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EXAC EXAM 4 > 4. Project Management > Flashcards

4. Project Management Flashcards

1
Q

What percentage of the fee is typically allocated to each phase in A13 of the Doc 6?

A

SD 12.5 (12-18%)
DD 12.5 (12-18%)
CD 50 (30-55%)
BID 5% (2.5-7%)
CA 20% (20-35%)

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2
Q

What 3 schedules are included in the 2017 Doc 6?

A

Sched. A - Services (inc. client responsibilities)
Sched. B - Reimbursable Expenses
Sched. C - Time Based Rates

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3
Q

What 4 schedules were included in the 2006 Doc 6?

A

Sched. A - Arch. Services + Client Responsibilities (table)
OR
Sched. B - Arch. Services + Client Responsibilities (text)
OR
Sched. C - Time Based Rates
Sched. D - Client Responsibility

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4
Q

Into what sections is the Doc 6 divided?

A

C Cover + TOC
A Agreement FORM
D Definitions
GC General Conditions
S Schedules

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5
Q

Can the Doc 6 be used by an Architect for services other than design or construction?

A

Yes, studies and facility management or 2 examples.

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6
Q

Is the Architect always the prime consultant in a Doc 6 contract?

A

No, they may be hired as one of several consultants engaged separately by the Client.

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7
Q

In which section of the Doc 6 are the procurement method, fees and budget defined?

A

A Agreement Form

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8
Q

In which section of the Doc 6 are the roles and responsibilities regarding certificates for payment defined?

A

GC 4 General Conditions

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9
Q

Outline the 7 actions that define GOOD project management:

A

1 - Selecting / managing PEOPLE (in house + consultants)
2 - Ensure continuous + effective COMMUNICATIONS
3 - DELEGATING tasks appropriately
4 - arranging & managing MEETINGS
5 - controlling & managing DESIGN CHANGES
6 - managing TIME effectively
7 - PROJECT CONTROL (scheduling + estimating)

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10
Q

Define project management. (2)

A

planning + controlling of performance and execution of the project.

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11
Q

What phases will the PM need to work through?(5)

A

1 - project management
2 - project planning
3 - project EXECUTION
4 - project CONTROL + VALIDATION
5 - project CLOSE-OUT + VALIDATION

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12
Q

How does the ‘Entrepreneurial PM’ view the project?

A

1 - VISION
2 - MARKETING
3 - FINANCE
4 - HR
5 - DELIVERY SYSTEMS

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13
Q

What are the 5 major tasks a PM must coord. during PROJECT CLOSE OUT?

A

1 - PROJECT EVAL (met financial/profess. objectives of firm?)
2 - RECORD DWGs
3 - ARCHIVING
4 - add content that can be re-used to FIRM DATABASE
5 - generate PROMOTIONAL material for RFPs + mktng

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14
Q

Identify the 8 main components of a work plan. (mastering the business of arch)

A

1 - PROJECT DEFINITION (vision - share w team)
2 - WORK BREAKDOWN STRUCTURE (wbs)
3 - TASK LIST (fill wbs with tasks)
4 - SCHEDULE (milestone / bar chart / critical path)
5 - ORGANIZATION CHART (responsibility / communication struc.)
6 - BUDGET
7 - QUALITY MNGMT PLAN (standards / quality)
8 - CLIENT MNGMT PLAN (identify key preferences / taboos / processes)

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15
Q

The work breakdown structure serves what 2 functions?

A

1 - complete work expected by client
2 - identify work outside scope

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16
Q

What 4 guiding principles should be followed when preparing a TASK LIST as part of a work plan?

A

1 - start from SCRATCH every time
2 - keep it SIMPLE
3 - list everything that impacts SCHED. (if in sched or not)
4 - include PM TASKS

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17
Q

What 3 questions define the PROJECT DEFINITION for a work plan?

A

1 - WHY is the CLIENT doing this work?
2 - WHAT PROBLEMS will it solve?
3 - WHAT OPPORTUNITIES will it create?

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18
Q

What 5 components of a BUDGET must be managed as part of the project work plan?

A

1 - direct labour
2 - overheads
3 - other direct costs
4 - contingency
5 - profit

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19
Q

List 13 characteristics of an EFFECTIVE PM.

