CHOP 6.1 - PREDESIGN

Question 1

Feasibility Study

Answer 1

A report which outlines the research and subsequent analysis to determine the viability and practicability of a project. A feasibility study analyzes economic, financial, market, regulatory and technical issues.

Question 1

Business Case

Answer 1

A document developed to establish the merits and desirability of the project and justification for further project definition and the commitment of resources.

Question 2

Functional Program

Answer 2

A written statement which describes various criteria and data for a building project, including design objectives, site requirements and constraints, spatial requirements, relationships, building systems and equipment, and future expandability.

Question 3

Gap Analysis

Answer 3

An analytical tool that identifies the difference between a current state and the desired state.

Question 4

Pre-design Services

Answer 4

The architectural services provided prior to the schematic design phase which assist the client in establishing a functional program as well as the project scope, including a financial and scheduling plan.

Question 5

The possible pre-design services that an architect may perform are far-reaching. This handbook describes some of the common examples, including:

Answer 5

• business cases and feasibility studies;
• project budgeting and cost planning;
• life cycle cost studies;
• functional programming;
• space relationships/flow diagrams;
• space planning and optimization;
• organizational and business planning;
• site evaluation and selection;
• master planning and urban design;
• building condition assessments;
• as-found drawings;
• project management framework;
• client-supplied data coordination;
• project scheduling;
• authorities having jurisdiction (consulting/review/approval);
• land-use analysis and re-zoning assistance;
• building code and fire safety analysis;
• presentations and project promotion (including public engagement and business collateral);
• design competitions brief or proposal calls documentation.

A project that has invested in pre-design work is more likely to be delivered on time, on budget, and to the client’s expectations.

An architect may also perform or coordinate other pre-design services, additional to those listed above. These services often require collaboration with experts in other fields.

Question 6

Pre-design Services and Team Organization

Answer 6

Certain pre-design services, including many of the above-noted examples, will require the skills of specialist subconsultants to deliver.

The definitions of some of the typical pre-design services are often subject to different interpretations by all stakeholders involved in a design-construction program. For example, the term “program” can imply different things to different members of the team, and to the client. A “program” in the context of design refers to the document that contains the functional requirements that the design must satisfy. In a project management context, it refers to a grouping of projects and operations that are coordinated and managed together for greater efficacy.

Each architectural practice must decide whether it wishes to employ pre-design expertise in-house or offer these services via subconsultants.

Question 7

Setting Up Project Workflows and Systems

Business Cases and Feasibility Studies

Answer 7

A business case is a document that justifies the financial investment and resources to turn an idea into reality. Information in a business case includes the background of the project, the expected business benefits, the options considered (with reasons for rejecting or carrying forward each option), the expected costs of the project, a gap analysis or the variance between business requirements, current capabilities, and the expected risks.

Question 8

Business cases provide analysis on:

Answer 8

1) the background of the project;

2) the expected benefits, including financial benefits;
alternative options (with reasons for rejecting or carrying forward each option);
the expected costs of the project;

3) a gap analysis demonstrating the difference between the current state and the expected state upon completion of the endeavour;

4) possible risks, including both threats and opportunities;

5) analysis of the “doing nothing” option to account for the costs and risks of inactivity;

6) recommendations and plan for proposed next steps.

Question 9

Feasibility Studies

Answer 9

Feasibility studies take many forms, but they generally expand on the financial focus of a business case by considering the broader macro-economic, regulatory, political, social, operational, and technical practicalities of an initiative, often incorporating:

1) official plans and community plans;

2) zoning and land-use controls;

3) designated activity districts within cities;

4) transportation issues;
heritage districts;

5) community organizations and concerns;

6) civic design panels;
building codes;

7) environmental issues.

Question 10

Budgeting, Cost Estimating and Financial Planning

Answer 10

A budget is not a cost estimate, but a determination of the worth of the project to the client. In simple terms, a cost estimate must be compared against the budget. If the cost estimate is lower than the budget, the project may be worth undertaking. If the cost estimate is higher than the budget, the project may not be worth doing.

More detailed financial breakdowns, such as land costs, hard costs, soft costs, carrying costs and contingency, are usually first addressed at the pre-design phase

Financial plans break out these costs and are typically presented as a “pro forma,” not usually prepared by the architect, including:

1) hard development costs (construction and land costs);

2) soft development costs (such as professional fees, realtor fees);

3) financing and carrying costs;
market revenue analysis;
escalation;

4) rates of return on investment and capitalization.

