Tute 5 (Tara) Flashcards

1
Q

What is a ‘Federated Model’ in relation to BIM

A

Combined consultants model. An architectural, structural and services model.

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2
Q

Where can you find open source BIM information does NATSPEC provide?

A

Executive summary/BIM brief, Design BIM Management Plan and TEchnical Appendix?

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3
Q

What is the name of the agreement where the architect is the primary consultant and pays the specialist consultant
directly

A

Architect-Specialist Consultant Agreement

2017 (ASCA 2017)

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4
Q

Procurement is… (define)

A

…the act or process of bringing about or bringing into existence buildings.

It may also refer to theacquiring of buildings already existing but most commonly it refers to the total process of bringing into being a building that was not there before and embraces all the activities that might be necessary to the objective.

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5
Q

With alternative client, architect, contractor relationships, what must be clearly defined?

A

the organisational structure of the delivery method, clearly defined responsibilities and a full understanding of the lines of communication

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6
Q

who has developed Guidelines for EOI and RFT for architectural services to enable an effective and efficient process?

A

The Institute (AIA)…. Australian-Institute-of-Architects_EOI-RFT-Guidelines-2019

Deveoped from analysis of
industry and government policy documents, interviews with government and institutional clients, and an online
survey of Institute members.

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7
Q

Define the alternative procurement method: Negotiated price contract

A

or known as Fixed Price Lump Sum (FPLS).

“The traditional relationship between the client and the architect is maintained, contract documentation is
substantially or fully completed and a tender is negotiated with one or more selected contactors. A traditional contract is signed when a satisfactory price is achieved and the architect administers the contract.”

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8
Q

Define the alternative procurement method: Cost-plus contract

A

The cost is billed after construction rather than discussed beforehand.
Often used for latent conditions projects or when its difficult to determine the scope. Law only allows cost plus on projects over $1 million.

“The traditional relationship between the client and the architect is maintained, contract documentation is
substantially or fully completed and a management fee covering overheads and profit is negotiated with one or more selected contractors. The successful contractor builds the project using in-house and sub-contracted labour. A modified contract is signed and the architect administers the contract. It is usual for the sub contract tendering to be administered by the contractor but vetted and approved by the client and/or the architect.”

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9
Q

Define the alternative procurement method: Two-stage tender

A

A version of Early Contractor Involvement (ECI) procurement.

“The traditional relationship between the client and the architect is maintained. The first-stage tender is sought using sketch plans and an outline specification and the selection of the contractor is based on the overhead and profit rate, resources, and site and management facilities offered. Documentation is developed with the contractor and principal subcontractors as part of the design team. The price is built up progressively from elemental subcontract prices prepared by the subcontractors. The design will be tailored throughout the process to meet the client’s budget and other requirements. The design input from the contractor can be valuable, allowing a thorough analysis of buildability and providing a realistic basis for assessing the cost benefit of various aspects of the design.”

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10
Q

Define the alternative procurement method: Construction management

A

Construction Manager replaces the head contractor and all the subcontractors are tied to the client instead of to the sub-contractor.

“A construction manager has expertise in both building and management and is contracted to the client to provide management services only. The provision of materials and labour is through a series of separate contracts between individual suppliers and contractors and the client. The construction management organisation acts as the owner’s agent to administer the separate contracts, plan and supervise construction, and manage the construction services provided by the design consultants, including the architect.
The role of the architect and the relationship with the owner and the construction manager may be much the same as in traditional contracts between architect, client and contractor. It is more common, however, for the construction manager to take over some of the architect’s traditional roles, such as certification, during construction. It is common that the Architect be novated to the construction manager.”

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11
Q

Define the alternative procurement method: Design and construct

A

‘The procurement method of Design and Construct is where the client enters into a single contract with a construction company that provides both the design and construction of a project based on requirements specified by the client’ (Office of the Victorian Government Architect, 2013).

