outline A. Project Conception Project Delivery
STUDY GUIDE: Subject Matter Area No. 2 – PLANNING AND PRE-DESIGN
A. Project Conception
Programming, planning, and pre-design
Feasibility and impact studies
Site selection
Project budget
Project scheduling
Project Delivery
Design and construction services and documentation required
Tripartite relationships among Owner, Contractor, and A/E
Factors affecting Project Delivery
Contract types
Delivery methods
Team selection process
Commissioning process
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5. PLANNING AND PRE-DESIGN
STUDY GUIDE AREA NO. 2
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6. PROJECT CONCEPTION PROGRAMMING, PLANNING, AND PRE-DESIGN STUDY GUIDE: Subject Matter Area No. 2 - A. 1.
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7. Facility Life Cycle Project Conception Stage
Project programmed, planned, or pre-designed by specialists
Due diligence investigations
Site selection
Facility programming
Facility performance criteria
Anticipating cost of the Work
Setting Project schedule
Project Delivery Practice Guide:
6.2

8. Project Conception Stage Facility Programming
Programming process
Starts with defining the problem
Concludes with requirements for developing solution
Timeless, classic book on programming
William M. Pena’s Problem Seeking
Project Delivery Practice Guide:
6.5

9. Facility Programming Pena’s Problem Seeking
Two phase process
Schematic programming
Program development
Four considerations should be identified
Function – What will happen in the Facility?
Form – What will the Facility look and feel like?
Economy – What is the Budget and Quality?
Time – What will the Time be to achieve the Facility?
Project Delivery Practice Guide:
6.5

10. Facility Programming Pena’s Problem Seeking
Five consecutive steps to programming process
Establish Goals – What does the Owner want to achieve?
Collect and Analyze Facts – What is known?
Uncover and Test Concepts – How are goals achieved?
Determine Needs – What is needed and how much will it cost?
State the Problem – What is the direction the design should take?
Project Delivery Practice Guide:
6.5

11. Facility Programming Criteria
Performance factor checklists can identify important requirements for each element of design
Amenity and comfort
Health and safety
Structure
Durability
Operational and maintenance
Project Delivery Practice Guide:
6.6

12. PROJECT CONCEPTION FEASIBILITY AND IMPACT STUDIES AND FACILITY EVALUATIONS STUDY GUIDE: Subject Matter Area No. 2 - A. 2.
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13. Due Diligence Investigations
Owner should conduct studies and evaluations to determine viability of Project
Financial studies
Community impact studies
Site studies
Environmental issues
Hazardous issues
Geotechnical investigations
Archeological surveys
Other governments
Existing facility evaluations
Project Delivery Practice Guide:
6.3

14. PROJECT CONCEPTION SITE SELECTION ACTIVITIES AND PURPOSES STUDY GUIDE: Subject Matter Area No. 2 - A. 3.
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15. Site Selection New facilities will be one or the other
New Project on new site
Addition to or renovation of existing facility on existing site
Under either, an evaluation of site is necessary
Location
Land development regulations
Surrounding conditions
Other site concerns
Acquisition and purchase
Project Delivery Practice Guide:
6.4

16. PROJECT CONCEPTION PROJECT BUDGET STUDY GUIDE: Subject Matter Area No
PROJECT CONCEPTION PROJECT BUDGET STUDY GUIDE: Subject Matter Area No. 2 - A. 4.
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17. Anticipating Cost of the Work
Important to know cost of new facility before proceeding too far into Project Delivery Process
Throughout design process, costs should be continuously monitored
Budget costs should not be confused with construction costs
Project Delivery Practice Guide:
6.7

18. Project Funding
Source of funding influences Project Delivery Method and pricing method to be used
Private – Competitively bid or negotiated, or any other Project Delivery Method
Public – Law requires method that facilitates competition
Project Delivery Practice Guide:
6.7.1

19. Time and Cost Relationship between time and ability to influence costs
Project Delivery Practice Guide:
6.7.2 and Figure 6.2

20. Project Budget Soft Costs
Due diligence studies, programming, and master planning
Design fees
Commissioning fees
Jurisdictional fees
Relocation costs
Terminating leases on existing facilities
Rental agreements on existing facilities
Project Delivery Practice Guide:
6.7.2

21. Project Budget Hard Costs
Site related costs
Construction costs
Furniture, furnishings, and equipment costs
Project Delivery Practice Guide:
6.7.2

