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ExAC Flashcards

1
Q

Construction Documents components (7)

A
  • Bidding requirements: Invitation, instructions, bid forms, bid security forms
  • Contract Forms: agreements, performance bond, payment bond, certificates
  • Contract Conditions: General conditions, supplementary conditions
  • Specifications: Div 00 - 49
  • Drawings
  • Addendum
  • Contract Modifications
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2
Q

Contract Documents components (6)

A

When Owner-Contractor sign;
- Contract Forms: agreements, performance bond, payment bond, certificates
- Contract Conditions: General conditions, supplementary conditions
- Specifications: Div 00 - 49
- Drawings
- Addendum
- Contract Modifications

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3
Q

Contract Documents:
Order of Priority

A
  • Agreement
  • Definitions
  • Supplementary conditions
  • General conditions
  • Specifications: Div 1
  • Specifications: Technical
  • Material & finishing schedules
  • Drawings:
    Larger scale drawings govern over smaller scale
    Dimensions shown govern over scaled dimensions
    More recent dated dwgs govern over earlier dates

Drawings & specs:
- = companion docs/ complementary
- what is req by one shall be binding as if req by all
- should be closely integrated/ developed together -> involves careful - coordination to min gaps, overlap, & inconsistencies
- Drawings reflect scope of design
- Specifications describe the quality

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4
Q

Project Manual components (4)

A
  • Bidding requirements: Invitation, instructions, bid forms, bid security forms
  • Contract Forms: agreements, performance bond, payment bond, certificates
  • Contract Conditions: General conditions, supplementary conditions
  • Specifications: Div 00 - 49
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5
Q

Bidding Document components (6)

A
  • Bidding requirements: Invitation, instructions, bid forms, bid security forms
  • Contract Forms: agreements, performance bond, payment bond, certificates
  • Contract Conditions: General conditions, supplementary conditions
  • Specifications: Div 00 - 49
  • Drawings
  • Addendum
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6
Q

Methods of Specifying

A
  1. Prescriptive: Describes compontents & ref standards for materials/ systems and specific preapproved options, Arch has more control
    - Proprietary: Describes specific products/ systems by trade name/ characteristics & manufacturer model #/name
    - Generic: Describes products/ systems specific characteristics & properties (appearance, strength, durability) and workmanship standards
  2. Performance: Describes performance expectations, GC has more control
  3. ## Combination
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7
Q

MasterFormat Spec & SectionFormat

A
  • Most widely adopted in NA = standardized tech language
  • developed by CSI (constr spec institue)
  • Organised based on aspects of construction/ constr trade/ disicpline
  • master list of numbers & titles for org info about constr req, activities, & work
  • 50 Div using a 6 digit system
    1. Div, 2. Section (aspect of the work), 3. Subsection (specifics of the work) = 6 digit
  • Uses a master list of section numbers & subject titles
  • 2 major groups
    1. Div 00: procurement & contracting (project manual = bid req, contract forms, contact conditions)
    2. Specification Group:
  • 5 subgroups
    Div 01: General Req
    Div 02-19: Facility Construction
    Div 20-29 Facility Services
    Div 30-39: Site & Infrastructure
    Div 40-49: Process Equipment

Three-Part Specs/ SectionFormat: Spec sections org into 3 parts:
- General: related section #s, required submittals, referenced standards
- Products: manufacturing req, quality, finishes
- Execution: req for installation or construction

Use: org specs, estimating, prepare bids, scheduling etc

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8
Q

MasterFormat Spec: Div 01

A

= how the construction work is organised, executed & monitored

01 00 00 General req
01 10 00 summary/ description of work
01 20 00 Price & payment procedures
01 30 00 Administrative req
01 40 00 Quality req
01 50 00 Temp facilities & controls
01 60 00 Product req
01 70 00 Execution & closeout req
01 80 00 Performance req
01 90 00 Life cycle activities