In design-and-construct arrangements, the client enters into one contract for the design and construction of a
building or project with an organisation, generally based on a building company which provides both design and
building services. A ‘guaranteed price’ is negotiated between the contractor and the client, based on the client’s brief or requirements, previous projects of a similar nature, a risk assessment by both parties and a building margin (usually generous). The contractor’s project priorities, minimum cost, minimum time and maximum profit are often in conflict with the client’s priorities.

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12
Q

What is Project Alliancing?

A

Evolved from partnering, and is sometimes called strategic partnering. The main difference between ‘alliancing’ and ‘partnering’ is the introduction of risk and reward, based on the performance of the alliance team, usually comprising the major consultants, contractors and owner.

Very few projects - only used for the national Museum of Australia in Canberra and the Hamer Hall redevelopment in Melbourne. The Institute neither endorses or rejects this contracting method and awaits further evidence of its suitability, through use.

Essentially, alliancing is a project-delivery approach requiring a high level of mutual respect and trust between members of the team. The team must be able to develop a culture of high performance and an environment in which individuals can contribute to a project in the expectation of creating extraordinary results. Alliancing incorporates a legal agreement between all major participants, including the client, which sets out joint risk/reward arrangements.

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13
Q

What is project Alliancing?

A

evolved from partnering, and is sometimes called strategic partnering. The main difference between ‘alliancing’ and ‘partnering’ is the introduction of risk and reward, based on the performance of the alliance team, usually comprising the major consultants, contractors and owner. used for the national Museum of Australia in Canberra and the Hamer Hall redevelopment in Melbourne. The Institute neither endorses or rejects this contracting method and awaits further evidence of its suitability, through use. Essentially, alliancing is a project-delivery approach requiring a high level of mutual respect and trust between members of the team. The team must be able to develop a culture of high performance and an environment in which individuals can contribute to a project in the expectation of creating extraordinary results. Alliancing incorporates a legal agreement between all major participants, including the client, which sets out joint risk/reward arrangements.

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14
Q

what is a project alliance?

A

legal agreement between all major participants, including the client, which sets out joint risk/reward arrangements.
The project team becomes an Integrated Project Team (IPT) with all parties benefit in achieving exceptional performance from a best-for-project approach. A project alliance leadership team (PALT) will be formed to provide guidance and support to the IPT.

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15
Q

What is the purpose of a Project Alliance Leadership Team (PALT)?

A

This leadership team will have primary responsibility for the creation and direction of a high-performance alliance culture, capable of delivering exceptional project results. All members of the alliance will be represented on PALT.

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16
Q

What does Fast tracked procurement typically mean?

A

Design documentation and Construction work conjunctively.

“Fast-tracking (or phased construction) is a generic term used to describe a number of building-delivery methods designed to shorten the overall time between the decision to proceed with a project and its completion. In a fasttrack project, design and construction activities overlap rather than proceed sequentially, which allows construction to commence before all design or documentation is completed. Compared to the traditional process of designing, documenting, pricing and building, fast-tracking may deliver a project in less overall time. “

17
Q

“Fast-tracking” cons?

A

Supportive infrastructure for flexibility with design maybe become REDUNDANT or ABORTIVE WORKS.

INEFFICIENCES IN DESIGN such as over-sized risers and ducts, plant rooms and service spaces, due to inadequate information being available at an early design stage and the need to ensure that elements designed later will fit.

the actual construction cost and the cost of EXTENDED CONSULTANT SERVICES will usually be higher as more people are required for a shorter period, often more documents are required to meet trade-package requirements and more time will be spent on site.

EXPERIENCED ARCHITECTS/staff only

A lot MORE COORDINATION by the architect due to documentation as TRADE PACKAGES. Therefore experienced architects required

If not properly controlled and coordinated, the PACE of building can get ahead of the available information.

18
Q

“Fast-tracking” pros?

A

In a fast-track project the client may achieve savings in financing costs and holding charges and be rewarded with an earlier cash flow, building sale or occupation due to the shorter timeframe.

