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Design Economics & Cost Planning Flashcards

1
Q

What is the RIBA?

A

The plan of works is a guidance document which organises the process of managing and designing building projects and administering building contracts into a number of key stages.

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2
Q

What are the different stages of the RIBA plan of work 2013?

A

a. Stage 0 – Strategic definition
b. Stage 1 – Preparation and brief
c. Stage 2 – Concept design
d. Stage 3 – developed design (Spatial Coordination 2020)
e. Stage 4 – technical design
f. Stage 5 – construction
g. Stage 6 – closeout and handover
h. Stage 7 – in use

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3
Q

How does the 2020 plan of work differ to the 2013 plan of work?

A
  1. RIBA Sustainable Futures Group project strategy section replaces the Green Overlay to provide advice on sustainability outcomes and show the value of undertaking aftercare activities during Stage 6
  2. Replacing the BIM Overlay is a section looking at the increasing complexity of information requirements. Although the pencil or CAD are still used on many projects, more have matured around UK level 2 BIM processes and are nudging towards the challenges of using next generation digital deliverables.
  3. The 2020 Plan of Work responds to feedback on how Stage 2 works and particularly to different approaches to the timing of planning applications. It acknowledges adjustments required at the Stage 3 and 4 interface, depending on the procurement strategy.
  4. The Plan of Work reinforces the intention that Stage 4 includes all the design information required for manufacturing and construction. Stage 4 is the most complex to navigate because the procurement strategy dictates when information for the design team and specialist subcontractors will be produced.
  5. The final core change is ensuring clarity between the Stage 2 and 3 gateways. It acknowledges that Stage 2 is about getting the architectural concept right and having it signed off by the client and key project stakeholders, while incorporating strategic engineering items and closing the brief. Stage 3 is not about changing the concept. It is about design studies for portions of the building, detailed engineering analysis, adding detail to project strategies and getting the cost plan right.

6.

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4
Q

At which stages are different cost estimates issued?

A

b. Elemental Cost Plans:
i. Stage 2
ii. Stage 3
iii. Stage 4
c. Pre Tender Estimate – stages 2/3/4 depending on procurement route

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5
Q

Where would you find guidance on what is required in each type of estimate?

A

a. NRM 1 – order of cost estimating and cost planning for capital building works

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6
Q

What would you expect to find in an order of cost estimate?

A

a. Floor area method (£/m2 GIA), functional unit method (£/key) and elemental method (£/sq.ft frame)
b. Information required:
i. Location of the site
ii. Area schedule and unit mix
iii. Level of fit out required
iv. Storey heights

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7
Q

Provide some examples of costs for different elements:

A 
0 Facilitating Works
1.1 Substructure £16 10
2.1 Frame 41 41
2.2 Upper Floors
2.3 Roof 3
2.4 Stairs and Ramps 1.5
2.5 External Walls 55 50
2.6 Windows and External Doors
2.7 Internal Walls and Partitions 7
2.8 Internal Doors
3.1 Wall Finishes
3.2 Floor Finishes
3.3 Ceiling Finishes
4.1 Fittings Furnishing and
Equipment
Services Generally 50 44
Lifts
BWIC
On Costs
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8
Q

How do you ensure accurate cost estimating?

A

a. All issued work goes through stringent QA process

b. Checked against benchmarked data

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9
Q

What is net to gross ratio?

A

Net to gross ratio is the proportion of net internal area against gross internal area (usable against total
internal)

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10
Q

What is a good net to gross ratio on a typical floorplate?

A

a. Residential – 80%
b. Commercial – 75%
i. Can be up to 85% on single tenant and single core
c. Student resi – 70% per floor

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11
Q

How would you improve net to gross in a residential building?

A

a. Reduction in party wall thickness
b. Rationalise column layouts to include within external/party walls
c. Reduction in corridor/circulation space
d. Increase number of apartments per core

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12
Q

What is wall to floor ratio?