22. Project Budget Construction Budget
Biggest portion of Project budget
Bonds and insurance
Products and systems
Labor to construct Project
Construction process administration
Methods of estimating construction costs for budget purposes
Costs per measured unit
Component costs
Systems
Project Delivery Practice Guide:
6.7.3

23. Project Budget Contingencies
Estimating requires contingencies to account for unquantifiable effects of unknowns
Funding sources
Weather
Labor and material shortages
Governmental and regulatory restrictions
Construction delays due to known or unknown geological conditions
Possible presence of hazardous materials
Economic climate at time of procurement
Environmental factors
Infrastructure conditions
Availability of labor and services
Accuracy and completeness of information
Unknown and concealed conditions
Project Delivery Practice Guide:
6.7.4

24. PROJECT CONCEPTION PROJECT SCHEDULING STUDY GUIDE: Subject Matter Area No. 2 - A. 5.
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25. Project Scheduling
Well prepared schedule can make the difference between
A project that progresses smoothly
A project with delays
Characteristics of schedules
Logical succession of steps
Reasonably accurate
Contain appropriate level of detail
Identify decisions to be made
Milestones to be achieved
Contingencies for adjustment for unknowns
Project Delivery Practice Guide:
6.8

26. PROJECT DELIVERY DESIGN AND CONSTRUCTION SERVICES AND DOCUMENTATION REQUIRED STUDY GUIDE: Subject Matter Area No. 2 - B. 1.
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27. Design Team - Roles
Design team universally known as A/E (Architect/Engineer)
A/E endeavors to deliver a facility meeting Owner’s vision and requirements
Variety of ways of obtaining design services depending on Project Delivery Method selected
Project Delivery Practice Guide:
2.3

28. Design Team - Responsibilities
Addresses planning issues, including AHJ requirements
Assists Owner with design program and requirements
Designs the Project
Identifies codes and regulations
Researches, evaluates, and selects products
Produces Procurement and Contract Documents
Administers construction contract
Provides
Quality assurance procedures
Quality control reviews
Project Delivery Practice Guide:
2.3

29. Design Team – Characteristics
Single professional or firm directs, manages, and coordinates diversified collection of design professionals
Work product of A/E known as instruments of service
Design professionals (architects, engineers, consultants)
Educated and specially trained
Have governmental licensure
Practice in a design disciplines
Project Delivery Practice Guide:
2.3

30. Contractor Team - Roles
Contractor endeavors to deliver a complying with Contract Documents
Variety of ways of obtaining construction services depending on Project Delivery Method selected
Project Delivery Practice Guide:
2.4

31. Contractor Team - Responsibilities
Construction services
Cost estimating
Time scheduling
Contracting
Procurement (Bidding, Negotiating, Purchasing)
Management of construction
Construction requires
Knowledge of Its numerous components
Management skills
Trade specialists to perform particular portions of the Work
Project Delivery Practice Guide:
2.4

32. Questions?

33. PROJECT DELIVERY TRIPARTITE RELATIONSHIPS AMONG OWNER, CONTRACTOR, AND A/E STUDY GUIDE: Subject Matter Area No. 2 - B. 2.
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34. Tripartite Relationship
Simplest manner of explaining essence of a Project is between three diverse groups
Project Delivery Practice Guide:
5.2 and Figure 5.1

35. PROJECT DELIVERY FACTORS AFFECTING PROJECT DELIVERY (E. G
PROJECT DELIVERY FACTORS AFFECTING PROJECT DELIVERY (E. G., EXTENT, TIME, COST) STUDY GUIDE: Subject Matter Area No. 2 - B. 3.
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36. Factors Affecting Project Delivery
Encompasses contractual relationships necessary to establish a sequential process of design and construction activities that converts a conceptual idea into a completed and occupied facility
Quality is a balance between Extent (Scope), Cost (Budget), and Time (Schedule)
Owner’s capabilities
Extent of the Work
Time for the Work
Sequencing
Scheduling
Fast-track scheduling technique
Project Delivery Practice Guide:
7.1 and Figure 7.1

37. Factors Affecting Project Delivery
Cost of the Work
Stipulated/lump sum
Unit price
Cost plus a fee – fixed fee – guaranteed maximum price
Penalties, bonuses, and incentives
Shared savings
Liquidated damages
Project Delivery Practice Guide:
7.1.3 through 7.1.6