A

1 - ATTACKS problems aggressively
2 - ORGANIZED
3 - ENTHUSIASTIC about standards, budget control, sched. performance
4 - DELEGATES well
5 - COMMUNICATES well (client, team, etc)
6 - MOTIVATES staff to perform
7 - RESULTS ORIENTED (final outcome in mind)
8 - knows it takes an ENTIRE DESIGN TEAM
9 - LISTENS well to interpret clearly
10 - can CONVINCE client / team of right direction
11 - conscious SENSE OF TIME (time/task)
12 - knows WHERE TO FIND answers for tech. questions
13 - can CONVERSE INTELLIGENTLY w team, client, AHJ, subs, GC

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20
Q

How does a PM execute an organized project? (4)

A

1 - plans
2 - organizes
3 - directs
4 - controls

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21
Q

Who must a PM communicate well with to be effective?

A

1 - clients
2 - EACH team member
3 - people outside the firm

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22
Q

What is a milestone schedule best for?(2) List the pros + cons. (2/3)

A

BEST FOR
• subprojects
• small projects
+ EASY to prep / revise (low cost)
+ FOCUS on deadlines
- don’t show START DATE
- can’t show STATUS
- can’t show interRELATIONSHIPS

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23
Q

What are the PROs of using a BAR SCHEDULE?

A

+ EASILY and commonly understood
+ EASY to prep (low cost)
+ shows START and END dates
+ good for all but the most complex projects.
+ can prep w many SOFTWARES (low cost)

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24
Q

What are the CONs of using a BAR SCHEDULE?

A
  • don’t show interRELATIONSHIPS
  • don’t PRIORITIZE tasks
  • don’t identify CRITICAL tasks
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25
Q

What are the PROs of the CRITICAL PATH SCHEDULING method? (3)

A

+ show RELATIONSHIPS
+ identify task w impact on FINAL DEADLINE
+ provides a HIGH LEVEL of proj. control

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26
Q

What are the CONs of the CRITICAL PATH SCHEDULING method? (3)

A
  • high cost and effort to PREP
  • need regular sched. MAINT.
  • difficult to READ for some team members
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27
Q

What are the 4 steps in executing Critical Path Method (CPM) schedule?

A

1 - IDENTIFY task relationships
2 - ESTABLISH optimum task durations
3 - PREP proj. sched.
4 - DETERMINE critical path tasks

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28
Q

What 3 types of relationships are shown graphically in a CPM schedule?

A

1 - Task A complete PRIOR to START of B
2 - Task A PARTIALLY complete PRIOR to B
3 - Task A completer PRIOR to COMPLETION of B

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29
Q

List the Do’s of scheduling. (4)

A

+ SIMPLIFY process
+ keep team/client INFORMED
+ involve everyone for BUY IN
+ identify RELATIONSHIPS
- don’t forget time for PM TASKS
- don’t avoid telling the client their role in MAINT. sched.

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30
Q

List the Don’t of scheduling. (3)

A
  • don’t forget time for PM TASKS
  • don’t avoid telling the CLIENT their ROLE in maintaining the sched.
  • don’t forget time for changes after review
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31
Q

What 7 questions will help an Arch eval. a workplan?

A

1 - realistic BALANCE of time, cost, performance?
2 - adequately DEFINES project?
3 - logical BREAKDOWN into sequential tasks?
4 - adequate/optimized RESOURCE allocation?
5 - includes CONTINGENCIES
6 - identifies RISKS + propose MITIGATION
7 - illustrate what COMPLETION looks like

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32
Q

What is the typical QUALITY ASSURANCE process?

A

(sim to value assessment)
1 - REVIEW prev / sim projects
2 - IDENTIFY possible improvements
3 - IDENTIFY suitability for incorporations to current proj.
4 - IMPLEMENT improvementsin design process
5 - REVIEW + TEST improvements to validate

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33
Q

Should the construction procurement phase not commence within 3 months of the architects submission of CDs to client, should occur?

A

GC3.3 Probable CONSTRUCTION COSTS shall be adjusted to reflect changes in the general level of prices in the construction industry btwn the date of submission of CDs and RFP date.