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9
Q

MasterFormat Div 02-19: Facility Construction

A

02 - Existing conditions
03 - Concrete
04 - Masonry
05 - Metals
06 - Wood, Plastics, Composites
07 - Thermal & Moisture Protection
08 - Openings
09 - FInishes
10 - Specialities
11 - Equipment
12 - Furnishings
13 - Special Construction
14 -Conveying Equipment
15 - 20 - Reserved for Future Expansion

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10
Q

MasterFormat Div 020-29: Facility Services

A

20 - Reserved
21 - Fire suppression
22 - Plumbing
23 - HVAC
24 - Reserved for Future Expansion
25 - Integrated Automation
26 - Electrical
27 - Communications
28 - Electronic Safety & Security
29 - Reserved

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11
Q

MasterFormat Div 030-39: Site & Infrastructure

A

30 - Reserved for Future Expansion
31 - Earthwork
32 - Exterior Improvements
33 - Utilities
34 - Transportation
35 - Waterway & Marine Construction
36 - 39 - Reserved for Future Expansion

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12
Q

MasterFormat Div 040-49: Process Equipment

A

40 - Process Interconnections
41 - Material Processing & Handling Equip
42 - Process Heating, Cooling, Drying Equip
43 - Process gas & liquid handling, purification, & storage equipment
44 - Pollution & Waste Control Equipment
45 - Industry-Specific Manufacturing Equipment
46 - Water & Wastewater Equip
47 - Not Used
48 - Electrical Power Generation
49 - Reserved

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13
Q

NMS Spec Sections

A
  • spec base for all fed government projects
  • a reference doc w/ 780 master specs
  • Sections designed to be edited to produce project specific document
  • Based on the NBC but does not include all regional variations
  • Does not cover entire execution of work
  • org per MasterFormat
  • Part 1 General
  • Part 2 Products
  • Part 3 Execution
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14
Q

UniFomat Spec

A

UniFormat: Classification of Building Elements
- org based on functional bldg elements rather than bldg material/ product
3 levels:
Level 1: Groups
A: Substructure
B: Shell
C: Interiors
D: Services
E: Equip & Furnishings
F: Special Const & Demo
G: Sitework & Utilities
Level 2: Group elements
Level 3: Indiv Elements

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15
Q

Critical Path

A

= the longest pathway of sequential and parallel activities through a project’s schedule
= the shortest time in which a project can be completed. Determining the critical path requires estimating the duration of activities and sequencing activities.

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16
Q

Differentiate between construction costs, project costs and overall costs

A

Project Budget: clients estimated total expenditure for the entire project including, construction budget, professional fees, contigencies, costs of land, rights of way, and all other costs

Constuction Budget (Doc 6): value client is willing to spend on the construction cost

Construction Costs (Doc 6): total cost of the work designed & specified by the architect including; contract price, cost of changes during constr, constr management fees for coord & procurement, all applicable taxes (excludes arch/consultant fee, land cost, land development costs, professional fees)

Project Costs: total expenditure for the project which includes; construction budget, professional fees, costs of land, rights of way, & all other project costs

Overall Costs: cost of a building over its entire lifespan = life cycle cost (capital + operating + maintenance) -> balance capital & operating costs to optimise overall costs

17
Q

Working Drawings

A

dwgs = a representation of the building & design intent / constructor interprets design intent thru language of drawing
Rep as orthographic views: floor plans, elevations, sections @ various scales/ level of details & where required perspective, axonometric, & isometric views are provided
Bldgs increasingly designed & documented as 3D models using CAD or BIM

18
Q

Project Delivery Methods & Contracts

A

D-B-B:
- CCDC 2 (Stip Sum)
- CCDC 3 (Cost Plus)
- CCDC 4 (Unit price)
- Doc 6
CM: 4 approach
- CCDC 5A (CM for services)
- CCDC 5B (CM for services & work)
D-B: 3 approach
- CCDC 14 (D-B Stip Price)
- CCDC 15 (D-B/ Consultant Contract)
P3:
- No standard contract
IPD:
- CCDC 30 (Intergrated Project Delivery)

