ExAC Flashcards
Construction Documents components (7)
- 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
Contract Documents components (6)
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
Contract Documents:
Order of Priority
- 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
Project Manual components (4)
- 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
Bidding Document components (6)
- 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
Methods of Specifying
- 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 - Performance: Describes performance expectations, GC has more control
- ## Combination
MasterFormat Spec & SectionFormat
- 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
- 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
MasterFormat Spec: Div 01
= 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
MasterFormat Div 02-19: Facility Construction
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
MasterFormat Div 020-29: Facility Services
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
MasterFormat Div 030-39: Site & Infrastructure
30 - Reserved for Future Expansion
31 - Earthwork
32 - Exterior Improvements
33 - Utilities
34 - Transportation
35 - Waterway & Marine Construction
36 - 39 - Reserved for Future Expansion
MasterFormat Div 040-49: Process Equipment
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
NMS Spec Sections
- 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
UniFomat Spec
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
Critical Path
= 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.
Differentiate between construction costs, project costs and overall costs
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
Working Drawings
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
Project Delivery Methods & Contracts
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)
Design-Bid-Build
A (6) & D (4)
- 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)
Construction Management
A (3), D (6), Approach (4)
- 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
Project Management vs CM
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
Design-Build
A (4), D (4), Approach (3)
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
Public-Private-Partnership (P3)
- 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
Integrated Project Delivery (IPD)
A (5), D (3)
- 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,
Standard Contarct Forms
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
Client Responsibilities (Doc 6)
- req of the project
- physical specs (spatial & functional relationships)/ FP
- Legal services
- Site Conditions (surveys, geotech, DSS)
- schedule for payment of fees
RAIC Doc 6: Arch Services
Role of Architect
CCDC 2: Stip Price
Role of Consultant (16)
- 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
CCDC 2: Stip Price
Role of Client (6)
- 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
CCDC 2: Stip Price
Role of Contractor (6)
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
CCDC 2: Stip Price
Important Dates (SoV, CoP, Payment, SP)
- 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
CCDC 2: Stip Price
Ready-for-takeover requirements (7) & process (2)
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
- GC submit list of remaining items & application for RfT
- Consultant review & validate application, & within 10 days confirm date of RfT (w/ GC) or advise in writing that work is not ready
Supplementary Conditions
= 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
Change Directive
- 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
General/ Field Review
- 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
Ready-For-Takeover
- = the date of substantial performance or completion of the work as defined in the lien legislation