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34
Q

In the event that the client makes a claim against the architect, what sort of LIMITS apply to the value of that claim.

A

GC7.2
Claims are limited to the coverage and amount of professional liability insurance carried by the architect.

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35
Q

Is the architect liable for errors in resulting from incorrect manufacturer PRODUCT INFORMATION?

A

GC7.3
No. The arch is entitled to rely on info published by the manufacturer and shall not be held liable for info or representation which is reasonably believes to be accurate.

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36
Q

When can the architect SUSPEND SERVICES in the event that an invoice is not paid by the client?

A

GC8.2
If any invoice submitted by the arch. remains unpaid by the owner for >45 days from date of invoice the arch. may give 7 days written notice to client that services will be suspended.

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37
Q

How do Suspension expenses and Termination Expenses differ?

A

GC8.6
Suspension expenses include expenses directly attributable to susp. of project for which arch. is not otherwise compensated, inc. A’s contractual and employee commitments.
GC8.12
Term. expenses are directly attributable to tem. of project for which A would not otherwise be compensated. ***In addition, an amount for anticipated loss of earnings computed as a % of total fee earned to the time of term. for A’s services:
SD20% DD10% CDs 5%

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38
Q

What LAW will govern the Doc 6 contract?

A

GC9.1 the law of the PROVINCE which is the principal place of business for the ARCHITECT.

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39
Q

In shall occur in the event that NEW or additional TAXES in respect of services in contract are rqrd by Federal, Provincial, Regional or Municipal legislation after the contract is executed.

A

GC12.7
The amount under this contract shall be adjusted to include such taxes.

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40
Q

What is the naming convention for schedules in the Doc 6?

A

PROJ. TITLE + PROJ. # + GEN. DESCRIPTION

(gen descript = service + type + place)

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41
Q

Define the 3 types of occupancy

A

1 - “Unconditional” Scope of work, as outlined by BP, is complete and deemed compliant by AHJ

2 - “Conditional” Full scope of work is not complete, but current progress deemed ‘safe’ by AHJ

3 - “Phased” or “Partial” A portion of the scope is complete and deemed compliant with BP by AHJ

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42
Q

Which of the following tasks must be performed periodically during each phase of a project?

  1. Update the project schedule
  2. Update the drawing software
  3. Update the program
  4. Bill the client

A) 1, 2, 3
B) 1, 2, 4
C) 1, 3, 4
D) 2, 3, 4
E) 1, 2, 3, 4

A

C) 1, 3, 4

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43
Q

What is a full wall schedule?

A
  • used to chart the involvement and responsibilities of all members of the project team
  • techinque requires everyone on the project to work on developing the project schedule
  • facilitates discussion about work tasks, responsibilities, and project deadlines
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44
Q

What is time utilization ratio?

A

Compares the number of hours an emplyee charges to project to the total number of hours for which that employee is compensated

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45
Q

What is direct salary expense?

A

Amount paid to the firm’s work force, excluding the value of benefits such as insurance

Direct personnel expense includes the value of benefits

46
Q

What are net revenues?

A

Total amount of revenue generated by the firm’s own forces

*Excludes “pass through” income such as consultant’s fees and reimbursable expenses

47
Q

A common way of evaluating staff productivity in an architecture firm is to examine

a. direct salary expense
b. the time utilization ratio
c. the net multiplier
d. direct personnel expense

A

c. the net multiplier

net multiplier = net revenue/direct salary expense

The net multiplier expresses how many dollars of revenue come into the firm for each dollar paid to employees

Employees must generate more revenue than their direct salary expense for the firm to conitnue to operate, pay for all indirect expenses, and remain profitable

48
Q

Which type of architectural services fee structure is preferable when a client is embarking on his or her first architectural project and does not yet have a program?