19
Q

Design-Bid-Build
A (6) & D (4)

A
  • Owner contracts with 2 parties (Arch & GC)
  • Preferred choice for publically funded projects, work typ. awarded to the lowest bidder

Cost: cost known before construction, risk mitigated thru contigencies but consulting fees increase with production of CEs
Schedule: time req for CDs, review and approval process (linear)
Quality: known before construction
A: widespread use, competitve bidding, low risk (design complete & construction cost known), schedule known, clarirty of roles, quality expectations known before constr
D: longer process to complete, sep of D&C/ limits exchange, less flexibility to incorp changes (confrontation & higher $ for extras/ lower for credits), constr mostly award to lowest bidder (not most qualified)

20
Q

Construction Management
A (3), D (6), Approach (4)

A
  • Owner contarcts w/ CM for: design input, bid/ contract negotitations, cost control, coord of construction activities, often invovled in sequential tendering to fast-track the schedule
  • Cost: not known until most packages are tendered (during construction), risk mitigated thru cost estimation & input from GC
  • Schedule: can be accelerated thru sequential tendering, invovles additional effort to manage and coord the work
  • Quality: established during desing but can be adjusted during construction, can result in cost-cutting measures at end of design/ reduced quality, mitigated by developing a trade-off plan early in design
  • A: cost/ constructability advice during design, accelerated schedule, cost/ schedule monitoriing
  • D: risk/ less control over final cost, additional admin fee, complicates communications, potential CoI, risk of rework, risk of cost-cutting/ reduced quality

Alberta Approach: Owner contracts w/ Consultant & CM, CM contarct is 2 stages/ contracts (1. CM & 2. GC)
- CM provides input on costs, schedule, constr methods, phasing during design
- CD’s issued as series of tender packages by trades, bids obtained by CM, constr starts prior to design completion
- design can be revised as prices come in to maintian budget
- once all tender packages det, Owner & CM enter into standard GC agreement
- not the same as CM as constructor
- A: better value, less conforntational, benefit from CM expertise during design, CM manage value engineering
- D: no fixed cost, risk of unresolved design issues (impact cost/ schedule)

CM as Advisor: Owner contracts w/ 3 parties (CM, Consultant, GC)
- CM provide cost, schedule, constructability input during design
- CM acts as advisor to Owner during construction
- A: CM expertise during D&C, help mitigate conflict
- D: admin cost higher, confusion regarding roles/ responsibilities

CM as Agent: Owner contracts w/ CM who engages Consultant & GC
- CM acts on behalf of Owner (sim to project manager)
- A: less conforntational, benefit from CM expertise during D&C, CM manage value engineering
- D: Admin costs increase, cosntruction rick flows thru Owner, cost not known until end of construction

CM as constructor: CM hired prior to design completion as the GC
- CM assumes all liability/ responsibility of GC
- CM advises on cost, schedule, constructibility,
- A: finacial risk trasnferred to CM
- D: more costly than other CM contarcts

21
Q

Project Management vs CM

A

PM:
- planning, scheduling, directing, organizing & controlling all resources from start to completion of a project
- Typ = Owner

CM: Limited to;
- advising/ assisting with design
- managing trade contractors
- tech/ admin services during CA

22
Q

Design-Build
A (4), D (4), Approach (3)

A

Design-Build
- Owner contracts with single entity (design-builder) for D&C
- D-B employs design & construction team
- Arch contract with D-B thru Doc 6
- D-B submits SD, cost, schedule to Owner for RFP (selected on best design for best price)
- awarded D-B completes D&C
- Cost: established before design
- Schedule: can be accelerated thru sequential tendering
- Quality: D-B has authority to make trade-offs
- A: single point of responsibility, cost savings, accelerated schedule, immediate GC feedback
- D: reduced build quality , Owner disconnected from Arch, more complex than CM, budget det before design complete