Of these parameters, the architect can usually only comment on construction costs and professional fees. Other experts will be required to provide the client with the complete program cost estimate.

Question 11

Life Cycle Cost Analysis

Answer 11

Architects can assist building owners and operators to understand the long-term financial commitment implied by their up-front capital investment in a building. Life cycle cost analyses are often used to demonstrate the return on investments of various energy-conserving strategies which may be under consideration for the project. The viability of leasing instead of building may also be shown by this kind of study.

Question 12

Functional Programming

Answer 12

Functional programs may also be called design briefs, facilities programs, building programs, architectural programs, statements of requirements, space needs or, simply, programs. Regardless of the title, the purpose of a program is to identify the problem to be solved by asking fundamental questions, such as:

1) What are the client’s needs and objectives?

2) What is the scope of the project?

3) How much and what type of space is needed?

4) What kind of site is needed?

5) How will the spaces and systems relate to one another?

6) How will the facility adapt over time?

7) What other information is required to develop a proper architectural response? What are other constraints?

In preparing a functional program, the architect examines the client’s world in detail to uncover the cost, time, performance and formal criteria for evaluating later design solutions. When an architect reviews a program provided by a client, the architect must comprehensively, tactfully and proactively comment on the program to identify challenges, conflicts and risks.

Question 13

The programming process seeks to answer the following questions:

Answer 13

1) What is the nature and scope of the project parameters, needs and opportunities?

2) What information is required to develop a proper architectural response?

3) How much and what type of space is needed?

• What space will be needed in the next five to 10 years or longer to continue to operate efficiently?

Question 14

Preparing a functional program

Answer 14

A program may be a simple summarizing spreadsheet, or an exhaustive document which captures extensive information and data. As such, the architect should understand the client’s requirements and negotiate an appropriate scope, additional to any “basic” services being provided to the client. The time and money invested in programming will provide the design team and stakeholders with a clear idea of a building’s purpose, resulting in more effective design solutions.

During this iterative process, architects typically observe, document and analyze the uses intended within the prospective building.

• The user, functional areas, volumes per activity, precedents.

Additionally, the architect must also consider how the program relates to other external factors

• The site, environment, local infrastructure, regulatory…

With this information, the architect can then develop approximate floor areas, and document any special technical considerations

• Critical dimensions, durability, hardware requirements…

Question 15

The process of functional programming results in a report which typically includes items such as:

Answer 15

1) the client’s goals and values

2) a stakeholder “charter” describing the shared vision and design principles for the project

3) itemized site requirements, such as parking, circulation, orientation, transportation and accessibility

4) a summary table of space types and areas (see Table 1 below)

5) detailed space data sheets (see Table 2 below), which include information such as: Activities, separations, special technical requirements per space.

6) a space-relationship (or “bubble”) diagram (see Figure 2) which graphically depicts:

• the relative sizes of spaces and their relationships to one another
• the primary entry, egress and circulation patterns
• any site considerations which the design should respond to, such as solar orientation, views, prevailing winds and noise

7) financial requirements, projected cash-flows, anticipated life cycle costs and a preliminary budget

8) project phasing, scheduling and milestones

9) a regulatory approvals strategy, including land use, building code and other applicable restrictions

10) a proposed procurement and project delivery method

11) community goals and concerns

12) ecological and environmental concerns

13) a recommended construction project delivery method

Question 16

Summary of Space Types for a Custom Residence

Answer 16

Table 1

Question 17

Sample Detailed Space Data Sheet

Answer 17

Table 2

Question 18

ample Space Relationship and Flow (Bubble) Diagram for a Residence

Answer 18

FIGURE 2

Question 19

Programming Skills

Answer 19

The programmer must develop the ability to understand a client’s philosophy, values and management style in areas such as:

1) Organizational Behaviour

2) Decision making

3) Success measurement

4) Future objectives

5) Environmental and social responsibility

In addition to architectural ability, the architect may require expertise in such fields as management consulting and real-estate development to undertake functional programs. Along with research expertise, the architect needs advanced interpersonal and facilitating skills.

• Research and study of best practices.
• Observation.
• Interviews with end users.
• Public consultation
• Facilitation of focus groups.
• Surveys and questionnaires.

Question 20

Data Management

Answer 20

Functional programming requires gathering, analyzing, organizing, reformatting and retrieving data to produce information. The architect or the programmer must know how to apply analytical, problem-solving and decision-making tools, and use data management systems to systematically store and retrieve an enormous amount of detailed information.