A

a. The amount of façade area to internal area (GIA)

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13
Q

What is a good wall to floor ratio?

A

The lower the better – anywhere around 0.4 is realistic

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14
Q

How would you improve wall to floor ratio?

A

a. Reduce articulation
b. Utilise bolt on balconies rather than inset
c. Choose a circular shape – although cost may be higher
d. Reduce storey heights

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15
Q

What is the most efficient shape of a building?

A

a. Circle – lowest wall to floor ratio

b. May have higher costs though due to producing a circle

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16
Q

Why is a low wall to floor important?

A

a. Façade is generally one of the most expensive packages, reducing the amount of this to internal,
usable space is important in increasing the value of the building
b. Can be circa 25% of shell and core cost

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17
Q

What is solid to glazed ratio?

A

a. The proportion of solid façade against glazed – the more solid there is, the lower the cost and also the
lower the solar gain

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18
Q

How do modular efficiencies compare to traditional?

A

a. Net to gross internally of a module is generally higher due to lack of internal structure – around 90-
95%
b. GEA to GIA efficiencies poor due to external thicknesses – 90%
c. Site wide GEA:GIA:NIA lower due to thicker dividing walls
d. Wall to floor usually low due to less articulation

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19
Q

What subsection of IPMS 3 is closest to NIA?

A

a. Option 2

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20
Q

CAT A:

A

a. Floors
b. Ceilings
c. Paint

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21
Q

CAT B:

A

a. Meeting rooms

b. IT cabling

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22
Q

What affects currency?

A

a. Interest rates
b. Trade deals
c. Political stability
d. Inflation
e. Current account status

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23
Q

What packages are most impacted by currency?

A

a. Façade

b. Stone

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24
Q

Typical exclusion:

A

a. VAT
b. Inflation beyond issue of the estimate
c. S106/S278/CIL
d. Commuted payments
e. Over sailing rights
f. Land acquisition costs
g. Professional fees

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25
Q

Typical assumptions

A

a. Procurement route
b. Tender strategy
c. Basedate for estimate
d. Interest rate allowances
e. Design information used

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26
Q

What is CIL?

A

a. Community infrastructure levy
b. Planning charge introduced by the planning Act 2008 to help local authorities deliver infrastructure as
a tool to support development
c. Focuses more on borough wide works rather than S106 which is for immediate vicinity

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27
Q

What is earned valued management?

A

a. A technique adopted by project managers to measure the progress of a project in a defined and
objective matter and assess whether resources are being used effectively
b. Compares three measures to see if the project is ahead or behind its budgets for time and/or cost
c. Measures used are:
i. The planned value of work over time (the agreed programme and cost plan)
ii. The earned value of works completed
iii. The actual cost of works completed

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28
Q

What is value engineering?

A

a. Process designed to maximise value through either improved design, enhanced function, reduced
cost, reduced risk or reduced whole life cost of the asset being constructed.
b. Precast against in situ is often considered – same product but different benefits
c. All depends on what the specific client means by value

29
Q

What is the difference between value engineering and value management?

A

a. Value management:
i. Exploring how value can be provided at a strategic level
ii. Used effectively it can reduce design and construction time
iii. The full range of techniques available
b. Value engineering:
i. Process designed to maximise value through either improved design, enhanced function
reduced cost, reduced risk or reduced whole life cost
ii. Achieving the same function still

30
Q

What impacts has Brexit had on construction?

A

a. Created uncertainty among investors
b. Higher cost of imports due to a decrease in the value of the pound
c. Uncertainty among labour from across the union
d. http://www.rics.org/uk/news/news-insight/comment/eureferendum-construction/
e. 59% of UK imported construction materials are from the EU
f. RICS publication issued in April 2016

31
Q

What types of estimates are there?