D-B w/ Bridging Consultant (advocate architect):
- Owner contracts w/ bridging consultant/ AA to prepare prelim design/ performance specs
- during constr acts in interests of Owner
- after = same as D-B, but good for Owners w/ little construction experience
- A: Same as D-B, project req developed on Owner req, support/ advising from indep professional
- D: additional fee, additional time, relies on bridigng consultant to adequately describe scope, complicates communication

Design-Build by Developer:
- D-B also aquires the land, development permits, & arranging financing = a ‘turn-key’ operation
- Owner doesnt assume finacial responsibility until project is complete
- D-B typ operates bldg on behalf of Owner or as Lessor in lease agreement
- A: single point of responsibility, great for standard/ conventional bldgs (warehouse, small office bldgs)
- D: same as D-B

23
Q

Public-Private-Partnership (P3)

A
  • Owner contrats w/ single entity -> entity may assume responsibility & typ intergrates all aspects of project (financing, design, construction, Operation & maintence)
  • prviate sector can provide financing, design, construction, O&M services
  • private sector helps to cover capital costs
  • typ for infrastructure/ large scale public projects
  • proponent team form a single entity
  • Arch can contract with entity using Doc 6
  • A: efficiencies/ expertise of private sector, reduced cost & schedule,
  • D: risk to prviate sector, costly for designers to participate in pursuits, complex communication, bldg users/ owners have less control
24
Q

Integrated Project Delivery (IPD)
A (5), D (3)

A
  • Single D & C team enter into multi-party contract (Owner, consultants, GC, major sub trades)
  • Team is retained by Owner
  • Success & losses shared
  • Transforming an industry of competition to collaboration is not easy -> BIM & IDP
  • increase efficiency & effectivness by intergrating the D&C process more closely, sharing project risk,
  • A: increased collab/ standards, reduced inefficiencies, constructability enhanced, rework reduced, incentive to enhance performance & maintain schedule
  • D: more time/ effort for collab, req full Owner engagement, negotiation/ balance interest = important,
25
Q

Standard Contarct Forms

A

CCDC 2, Stipulated Price Contract
CCDC 3, Cost Plus Contract
CCDC 4, Unit Price Contract
CCDC 5a, Construction Management Contract – For Services
CCDC 5b, Construction Management Contract – For Services and Construction
CCDC 11, Contractor’s Qualification Statement
CCDC 14 Design-Build Stipulated Price Contract
CCDC 15 Design Services Contract btwn D-B and Consultant
CCDC 20, A Guide to the Use of CCDC 2
CCDC 30, Integrated Project Delivery Contract
CCDC 43, A Guide to the Use of CCDC 3

26
Q

Client Responsibilities (Doc 6)

A
  • req of the project
  • physical specs (spatial & functional relationships)/ FP
  • Legal services
  • Site Conditions (surveys, geotech, DSS)
  • schedule for payment of fees
27
Q

RAIC Doc 6: Arch Services
Role of Architect

A
28
Q

CCDC 2: Stip Price
Role of Consultant (16)

A
  • Administer the contract
  • Visit place of work at appropriate intervals to be familiar with progress, quality of work, & conformance with CD’s
  • Provide project rep at place of work (if req)
  • Determine amounts owing to the contractor & issue CoP based on observations/ evaluation (within 10 calander days)
  • NOT responsible for constr means, methods, techniques, sequences, procedures or safety
  • Interpreter of req of the CDs
  • Questions related to performance of work or interpretation of CDs should be given in writing to Consultant
  • Consultants interpretations/ findings given back in writing
  • Make findings for claims for change in contract price
  • Reject work which does not confirm to the CDs
  • Request inspection/ testing of the work when nec/ req
  • Prepare SIs to contractor in reasonable promptness (within 10 days)
  • Review & take appropriate action on SDs, samples, submittals (design concept & general arrangement only)
  • provide GC with written decription of propsoed change, GC to provide consultant with method & amount for review/ approval
  • Prepare change orders & directives to adjust contract price & time
  • Review work to det date of substantial performance (within 20 calender days) & verify ready-for-takeover has been met (within 10 working days)
  • Review warranties & related docs & forward to Owner for acceptance
  • Respond to claims within 30 days of issuance by Owner or GC
29
Q