A

Multiple of direct personnel expense

Clients undertaking their first construction project without a program would spend a great deal of time and the archtiect’s time determining needs and making decisions

Programming is not considered part of the archtiect’s basic services

Cost plus fee method, such as a multiple fo direct personnel expense would ensure that no matter how much time was spent on the project, the archtiect would still cover expenses and make a profit

49
Q

A tort may arise from :

a. criminal activity of the architect
b. unauthorized downloading of software
c. negligence of the architect
d. theft of building materials from the project site

A

c. negligence of the architect

Tort is a civil wrong resulting form negligence as opposed to a criminal act

50
Q

Advantages of sole proprietorship of the architecture practice (3)

A
  1. Ease of setting up
  2. Total management control by owner
  3. Possible tax advantages because business losses and expenses may be deducted from the gross income of the business
51
Q

Disadvantages of sole proprietorship of the architecture practice (3)

A
  1. Owner is personally liable for all debts and losses of the company
  2. More difficult to raise capital and establish credit unless the owner’s personal credit rating and assets are adequate
  3. Business may depend on the work and reputation of the owner
52
Q

Advantages of a corporation for the architecture practice (1)

A

Personal assets of stockholders are not at risk if corporation is sued

53
Q

Disadvantages of a corporation for the architecture practice (2)

A
  1. Double taxed
  2. Initial cost and the continuing paperwork and formal requirements necessary to maintain the business
54
Q

What is a joint venture for the architecture practice (2)

A

Temporary association of two or more persons or firms for the purpose of completing a single specific project

  • typically used by architectural firms when a project is too large to be completed by one firm
  • firms should clearly define their share of the services & fees
  • they require special liability insurance on a single project basis
55
Q

What is a departmental organization for a firm?

A
  • project moves through the office from one department to another
  • marketing department, design dept., specs dept.,
  • efficient but communication between departments is a challenge
  • departmental organization may discourage anyone to gain breadth of knowledge
56
Q

What is a studio organization for a firm?

A
  • Each studio is responsible for completing an entire project
  • Projects can be assigned to studios based on their expertise (studio for retail, studio for industrial)
  • Type of organization works well with a strong project manager system
  • Encourage close immediate conversation among studio members
57
Q

For the architect, there are 3 ways duty is established:

A

​1) terms of a contract, whether written or oral

2) legislative enactment, building codes and architectural licensing laws
3) established by architect’s conduct

58
Q

What is liability?

A

The legal responsibility for injury or damage to another person or property

59
Q

What is negligence?

A

The failure to use due care to avoid harming another person or property

60
Q

What is an indemnification clause?

A

Part of the contract that attempts to hold harmless both the owner and architect for any damages, claims, or losses resulting from the performance of any work on the project whether by the contractor or others with whom the architect has no contractual relationship

61
Q

The copyright protection for an architectural work falls into two categories:

A

1) copyright for drawings, specs, and other pictoral graphical representations of the architect’s work
2) copyright for the building itself

62
Q

which of the following is NOT and advantage of a sole proprietorship?

a. ease of establishment
b. liability is limited to the owner’s investment
c. management control by the owner
d. tax advantages

A

b. liability is limited to the owner’s investment
- a sole proprietor has unlimited liability for negligence or other claims against the company, and is subject to claims on personal property and other areas

63
Q

monitoring architectural fees and percentage of project completion is most often done

a. daily
b. weekly,
c. biweekly
d. monthly

A

b. weekly

64
Q

What is the Project Manager responsible for (4)?

A

1 - ensure project proceeds through from program approval to project implementation
2 - keep project on time and within budget
3 - managing the progress of the project : direct internal team, direct & coordinate eng, achieve firm’s financial objectives
4 - provide proper project closeout

65
Q

What are the tasks associated with the PM (5)?

A

1 - planning
2 - scheduling (internally the work)
3 - establish internal budget
4 - billing
5 - manage the project team

66
Q

What is the basis of the work of the Project Manager (3)?

A

1 - Conceive a project
2 - Establish schedule & budget
3 - Complete the project

67
Q

Name 3 aspects of project cost control?

A

1 - Manage the results of the design team
2 - Administer the design & construction of the best possible project within the available funds
3 - Achieve the firm’s financial objectives (profit margin) for the project

68
Q

Name 3 responsibilities of the Project Manager with respect to Consultants & Engineers?