A

Feasibility Estimate – A high level exercise to assess whether a project is financially viable and to set an outline budget for the scheme usually based on a m2 or functional area – Inception stage
Global rates – OFFICES - $1,250 - $2,000 / m2
Cost Estimate – A forecast of the possible cost of a building based on historic data – Stage 2 or 3
Elemental breakdown: Upper floors & frame - $200 /m2
Cost Plan – Based on specific design information for the project and is presented to a client by the cost consultant to identify where the architect intends to spend the client’s budget
Itemised rates: 250mm thick reinforced concrete wall $100 / m2

32
Q

How does a cost plan assist in the financial control of a project?

A
  • It gives an estimate of the final outturn cost of the project
  • It assists in the financial control of a project as it elementally breaks down the costs associated with the element / it can also be broken down into Trade Package Breakdown
33
Q

What is usually excluded from a cost plan?

A
  • VAT
  • Professional fees
  • Loose FF&E
  • Section 106
  • Asbestos / remediation cost
34
Q

Internal sources of Cost Data

A
  • Tender returns
  • Benchmark information
  • Previous cost plans
  • Internal cost database (Global Unite)
35
Q

External Sources of Cost Data

A
  • SPONS
  • BCIS
  • Wessex
  • Publications in building magazine
  • Suppliers
36
Q

How do you update projects for cost and time?

A

Indices track the movement of costs over a period of time, and can therefore be used to bring past prices to present day rates

37
Q

How are costs adjusted for time?

A

Tender Price Index – Cost to Client – The price for which the Contractor offers to do the project for i.e. cost to the client. Base date to start on site date. They reflect changes in the level of pricing contained in the lowest accepted tenders for new work to take account of market conditions – compares against base rate.
Building Cost Index – Cost to Contractor – costs incurred by the contractor in the course of his business i.e. the principal ones being those for labour and materials
ASSUMED TO MIDPOINT OF PROJECT

38
Q

How are costs adjusted for location?

A

We use TPI / Location factors to update old cost plans / benchmarking information to current market conditions – LOCATION FACTOR applied to adjust for location

  • Different market conditions in different locations
  • Different cost of materials, different wages etc. – impact on tender levels
39
Q

How do you update projects for cost and time?

A

Indices track the movement of costs over a period of time, and can therefore be used to bring past prices to present day rates.

40
Q

is the relationship between space and shape?

A

This is about design efficiencies i.e. square vs circle. A square plan building will in the majority of cases provide the most economical solution. This is largely due to Wall: Floor ratio (discounting of course the circular pla, which in construction terms tends to be very expensive)
The more complex the shape, the higher the overall cost

41
Q

How does design economics affect the overall cost of the building?

A

This is analysing the Net:Gross efficiency of the building.
A higher Net:Gross ratio will mean the building is more profitable and the client can gain maximum sales values
The other efficiency rating for driving cost in buildings is Wall:Floor ratio
The lower this figure the better, as you have less wall to floor space generating less cost as the façade cost takes up a large proportion of the overall build cost. That is why façade choice is so important.
Additional factors affecting the overall cost of a building may be:
- Building plan
- Building shape
- Building height
- Building size
- Grouping of buildings
- Buildability
- Constructional details / methods i.e concrete vs steel frame

42
Q

Wall:Floor Ratio?

A

EFFICIENCY RATING!
The ratio of external wall area to internal floor area is used to show the efficiency of the building
The lower the ratio the cheaper the building as there is less external wall area per m2 of floor area. 𝑊𝑎𝑙𝑙:𝐹𝑙𝑜𝑜𝑟 𝑅𝑎𝑡𝑖𝑜= 𝐸𝑥𝑡𝑒𝑟𝑛𝑎𝑙 𝑊𝑎𝑙𝑙 𝐴𝑟𝑒𝑎𝐺𝑟𝑜𝑠𝑠 𝐼𝑛𝑡𝑒𝑟𝑛𝑎𝑙 𝐹𝑙𝑜𝑜𝑟 𝐴𝑟𝑒𝑎= 40𝑚2100𝑚2=0.4 𝑊:𝐹 𝑅𝑎𝑡𝑖𝑜

43
Q

Net:Gross Ratio?