38. PROJECT DELIVERY CONTRACT TYPES STUDY GUIDE: Subject Matter Area No
PROJECT DELIVERY CONTRACT TYPES STUDY GUIDE: Subject Matter Area No. 2 - B. 4.
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39. Contract Types Dependent on Project Delivery Method
Prime Contract – Original Contract between two original parties for an original purpose
Subcontract – When either party to prime Contract enters into another Contract that will be part of the original purpose
Project Delivery Practice Guide:
5.6

40. Contract Types Single-Prime Contracts
Project Delivery Practice Guide:
Figure 5.2

41. Contract Types Multiple-Prime Contracts
Project Delivery Practice Guide:
Figure 5.3

42. PROJECT DELIVERY DELIVERY METHODS STUDY GUIDE: Subject Matter Area No
PROJECT DELIVERY DELIVERY METHODS STUDY GUIDE: Subject Matter Area No. 2 - B. 5.
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43. Facility Life Cycle Project Delivery Stage
Encompasses contractual relationships necessary to establish a sequential process of design and construction activities that converts a conceptual idea into a completed and occupied facility
Design-Bid-Build (D-B-B)
Design-Negotiate-Build (D-N-B)
Construction Management (CM)
Agent or Advisor (CMa)
Contractor (CMc)
Owner-Build (O-B)
Integrated Project Delivery (IPD)
Project Delivery Practice Guide:
7.1 and Figure 3.1

44. Project Delivery Design-Bid-Build (D-B-B)
Project Delivery Practice Guide:
7.2 and Figure 7.3

45. Project Delivery Design-Negotiate-Build (D-B-B)
Project Delivery Practice Guide:
7.3 and Figure 7.4

46. Project Delivery Construction Management as Advisor or Agent (CMa)
Project Delivery Practice Guide:
7.4 and Figure 7.5

47. Project Delivery Construction Management as Contractor (CMc)
Project Delivery Practice Guide:
7.4 and Figure 7.6

48. Project Delivery Design-Build (D-B)
Project Delivery Practice Guide:
7.5 and Figure 7.7

49. Project Delivery Owner-Build (O-B)
Project Delivery Practice Guide:
7.6 and Figure 7.8

50. Project Delivery Integrated Project Delivery (IPD)
Traditional
Design
Method
Integrated
Design
Method
Project Delivery Practice Guide:
7.7 and Figure 7.9

51. PROJECT DELIVERY TEAM SELECTION PROCESS STUDY GUIDE: Subject Matter Area No. 2 - B. 6.
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52. Team Selection Process
Important to allow sufficient time for Work to be properly performed
Emphasis of selection should be on
Education, practical experience, and skills of participants
Developing a harmonious team focused on same goal
Appropriate organization and coordination
Facilitating effective and efficient communications
Project Delivery Practice Guide:
2.6 and 2.6.1

53. Selecting Design Services
Usually based on following rather than lowest price
Qualifications
Experience
Unique design skills and requirements
Appropriate for Project requirements
Consistent with Owner’s vision
Primary selection methods
Direct selection/negotiation
Request for proposal
Design competition
Project Delivery Practice Guide:
2.6.2

54. Selecting Contractor Services
Dependent on Project Delivery Method
Lowest competitive bidder (not always the best way)
Reputation
Previous relationships with Owner or A/E
Special qualifications or experience
Primary selection methods
Bidding and negotiating
Qualifications
Project Delivery Practice Guide:
2.6.3

55. Selecting Construction Services
Construction Manager
Agent or advisor
Contractor
Design-Builder
Direct selection
Competitive bidding
Request for proposal and qualifications
Project Delivery Practice Guide:
2.6.3

56. PROJECT DELIVERY COMMISSIONING PROCESS STUDY GUIDE: Subject Matter Area No. 2 - B. 7.
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57. Total Project Commissioning
Independent specialists, known as commissioning authority or agent, not affiliated with Project Team
Engaged to verify construction quality with Owner’s Project requirements
Different from normal construction administration which verifies quality with Contract Documents
Document Owner’s Project requirements, proposes a basis of design solution, and specifies how systems and assemblies work together
Proactively attempts to ensure, rather than control, quality
Project Delivery Practice Guide:
2.8

58. Review Outline A. Project Conception Project Delivery
STUDY GUIDE: Subject Matter Area No. 2 – PLANNING AND PRE-DESIGN
A. Project Conception
Programming, planning, and pre-design
Feasibility and impact studies
Site selection
Project budget
Project scheduling
Project Delivery
Design and construction services and documentation required
Tripartite relationships among Owner, Contractor, and A/E
Factors affecting Project Delivery
Contract types
Delivery methods
Team selection process
Commissioning process
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59. Questions?