A

1 - Provide engineers with information promptly & clearly to optimize their participation
2 - Ensure that their designs & specs are properly coordinated
3 - Maintain moral & ensure respect of all consultants

69
Q

Good communications require effective management of :

A
  • meetings
  • telephone communications
  • e-mail
  • record keeping: minute meetings, notes, files, etc
70
Q

What should a quality management plan discuss (2)?

A

1 - Client’s expectations
2 - Describe method used to satisfy client’s expectations.

71
Q

Three types of architectural style firms?

A

1 - strong-idea firms: singular expertise / innovation, “stars”
2 - strong-service firms: experience & reliability, clients who want to be involved
3 - strong-delivery firms: highly efficient routine services, clients who want product more than service

72
Q

What is a sole proprietorship?

A

Single, unincorporated owner of an architectural practice.

73
Q

What is a partnership?

A

Comprised of 2 or more partners. It may include “associates” but only the partners bear personal responsibility for control & liability.
Each partner is both jointly & severally liable for the partnership’s obligation. There must be a partnership agreement.

74
Q

What is a corporation?

A

Collective entity authorized to act as an individual business unit. There must be a shareholders’ agreement.

75
Q

What is a partnership of corporations?

A

An architectural practice structured to preserve the individual identity of two or more corporations.

  • enables individual architects to join for advantages of a partnership & advantages of their corporation
  • two or more corporate practices to retain separate identities for certain types of projects, but join forces for others
  • allows bringing together complementary bur differing interest and ownership (i.e. one does architectural, the other drafing / consulting, etc)
76
Q

What are multi-disciplinary firms?

A

Professional companies that include architects & other professions, engineers.
Simplifies communication & coordination

77
Q

What are the three types of internal structure for the office?

A

1 - design teams (in-house studios)
2 - departments
3 - combination of above

78
Q

What three other professional services are required to support the architectural practice?

A

1 - legal
2 - accounting & tax planning
3 - insurance

79
Q

What types of insurance may be required for an architectural practice?

A
  • professional liability insurance
  • office premises & automobiles
  • life and accident insurance
  • disability insurance
  • medical & dental
  • workers compensation
80
Q

Name types of succession planning, their success probability, selling price & plannin horizon (5)

A

1- Dissolution of practice: may be necessary upon death, disease, etc. Contingency planning (ensuring preservation of drawings) is required.

2- Selling the practice (external): low success, low selling price, 1-2 years planning

3- Merge the practice with another firm (external): medium success, medium selling price, 1-3 years planning;
If there is no internal staff available to sustain the practice. The retiring architect will retain greater influence in future.

4- Reappropriation ownership among existing partners or shareholders: medium / high success, high selling price, 1-5 years planning;
If firm has partners prepared to buy the retiring principal’s shares.

5- Accept new partners or shareholders: high success, high selling price, 3-10 years planning;
If existing partners are close to retirement, or want new talent, but longer planning.

81
Q

How to distribute profit?

A

Set % aside as capital reserve, balance may be distributed between shareholders. In “lean” years, use capital reserve.

82
Q

What is income comprised of?

A
  • professional fees invoiced
  • work-in-progress (not necessary if monthly invoicing prof. fees)
  • reimbursable expenses invoiced
  • interest income
  • misc income
83
Q

What are expenses comprised of?

A
  • salaries
  • payroll burden
  • consultant’s fees
  • overhead expenses
84
Q

What must billing rates include?

A

Billing rates must include overhead costs (rent, equipment, secretary, etc).

85
Q

What is a payroll burden?

A

Includes contributions by employer, Employment insurance, Canada pension plan, health taxes, workers compensation IN ADDITION to discretionary benefits (insurance)

86
Q

What is the multiplier factor to put on direct personnel expense to include overhead & profit.

A

Between 1.8 - 3.0
Rule of thumb: 3.125

25% x hourly rate = payroll burden
2x direct personnel expense (payroll + hourly) = overhead
50% x overhead = profit

Total = hourly + payroll burden + overhead + profit

87
Q

What is a utilization factor?

A

% = actual billable hours / total billable hours

Principals: 50%-65%

Senior architects: 70%-80%

Project architect, technical staff: 80%-85%

88
Q

What are available billable hours?

A

Hours available within the year - vacations, holidays, others.

89
Q

How to use time sheets to ensure project is on track?