A

FLOOR PLAN EFFICIENCY RATING!
The most important indicator of floor plan efficiency, designers try to achieve the benchmark or better the standard level.
Assessment for which the owner will receive a higher income

44
Q

How do they impact on the validity of the scheme?

A

Can determine the validity of a chosen design/scheme and if it meets the client’s requirements

45
Q

What is Life Cycle Costing?

A

Life cycle costing is a decision making technique that takes into account both initial and future costs over the life of a building. For buildings and structures this usually means considering not just capital costs but relevant costs in use or operational costs
C – Capital
O – Operating – Cleaning, utilities, admin costs, overheads
R – Replacement – major & minor replacements
D – Demolition Costs
- Consideration of costs over the whole life of a building – not just the capital costs
- Consideration of capital cost against maintenance costs / replacement costs
- Getting an understanding of what the clients requirements are in terms of capital and life time costs

46
Q

How do you set about calculating the life cycle costs associated with a wood pellet fired boiler against a standard system?

A
  • Capital costs of both systems will need to be identified
  • Then look at the long term costs
    o Maintenance and parts replacement (may need to speak to manufacturers)
    o Sourcing the fuel – can you get wood pellets locally at a cost effective price? Where will they be stored etc.
  • Provide a comparison & recommendation to the client based on your analysis, your understanding of the project and the client’s requirements as well as budget.
47
Q

Whole Life Costing

A

It improves understanding of the true lifetime financial impact of investment in a built asset.
Up to 80% of lifetime costs are determined in the early design stages (concept / outline)
- Construction / acquisition / disposal costs
- Lifecycle replacement costs
- Facilities management costs
o Planned maintenance, cleaning, security etc
o Revenue / income
- Utilities
o Electricity, water, gas and carbon

48
Q

Define Value

A

Increasingly, clients and investors want to get more value for less investment, and to a tighter timescale. Or value can be defined as reliable performance of what is required at lowest possible cost.

49
Q

Value Management / Value Engineering

A

Value Management – Pro-active – aims to ensure that the right decisions are made the first time – identifying what value means to the client and project from the client’s objectives. It is to coordinate the client’s needs to all parties involved in the project
Value Engineering – Re-active – used to correct decisions when cost exceeds budget – an approach to remove unnecessary cost to get maximum value out of a project.

50
Q

Value Management and Value Engineering Guidance Note

A

Value in this context is the ratio between benefit (outputs) and the cost or effort (inputs) required to achieve it.
Value is a relative concept – different project stakeholders will have their own perspectives on it.
Both VM and VE techniques follow similar steps, which can be characterised as follows:
a) Understand the problem
b) Identify different solutions
c) Evaluate the different solutions
d) Develop the shortlisted solutions in more detail
e) Identify the best solution and make recommendations

51
Q

VM / VM Report

A
  • Introduction and context
  • Required outcomes and value criteria
  • Alternatives considered
  • Value assessments of alternatives
  • Conclusions and recommendations
  • Appendices
52
Q

Potential problems when carrying our VM and VE studies

A
  • Not enough time
  • Lack of provision
  • Not starting the process early enough
  • Not including the appropriate stakeholders
  • Revisiting previous decisions
53
Q

Lean Construction

A

Lean construction is a technique for identifying and removing unnecessary steps from a construction activity to reduce cost and improve quality. This has many similarities to VM and VE – although VM and VE focus on both processes and products- and lean construction will also use many of the same tools and techniques to achieve this.
Lean principles can be applied to any kind of process, including design, installation, maintenance and the management of projects. The last is possibly rather wider than the focus of VM, and would certainly be outside the scope of VE.

54
Q

Building Information Modelling

A

BIM has many overlaps with VM and VE in that both are concerned with preventing waste by avoiding overprovision – whether this is overprovision of information in the case of BIM, or of functionality in the case of VM or VE.