CCDC 2: Stip Price
Role of Client (6)

A
  • Provide financing info if req
  • Make payments to the contractor (within calander 28 days of CoP)
  • Release holdback (within 10 working days of end of HB period)
  • Make final payment (within 5 calender days of CoP)
  • Authorise & make changes in work/ contract price/ contract time (CO & CD)
  • Provide prompt decisions & directions
  • Notify of differing coniditions from CDs (within 5 days of discovery)
  • obatin & pays for permits
  • det precense of hazardous substances & provide info on them
  • Clients may be represented by: Advocate architect, Project manager
  • duties not governed by legislation/ regulation -> responsibilities should be described in the supplementary conditions to client-arch & client-contractor agreements
    Clerk of works
30
Q

CCDC 2: Stip Price
Role of Contractor (6)

A

In DBB: at start of constr new participant = contractor -> takes on responsibility/ control of construction

  • Responsible for construction means, methods & procedures & maintaining acceptable quality
  • Study CDs & fulfil all req including regulatory req
  • Enter into contarcts with subcontractors & be responsible for thier errors & omissions
  • Direct, supervise & coordinates the work of all trades/ subcontractors
  • Health & safety & all workplace regulations
  • Provide & pay for all labour, products, equip, tools
  • responsible for temp work & eng services as req
  • Provide notice of differing coniditions from CDs (within 5 days of discovery)
  • Provide notice of any delay to consultant (within 10 days of start)

Office Functions:
- Prepare, manage & update the schedule (submit to O&C prior to first application for payment)
- Prepare & review shop drawings
- Managing RFI’s, submittals, SI, & changes to the work
- Preparing the schedule of values & monthly progress invoices
- furnish certificates & inspection reports
- Submit application for Sub Perf.
- Submit applicaiton for release of HB
- Sumbit application for final payment
- Submit application for ready-for-takeover

31
Q

CCDC 2: Stip Price
Important Dates (SoV, CoP, Payment, SP)

A
  • SoV: GC to submit SoV 15 days before 1st application for payment
  • CoP: Consultant to issue CoP 10 days after application for payment
  • Payment: Owner to pay GC 28 days after CoP recieved
  • Substaintial Performance: Consultant will verify GC application within 20 days of receiving it
32
Q

CCDC 2: Stip Price
Ready-for-takeover requirements (7) & process (2)

A

Requirements:
- substantial performance of the work
- compliance with req for occupancy by AHJ
- final cleaning & waste removal
- O&M manuals to the Owner
- As-built drawings
- start-up testing required
- Demonstration & training

  1. GC submit list of remaining items & application for RfT
  2. Consultant review & validate application, & within 10 days confirm date of RfT (w/ GC) or advise in writing that work is not ready
33
Q

Supplementary Conditions

A

= where owner-specific items are located in the specifications
= supplements (or changes) to the general conditions of the contract
= specific requirements for insurance req, performance, payment & labour/ material bond, cash & contingency allowances

34
Q

Change Directive

A
  • Allow necessary changes to be communicated immediately and cost negotitations to occur at later date (not used to direct change in contract time)
  • Followed up with a CO once price & time is agreed to
35
Q

General/ Field Review

A
  • general = field review
  • review by arch & consultants to place of work at intervals appropriate to stage of construction/ that they believe necessary to be;
  • familiar with progress & quality of the work
  • det if work is in general conformity with the CDs & report in wiritng to the client, GC, AHJ
36
Q

Ready-For-Takeover

A
  • = the date of substantial performance or completion of the work as defined in the lien legislation

ExAC (3 decks)

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