NZIA Lectures - A Flashcards
1
Q
Project Initiation - Outcomes?
A
To confirm objectives and conditions at the inception of a project
1
Q
Project Initiation - Performance Indicators
A
- Brief of the project, budget and time constraints etc
- Architect’s services and the basis of the architect’s fees have been established
- The role and employment of other consultants
- Ethical practices
- (Site investigations)Topographical and climatic conditions and any existing services have been identified. Existing buildings and any options for reuse
- Legal status, Resource management issues, and site issues
Note: All of these conditions may not be able to be captured at the inception of the project but should be outlined that it can be moved to the next stage.
2
Q
Methods of Winning a Project
A
- Word of mouth
- Interview
- Design comp
- Tender (RFP - request for price)
- Existing relationship - best
3
Q
The Client Relationship - what do you need to explain to them?
A
The relationship with the client is very important
- Explaining what an Architect does as a professional service
- Establish roles and expectations as Architect and Client.
- Listening and observing - who is the client. Board or private client etc
- Performance and response - what does this mean
- Obligations and response - what does this mean?
- Your relationship with clients is the highest priority!
4
Q
What do you need to understand about Site and Project Constraints?
A
(i.e Understanding the site/Site issues)
Site Conditions and context
- Topo, climate, existing structure and services
- RMA issues
- Heritage Issues
- Geotech Issues
- Health and Safety Issues
Legal Status:
- COT (incl interests) - does the client own the site yet?
- DP (Deposited Plan)
- Easements and covenants - will affect the design of the building, height etc
What are the implications of this on your fee.
5
Q
What is the Brief? What happens if there is no brief?
A
- The foundation for the whole project
- Make sure there is a brief!
- Take or receive and critique a brief
- If no brief then, create a return brief - ie write a brief and give to clients
- Offer client to review it and return till brief is agreed
6
Q
What does having a brief do?
A
- Removes risk and establishes the scope and expectations
- A brief is a record of what was discussed, that can go into the AAS
- If the brief changes there’s an opportunity to change and review it
- Understanding:
- Quality and quantitative qualities
- What quality of building are the clients after. What’s going to be included
- Spec House vs Private house - will affect fee and engagement
CONFIRM, AGREE, AND RECORD
7
Q
Review of the Brief
A
- The brief is a live document. That can be changed under an agreement process.
-
Brief Creep - But changes to the brief can creep. Slow addition of scope
- i.e adding a pool!!! - can talk extending pool in case study
- What does this mean for the project? Manage and communicate the change in scope. Make sure the clients know the result of these changes. I.e longer timeline, more cost, or reduce cost.
- Emergent complicating factors - unforeseeable things. New information, issues out of your control. I.e tricky resource consent that turns into a limited./public notified consent process. Could be a site issue. i.e site soil is poor.
- The clients need to be informed of all these.
- These Brief creep or the unforeseen complications must be made aware to relevant consultants as this may result in a fee review. Manage this with the client.
KEEP EVERYONE INFORMED!
8
Q
Why should you have a signed agreement or at least something in writing?
A
- Under ethics of the NZRAB: Architects must have an initial letter of engagement - suggesting a form of agreement. This can be a CCCS (Conditions of Contract for Consultancy Services) or AAS signed by both parties.
- If not signed a formal agreement, then have something in writing. Especially in projects that take a while to get the agreement signed. An email or letter - but signed agreement is much better.
- Who is your agreement with? You need to understand who this is. Is it a trust or a business? Do your due diligence.
- NZIA has the NZIA AAS 2018 and AAS Small Projects 2018.
- For a concept design (short engagement) it is valid to to as Small Projects AAS first then go use a full NZIA AAS 2018 when it needs to be.
- The agreement outlines each party’s obligations to one another
9
Q
Other forms of Agreement - Consultancy services
A
- Novation of agreement - when a third party replaces one of the two parties
- Design (Build) Contract Agreement
- ACENZ, Hybrid
- CCCS
- CCCS mostly seen in commercial or modified MOE projects (Ministry of education projects).
- Note that different levels of insurance requirements etc are required for different agreements. Good to understand the differences. Explore further
10
Q
AAS - Things to consider
A
- Joint venture - working with other architects. Agreement of the scope. Payments etc
- Allow time for legal costs - sometimes clauses can be changed by the client and legal team
- Could cause issues with insurance for example.
- Therefore if there are changes to a clause of AAS it is recommended insurance company or legal consultant review
- Scope of services - be clear about what is not included. Any exclusions and additional services. You can show on your agreement what you can offer as an additional service.
- Disbursements -travel, printing etc
- The validity period of offer - limited to a period of time - can put a program for stages of work. Allow a period of time for each stage. If the project extends then you can manage the process and possible costs.
- The Copyright Act - know the differences between the AAS and CCCS differences - Explore further
- Additional services graphic design, interior design, landscape design etc. Can offer as service
- Qualifications - If the Program changes. Ie if your fee is 10% for a million-dollar project but it does to 2 million dollars then you have the opportunity to readjust your fees + discuss with clients
- Must have: Insurances - public liability
- Must have: Professional indemnity insurance. Min 250,000 upto 10,000,000
- Go through with clients to see if they are happy with the insurance.
- If what the client requests are more that the company holds then can just get individual insurances for individual projects but can be a liability as needs to be maintained for the whole life of the project.
11
Q
Type of Fees
A
Lump Sum Fee
- NZIA fee scales used to exist. Not available anymore.
- Historical company data used.
- Staff and Programme cross-check. How many people do you need to work on this project and how long will this take?
Time Charge
- Based on hourly rates. From admin people, to graduates to associates, directors etc.
- Offer a range of costs is a good idea. Ie we will deliver concept design between 4k-6k. Gives the client an expectation
- Can also give the clients a ceiling of cost - ie we will not go over 10K. Communication of cost to the clients!!!
Percentage Based fees
- For projects where the cost of the project has not been agreed yet
- Can give a percentage
- Once the QS has confirmed you can reassess the fee
- When QS comes in the percentage could turn into Lump sum fee
OR can do a combination of the above
- I.e. for each stage can be different fee
- Make sure fees are clearly calculated and communicated back to the client
TIP: Create a projected cash flow for the project and monitor it. From AAS can see fee across the stages and see if you are going over or under etc
12
Q
Specialists
A
You need to be aware of the projects needs and your limitations
- Clearly identify why you need them
- Might be daunting for novice clients to see all the consultants so communication is key!
- RMA planning specials, Geotech, QS at early stages for examples
- Further stages may be Structural, Civil, Fire, Iwi etc.
- It is important the clients understand why you need these consultants
13
Q
How should you plan the project with your team?
A
- Set up the structure and roles and contact details of the team and how you are going to communicate. Could be a project management program - Procore? Or a dropbox for example.
- Setting up the program, budget and key project drivers, and potential of the project
- What is the outcome, get people to buy into the concept
14
Q
Your Role - Lead Consultant
A
Are you the lead consultant?
- Responsibility for project management
- If there is a project manager on board then you need to agree on what your scope is and what they will be providing