A

If schematic design was budgeted @ $12,000, and if 1 person @ $40/h is working on it (budget $125/h)

= $12,000 / $125 = 96hours

Utilisation rate 90%

96 x .9 = 2.84 weeks to complete the work

Every week, the work should be 33% advancing

90
Q

How long should documentation be kept for?

A

Until the expiry of the limitation period for pursuing a claim for professional negligence.

Varies between provinces : between 3 & 8 years.

91
Q

What is a “professional standard of care”?

A

Architects are required to provide service with the degree of care & skill that would be rendered by reasonably competent archtiects under the same circumstances & in the same geographic location.

Architect who does not meet this standard may be found to be negligent.

92
Q

What does professional liability insurance provide?

A

Protection from claims of : negligence, honest error or omission.

These claims can hold the architect personally accountable for the damages.

93
Q

Which clause in RAIC Document 6 limits architect’s liability to client?

A

GC 7.2

This clause limits liabilty to client alone, not third parties

94
Q

What do the statute of limitation of each province provide?

A

Time limit when a claim can be made (after x years, no legal proceeding may be undertaken).

95
Q

Is there a time limitation as to recognition of damage (negligence) in the life of the building?

A

No, professional responsibilty & potential liability for each project remains with architect for life.

96
Q
A
97
Q

What are the methods of compensation to the architect (4)?

A
  1. Percentage of the construction cost
  2. Time basis (per diem / hourly)
  3. Lump sum (fixed fee)
  4. Combination
98
Q

Typical breakdown of the architectural fee?

A

Schematic Design : 12-18%

Design Development : 12-18%

Construction Documents : 35-45%

Bidding & negotiation : 2.5-6.5%

Construction Phase : 25-35%

99
Q

BIM Management breakdown of the architectural fee?

A

Schematic Design : 25%

Design Development : 25%

Construction Documents : 25%

  • Bidding & negotiation : 2.5%*
  • Construction Phase : 22.5%*
100
Q

What is the cost to the architect for coordinating engineering consultants?

A

25%-35% of the engineering fee

101
Q

What is an employment agreement?

A

It is a contract, outlines terms & conditions of employment, identifies probationary periods & prevents misunderstandings.

102
Q

What does an invoice sent to the client include?

A

It lists professional services rendered and prices & charges based on the Client-Architect Agreement.

Includes:

  • name of client
  • date
  • project name & number
  • Business Number issued by Canada Revenue Agency
  • List of professional services rendered
  • Fee earned for services rendered to date
  • List of reimbursable expenses
  • Previous payments
  • Taxes
  • Current amount due and payable.
103
Q

If the architect’s fee is based on % of the construction cost, what happens if the contract amount increases?

A

The architect’s fee is applied to the current contract amount + taxes.

104
Q

What is a fee calculation sheet?

A

It is a fee forecast sheet to :

  • determine payroll cost for service
  • identify personnel & consultants
  • assist scheduling in the office & negotiations w client
105
Q

What is a project cost control chart?

A

It is a tool for tracking payroll costs related to a specific project. It can be used as:

  • status report on the project
  • performance evaluation tool
  • reference for future fee calculations
  • warning to know when payroll has ecceeded budget
  • project planning tool
106
Q

What is a time report?

A

Completed on a weekly basis by everyone in firm.

It is used for:

  • basis for remuneration for employees
  • project scheduling
  • monitor payroll cost & scheduling
  • evaluation rool
107
Q

What is an expense claim form?

A

Allowance for travel, meals, etc. Receipts must be attached.

It is used for :

  • accounting records
  • prepare invoices for reimbursable expenses
  • management tool
108
Q

What is a memorandum (memo)?

A

Note when a letter or more formal correspondance is not appropriate.

109
Q

What are minutes of meeting?

A

Document meetings, phone calls & conferences. Record of items discussed / agreed upon.

Purpose of meeting, list of attendees, action column for follow-up.

110
Q

What is a transmittal?

A

Records the routing of drawings, specs, sketches, shop dwgs, samples, etc transmitted electronically or via mail.

Record documentation submitted, date submitted, action expected

EXAC EXAM 4 (5 decks)

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