Question 21

Space Planning and Optimization

Answer 21

A primary purpose of most functional programs is to determine the optimum size of a building by understanding the sum of all the constituent spaces, and the efficiencies that may be gained by configuring them in particular ways.

The optimal amount of space required is partially ascertained from first principles of architectural design, such as:

1) the number of people or pieces of equipment that will occupy the spaces

2) the nature of the activity in the space

3) associated equipment, inventory and storage facilities

4) harmonization of space requirements and structural systems

5) process modelling and layout experiments

Question 22

Business Organization Planning

Answer 22

Some clients may use the decision to optimize space and/or build new facilities as a catalyst for organizational or administrative change. The architect may become involved in this process, necessitating the following kinds of work:

1) Process mapping

2) re-alignment of services, or business divisions

3) organizational and reporting re-structuring

4) staff counts, job descriptions and competency profiles

Change management helps facilitate the acceptance of organizational change amongst staff, facility operators and customers.

Question 23

Site Evaluation and Selection

Answer 23

Site evaluation is a pre-design service. It includes evaluation of existing or potential sites in relation to the building program, budget and construction schedule. Normally, one site is then recommended.

Site analysis is not a basic architectural service but is an additional service.

Site analysis may be undertaken as part of the schematic design phase of a project, so the scope and fees should be adjusted accordingly. To perform robust site analysis, the architect should collect and consider many kinds of information about the site, including how it compares to other similar sites, its physical characteristics, applicable regulations which will restrict development, and its highest and best use.

Question 24

Comparative Site Studies

Answer 24

The concurrent analysis of several sites, using consistent measures such as constraints, adaptability, and development impacts, is used to rank the suitability of the sites and advise the client accordingly.

Question 25

Physical Site Characteristics

Answer 25

To analyze the site for desirability and feasibility of development, the architect requires the following information:

1) existing conditions which have an impact on the design

2) Property description: Legal, boundary survey, right of way…

Question 26

Legal Restrictions, Land Use and Other Regulations

Answer 26

It is an additional requirement to identify all the regulations which apply to the site, including:

1) legal title, including a survey, easements, caveats, rights-of-way, restrictive covenants, and other encumbrances.

2) land use, including:
- Permitted uses.
- Height and size restrictions.
- Setbacks.
- Parking requirements.
- Accessibility.
- Architectural controls and design guidelines.
- Environmental remediation.
- Historical resources.
- Floodway and seismic restrictions.

An architect may provide added value to the client’s project by leading or assisting with the applications to amend or remove legal restrictions in the development or use of a site.

The architect may be expected to make presentations to municipal committees or at public meetings during the pre-design stage of a project.

Question 27

Highest and Best Use

Answer 27

Land value is usually appraised according to what’s known as its “highest and best use,” or the way the land should be (re)developed for maximum productivity, given any technical or legal restrictions, and the current market conditions.

Question 28

Master Planning and Urban Design

Answer 28

The terms “master planning” and “urban design” are often incorrectly used synonymously. While there are certainly overlaps in the two services, there are important distinctions.

Master plans define long-term development strategies and layouts for specific sites, campuses or communities, including building locations, infrastructure and circulation. A master plan can sometimes follow completion of a functional program to establish phased projects over time across a site.

By comparison, urban design is a specialized discipline with a broader scope than master planning. It includes all scales, from the layouts of entire cities to the streetscapes and public realms between buildings, and details like street furnishings and paving patterns of the sidewalks.

Just as a building requires a program, public outdoor spaces also need programs that articulate the multitude of functions and characteristics needed of public and private urban spaces. Master plans and urban designs may take years or even decades to build out, so consideration should be given to longevity and future-proofing strategies.

Question 29

Building or Facility Condition Assessments

Answer 29

Facility managers need to know the overall physical state of their existing buildings to properly understand any current deficiencies, deferred maintenance, remaining life cycle, and projected capital requirements. This helps the owner, who may hold an entire portfolio building, develop investment strategies and budgets for their assets.

Building condition assessments (BCA) or facility condition assessments (FCA), normally require the architect to perform an on-site visual review, using non-invasive means, of all major systems of the building and its site.

The architect may then calculate a facility condition index (FCI) number, which is the ratio of total maintenance, repair and replacement costs required for a building, to its current replacement value.

Question 30

As-Found Drawings

Answer 30

The terms “as-found drawings,” “as-built drawings,” “measured drawings” and “record drawings” are often incorrectly understood and interchanged.