55
Q

Components of a Cost Plan

A
  • Front Cover – Project name Title
  • Q.A sheet
  • Contents
  • Executive Summary - Reconciliation to Stage D
  • Summary of Construction Costs
    o High Level – Reconciliation to Stage D
    o Low Level – Elements - Reconciliation to Stage D
  • Area Schedule
    o Marked up floor plans
  • Benchmarking Analysis
  • Basis Assumptions Exclusions
  • Risks & Opportunities
  • Measured Works Section
56
Q

Builders Work in Connection (BWIC)

A

BWIC is usually set as a percentage of the services cost. Depending on the size of the job and the complexity will determine the percentage of BWIC. BWIC accounts for any drilling, fixing, cutting etc that the builders do whilst undertaking the services. BWIC can be measured in accordance with SMM7 when doing a BOQ.

57
Q

Shell & Core Fit Out – Landlord Areas

A
  • Reception areas
  • Lift lobbies
  • W.C’s
58
Q

What design detail would you expect in RIBA Stage 0 (Strategic definition and brief)?

A

Stage 0 is about determining the best means of achieving the client’s requirements.
An open mind is required because a building might not be the most appropriate solution.
Stage 0 is not about design or the practical details. It focuses on making the right strategic decisions and capturing them in a Business Case. The stage involves considering the pros and cons, Project Risks and Project Budget for a range of options and, where necessary, carrying out Site Surveys and corresponding planning appraisals, before undertaking a comparative analysis and recommending and ratifying the best option for delivering the Client Requirements.’

59
Q

How did you ensure NRM compliance with external walls?

A

This was measured on the external wall at the centre line using m2. The measure needed to be different where there were columns and beams as the wall build up differs here.

60
Q

How did you ensure NRM compliance with external works?

A

This mainly consisted on hard and soft landscaping which was on a m2 basis, however also included counts for outdoor furniture, linear metres for external drainage and numbers for tree planting.

61
Q

What section of NRM is external works?

A

8

62
Q

What are the NRM subheadings for external works?

A
  1. 1 Site preparation works
  2. 2 Roads, paths, pavings and surfacing
  3. 3 Soft landscaping, planting and irrigation
  4. 4 Fencing, railings and walls
  5. 5 External fixtures
  6. 6 External drainage
  7. 7 External services
  8. 8 Minor building works and ancillary buildings
63
Q

How do you know that quantities from BIM are correct?

A

When checking my quantities, I always cross check with drawings, for example, the perimeter by height for external wall areas.

64
Q

How much do precast concrete panels cost per m2?

A

Market tested rates for the precast RC panel range between £500 and £600/m2.
Insulation was between £20 and £40 for each layer.
The metal stud range between £25 and £50.
Plasterboard was at £10/m2 each layer.

65
Q

How is the NRM set out?

A

NRM1 comprises four parts:

  • Part 1 sets out the context and definitions.
  • Part 2 explains how to prepare an order of cost estimate.
  • Part 3 explains how to prepare an elemental cost plan.
  • Part 4 provides tabulated rules of measurement for the preparation of cost plans.
66
Q

How did you build up your preliminaries costs?

A

This can be done using the NRM preliminaries book.

67
Q

What is an alternative to applying inflation within the OCE?

A

Fluctuation clauses can also be applied. This includes option A, B and C.Changes in taxation.
Changes in the cost of labour, transport and materials (sometimes referred to as ‘escalation’).
Increases in head office or administrative costs.

68
Q

What is the BCIS ?

A

BCIS is the Building Cost Information Service of the Royal Institution of Chartered Surveyors (RICS). It is described by RICS as ‘the leading provider of cost and price information to the construction industry and anyone else who needs comprehensive, accurate and independent data.’

69
Q

What is COBie?

A

(COBie) is an international standard relating to managed asset information including space and equipment.

COBie helps capture and record important project data at the point of origin, including equipment lists, product data sheets, warranties, spare parts lists, and preventive maintenance schedules. This information is essential to support operations, maintenance and asset management once the built asset is in service

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