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ARE 5.0 > PcM > Flashcards

PcM Flashcards

1
Q

Major Types of Project Delivery

A
  1. Design-Bid-Build
  2. Construction Management Multi-Prime (CM MP)
  3. Construction Management-at-Risk (CM@Risk)
  4. Design-Build (DB)
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2
Q

What is Agency CM?

A

Add-on service that an Owner can use to add expertise to any type of project delivery

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3
Q

What is Lean (Alliance Contracting)?

A

Overlay to any project delivery method that attempts to reduce the redundant efforts (waste) associated with the current delivery process

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4
Q

Fundamental Decisions an Owner must make

A
  1. What type of project delivery method to use
  2. What will be the procurement method
  3. What wil lthe contract be like
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5
Q

Generally, 3 parties involved in the process of delivering the project

A
  1. Owner
  2. Designer
  3. Builder
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6
Q

Design-Bid-Build Characteristics

A

Two Contracts (Architect & Contractor)

Best Understood

Linear Sequence of Work (Longest Delivery)

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7
Q

Pros / Cons of

Design-Bid-Build

A

Pros:

  • Retain Control of Design
  • Procurement laws are well defined
  • Low first cost (Bidding)

Cons:

  • Final cost changes: Owner responsible
  • Most litigious
  • Contracto has no input on project
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8
Q

Characteristics of

Construction Management Multi-Prime

(CM-MP)

A

Many Contracts (Architect, Contractor, Subcontractors)

Linear Design

CM is selected on Qualifications

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9
Q

Pros / Cons of

Construction Management Multi-Prime

(CM-MP)

A

Pros:

  • Retain control of design
  • Contractor involved early
  • Combine fast track and lowest bids

Cons:

  • Owner responsible for changes, overlaps, and gaps in scope
  • Lack of subcontractor involvement
  • Exposure to CM’s lack of proper oversight
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10
Q

Characteristics of

Construction Management at Risk

(CM@Risk)

A

2 Contracts (Archtec & Contractor)

CM selected on qualifications and fees

Some constrction risks transferred to GC

Like CM MP for selection and mangement of work

Open book on costs (subs & supplier payments) and procurement process

Flexibility to price project

Subs are re-assigned to the CM

Bonding can be for entire scope of work (GCs and Subs)

Risks can push CM not to act as the agend of the Owner

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11
Q

Pros / Cons of

Construction Mangement at Risk

CM@Risk

A

Pros:

  • Retain control of design
  • Conctractor involved early
  • Flexibility to price the project

Cons:

  • Owner responsible for changes
  • Owner’s qualification-based selection of the CM
  • Architect may not take input from CM during design
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12
Q

Characteristics of

Design-Build

A

Single point of contact / responsibility

Often is the fastest delivery

Most cost effective

Need a well-defined scope

Need for timely decisions

Must effectively administer design-build process

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13
Q

Pros of

Design-Build

A
  • Owner retains control of design
  • Construction input occurs during the design process
  • Overlaps & gaps in scope are identified during pre-construction
  • Cost benefit of procuring the construction directly from the trades
  • No mark-ups on subcontracts or on changes
  • Improved schedule due to early resolution of the design & construction issues
  • Packaging of work can allow for construction to start early
  • Tighter Control to adhere to scop budget
  • CM as Owner’s rep manages the construction in Owner’s best interest
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14
Q

Cons of

Design-Build

A
  • Owner responsible for changes, overlaps, and gaps in scope
  • Exposure to CM’s lack of proper oversight
  • Subcontractors may be brough into project late in the process
  • Need up-front program & performance criteria
  • Owner needs to manage decisions on quality
  • Owner is pushed for early decisions
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15
Q

What are the Core Values of

NCARB?

A
  • Leadership
  • Accountability
  • Trasnparency
  • Integrity
  • Collaboration
  • Excellence
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16
Q

What are the NCARB Rules of Conduct?

A
  1. Competence
  2. Conflict of Interest
  3. Full Disclosure
  4. Compliance with Laws
  5. Professional Conduct
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17
Q

What are the 5 Types of Business Organizations for architectural firms?

A
  1. Sole Prioprietorship
  2. General or Limited Partnership
  3. Corporation
  4. Limited Liability Company or Limited Liability Partnership
  5. Joint Venture
18
Q

Pros / Cons of

Sole Proprietorship

A

Pros:

  • Easy to setup
  • Utilizes skills of more individuals
  • Tax advantages go to the partners

Cons:

  • Partners are responsible & liable for actions of the others
  • Partners are personally liable for company’s debt & losses
  • If sued, all partners are liable with personal income/property
  • Disagreements can lead to dissolved partnerships
19
Q

Pros / Cons of

Corporations

A

Pros:

  • Financially & legally independent from shareholders
  • Continuity that is independent of changes to shareholders/directors/principals

Cons:

  • Requires Formal Articles of Incorporation
  • Taxed separately (twice)
    • Corporation on profits
    • Shareholders on dividends
  • High cost of start up / maintenance
20
Q

Characteristics of

Corporations

A

Association of individuals that exist as legal entity apart from its members. Consist of:

  • Stockholders (own portion of corporation–shares). They elect Directors.
  • Directors have fiduciary responsibility to act in company’s best interest of stockholders. Broad policy decisions. They elect officers.
  • Officers carry out day-to-day management of the corporation.
21
Q

Characteristics of

Partnerships

A

General Partnership

  • Two or more people
  • Share management, profits, and risks
  • Income shared and reported on personal tax forms

Limited Partnership

  • One partner, one ore more limited partners
  • Limited partners are investors who profit with no say in magnement
  • Liable only to extent of their investment
22
Q

Characteristics of

Sole Proprietorship

A
  • Simplest business type
  • Owned by an individual
  • Can do business under owner’s name or a company name
  • Only requires
    • Name
    • Whatever electronic comm systems necessary
    • business liceneses required by local jurisidictions
23
Q

Define:

Standard of Care

A

Level of skill and diligence that a resonably prudent architect would exercise in the same community, in the same time frame, and given the same or similar facts and circumstances.