As-found drawings fall properly within the scope of pre-design services, whereas as-built and record drawings are normally prepared during/after construction to document the general conformity of a building to the architect’s design. Measured drawings may refer to as-found drawings, or drawings prepared by a surveyor for leasing and sales purposes.

Question 31

Verifying the Accuracy of Client-Supplied Drawings

Answer 31

If provided drawings by the client, the architect should take reasonable steps, including reviewing the drawings, visiting the site, and confirming key dimensions, before relying on them.

Question 32

Client-Supplied Data Coordination

Answer 32

One of the normal contractual responsibilities of the client is to supply programmatic, budgetary and scheduling data. The client normally also supplies a site survey. Once obtained from the client, the project architect has the responsibility to collect, review and circulate this data amongst the subconsultant team as necessary.

This work is performed as part of “basic” services throughout design phases, but it is considered an optional extra service during pre-design.

Question 33

Project Management

Answer 33

Project management is a specialized field with its own designations, processes and terminology. It is advisable for an architect to seek out project management training and resources prior to providing services as a project management service provider.

The roles and responsibilities of project architects and project managers are often misunderstood and intertwined. Normally, they are two discrete positions on a project team, but on smaller projects both positions may be played by the same person.

It is also important to note that project management of the design project is the responsibility of the project architect and is considered a part of the architect’s services during the design and construction projects.

Question 34

Project Scheduling

Answer 34

Not to be confused with the scheduling of work activities of the architectural design project, pre-design project scheduling is an exercise in forecasting the anticipated phases and milestones of the design and construction program to the nearest week, month or even quarter. This schedule may also include general activities, resources, cash-flow projections, critical paths, and fast-tracking opportunities.

Question 35

Authorities Having Jurisdiction

Answer 35

An authority having jurisdiction (AHJ) is a body which reviews and approves prospective developments for compliance with applicable regulations.

The architect needs to research the full range of AHJs that a project requires approvals from, and needs to consult with them as early as pre-design to understand how they may affect the project schedule, cost, complexity, design, construction and operations.

Question 36

Land-Use Analysis and Re-zoning Assistance

Answer 36

“Land use” is the development of raw land into built environments, both urban and rural. “Land-use planning” is the regulation of development to achieve particular social, economic, or environmental results.

whether a client already has a site or whether they are still selecting a site, land-use analysis is one of the primary investigations that a pre-design architect needs to conduct.

The architect can help add significantly to the development potential, and value, of a site by rezoning it, but the time and effort should not be underestimated. The scope of services for rezoning services should therefore reflect both the potential rewards and risks of the work.

Question 37

Building Code and Fire Safety Analysis

Answer 37

A pre-design building code and fire analysis is less detailed than the code reviews conducted throughout design. It gives an overview of considerations such as the major occupancies of the proposed building, any prohibited occupancy combinations, occupant loads, exiting requirements, any fire separations and the general construction type(s) of the proposed building.

Question 38

Presentations and Project Promotion

Answer 38

The architect may be asked to prepare and conduct presentations on their own, or as part of a larger team of presenters. Regardless, persuasive presentations rely largely on graphics and imagery that paint exciting impressions of the project. Because of an architect’s graphic skills, they are often the key supplier of visuals, including site photography, artist’s renderings, digital animations, charts and graphs for presentations. Those architects wanting to become more confident presenters should seek out resources on public speaking.

Every presentation should be tailored to the audience, but in general, a pre-design presentation should achieve a level of resolution that is evocative of architecture without prescribing the architecture. This balance is important because the intention of a pre-design presentation is to show an architectural vision, not a technical solution which, by definition, has not yet been developed.

Question 39

Public Engagement

Answer 39

Engaging the public is often a necessary step in performing such pre-design services as feasibility studies, land-use rezoning, and master planning. It is also often required for, or at least beneficial to, obtaining development permits during later phases of design.

Done well, public engagement allows neighbors and other community members to provide meaningful input to the aspirations of the project, which can then be incorporated into the eventual design of the building or facility.

Engagement may include presentations, surveys, open houses, town halls and design charrettes.

Question 40

Design Competitions and Proposal Calls

Answer 40

A client may choose to procure a design architect via a design competition or proposal call, which the pre-design architect may assist a client with. In these cases, the pre-design architect will employ their industry knowledge to help with work such as:

• drafting scope and eligibility requirements
• developing short lists and invited lists
• producing the competition terms and conditions and/or requests for proposals
• preparing for, and conducting, information sessions for proponents
• establishing a jury and the criteria to judge proponents
• pre-screening submitters for eligibility
• judging and awarding
• preparation of contractual agreements