24
Q

Define:

Departmental Organization

A

Staff organized indo departments, specializing in different functions.

Every dept works on every project as needed

Project moves from one dept to another from start to finish

25
Q

Pros / Cons of

Studio Organization

A

Pros:

  • Close & immediate communication among members
  • Group problem solving & idea sharing
  • Project manager has daily contact with team and client

Cons:

  • Expertise may be missing and will need to be brought in
  • Disengaged project manager may weaken guidance
  • Personality conflicts may arise and interfere with production / cause conflict
26
Q

Pros / Cons of

Departmental Organization

A

Pros:

  • Efficient
  • Able to standardize & fine-tune processes
  • Makes full use of specialists
  • Creates economies of scale

Cons:

  • Inflexible
  • Resistant to innovaton & change
  • Communication between depts can be a challenge
  • Difficult to gain experience and share knowledge outside expertise
27
Q

Define Studio Organization

(aka Vertical or Tall Organization)

A

Organized around groups of employees called studios.

Each studio is responsible for completing an entire project from planning to production to construction administration

They can stay as teams or reform as new projects dictate

28
Q

Define Outsourcing

A

Contracting with another company to do some of the work needed for a project

29
Q

Define: Support Staff

A

Employees other than the professional staff and senior management

Examples:

Administration Assistants, Receptionists, Bookkeppers, Marketing People, Model Builders, Technology Asisstants

30
Q

Canons of AIA Code of Ethics

A
  1. General Obiligations
  2. Obligations to the Public
  3. Obligations to the Client
  4. Obligation to the Profession
  5. Obligations to Colleagues
  6. Obligations to the Environment
31
Q

Canon 3 of the AIA Code of Ethics

A

Obligations to the Client

  1. serve their clients competently and professionally
  2. exercise unbiased judgement
  3. not accept projects beyond their professional capacity
  4. avoid conflicts of interest
  5. be truthful in professional communications
  6. keep cllients informed about their projects
  7. maintain client confidentiality
32
Q

Canon 2 of the AIA Code of Ethics

A

Obligations to the Public

  1. uphold the law
  2. never try to influence a public official with a payment
  3. never accept payments intended to influence their judgement
  4. never help a client with anything fraudulent or illegal
  5. promote and serve the public interest
  6. render pro bono services
  7. be involved in civic activities
  8. strive to imrpvoe public appreciaiton of architecture
33
Q

Canon 4 of the AIA Code of Ethics

A

Obligations to the Profession

  1. uphold the integrity and dignity of the profession
  2. practice with honesty and fairness
  3. not sign and seal documents for which they do not have responsible control
  4. not knowingly make false statements
  5. be hoenst about their qualifications and about the work they claim credit for
34
Q

Canon 6 of the AIA Code of Ethics

A

Obligations to the Environment

  1. be environmentally responsible
  2. promote sustainable design in their professional work
  3. advocate sustainable buildings and site design
  4. use sustainable practices within their firms and encourage clients to do the same
35
Q

Canon 5 of the AIA Code of Ethics

A

Obligations to Colleagues

  1. respect the rights of their colleagues and acknowledge their professional contributions
  2. provide associates and employees with suitable working conditions and fair compensation
  3. nurture fellow professionals through their education, inernships, and careers
  4. give credit to others for their professional work
36
Q

Canon 1 of the AIA Code of Ethics

A

General Obligations

  1. maintain & improve their knowledge and skill
  2. seek to raise architectural standards in aesthetics, education, research, training, and practice
  3. respect and seek to imrpove society and the environment
  4. exercise leanred professional judgement
  5. uphold human rights
  6. not discriminate on the basis of race, religion, national origin, age, disability, or sexual orientation
37
Q

Two Broad Categories of Accounting

A

General Ledger Accounting:

  • Cost of Day-to-Day Operations
  • Banking / Taxes / Audting
  • Firm-Wide about overall financial status

Project Cost Accounting:

  • Individual Project Accounting
  • Revenue / Expenses / Profit
  • Differentiate between profitable / non-profitable projects
38
Q

Define:

Utilization Ratio

A

Used to determine amount of time spent on billable work as a percentage of total time for which an employee is compensated.

Direct Hours (Billable)

Utilization Ratio = —————————————

Total Hours

39
Q

Phases of

Integrated Project Deilvery

A
  • Conceptualization (Pre-Design)
  • Critieria Design (Schematic Design)
  • Detailed Design (Design Development)
  • Implementation Documents (Construction Documents)
  • Agency Review
  • Buyout (Bidding from participants not included in the integrated team)
  • Construction (Construction Administration)
  • Closeout
40
Q

Define:

Integrated Project Deilvery

A

IPD: all participants collaborate closely from the project’s earliest conceptualization to move-in. The idea is the best design, most efficient & cost-effective building will be produced when everyone works together throughout the process.

41
Q

Define:

Bridging

A

Combines advantages of the traditional DBB and DB approaches. The owner hires an architect or engineer (AE) to be the project manager and acts as an adviser to develop project requirements used by the selected DBB firm, relieving the owner of the responsibility to develop it themselves.

AE works to get the DBB firm selected, then also hand off the responsibilities to produce the final, detailed CDs. The AE is not legally responsible for the goals of the owner.

42
Q

Define:

Design-Assist Contracting

A

Project management method in which specialty subcontractors or trades are included early in the design and construction document phases to help with te development of complex or unique portions of the building.

ARE 5.0 (2 decks)

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