19
Q

What are the key responsibilities for an architect as part of “fast-tracking” procurement?

A

ensure the client brief is appropriate to the proposed delivery method

develop the design and detailing that can be built more quickly and that are not likely to cause delay

confirm buildability of all components at an earlier stage

design items with long lead times early in the program

recognise that documentation must respond to subcontract or trade packages, not traditional labour and material supply divisions

20
Q

What should the client be informed of by the architect when entering into “fast-track” procurement?

A

It should be clearly explained to the client about the potential risks in the LIMITATION OF DESIGN CHOICES if work starts before the entire design is understood/finished.

The architect needs to help the client understand the complexity of the decisions and the EDUCATED GUESSWORK that is required by fast-track and the risks associated with the lack of the customary checks and balances that are exercised in traditional design and construction.

The architect will be forced to make ASSUMPTIONS and should advise the client about the likelihood of such changes and delays resulting in extra costs, so they can be accounted for in the project budget and a BIGGER CONTINGENCY fund can be established.

21
Q

What can The method of financing a building affect?

A

project time schedule

choice of building contract (for example, fixed sum versus sum subject to fluctuations)

timing of fees and progress payments

phasing of a project built in stages

22
Q

What are the definitions of mortgage, mortgagee and mortgagor?

A

A mortgage is an agreement whereby money is lent on the security of land or other property.

A mortgagee is a person who lends money on mortgage.

A mortgagor is a person who borrows money on mortgage.

23
Q

Definition: Short-term or ‘bridging’ finance

A

This usually refers to temporary finance generally required to fund a development or a building project prior to sale or prior to arrangements for long-term finance. Bridging finance is generally available at a fairly high interest rate, and usually involves the borrower in the periodic payments of interest only, the principal being repaid to the lender in a lump sum.

E.g. Could be used to finance design and documentation of an apartment project which is then 50% sold off the plan in order to repay the short-term long and produce capital to secure a long term loan.

24
Q

Definition: medium-term loan

A

This is usually available by loan for up to around five years. It may be advanced by the lender in staged payments as construction proceeds, and it can be repaid the same way as short-term finance, ie the principal being paid during the term of the loan.

25
Q

Definition: long-term loan

A

Long-term finance is usually obtained by long-term borrowing such as on mortgages for up to 25 to 30 years. Longterm finance may be repaid by payment of both interest and principal throughout the loan period.

26
Q

What is Insured mortgage through a mortgage-guarantee company?

A

Insured mortgage through a mortgage-guarantee company: where the lender increases the amount of loan (from, say, 65% to 90% of value) on condition that the borrower takes out an insurance policy which guarantees repayment in the event of the borrower’s default

27
Q

What makes construction drawings comprehensive, consistent and clearly legible?

A

Comprehensive, consistent and clearly legible Construction drawings, coordinated with a well-drafted specification should:

limit the potential for errors from misinterpretation or ambiguity

minimise duplication of information by prudent cross-referencing

mitigate claims by contractors for additional costs associated with contradictory information between drawings and the specification

clearly define the work that is the responsibility of the contractor, and that which will be carried out by others

28
Q

What is the role of the specification document vs. the construction drawings?

A

The Specification describes the ‘what’ and the ‘how’; where the drawings describe the where and how much.

29
Q

What helps when doing Construction drawings and the documentation?

A

Avoid repetition drawing to drawing – when items are changed on one, but not changed on others it makes for confusion and potentially additional cost  Apply plan dimensions on plans and vertical heights on section and elevation drawings  Draw general to specific; notate specific to the general. This will mean notations about junctions will get covered by detail drawings, leaving more general notations on plans, elevations etc.  Use Relative Levels (RLs) for floor, roof and ceiling heights and basic dimensions for everything else (including ceiling heights at times). Be clear if the RL’s are finished or structural levels.

30
Q

Other than Acumen, where else can you find a construction documentation checklist?

A

Government of Western Australia, Department of Finance BMW Documentation Checklist

Charles Nelson “Checkit”

31
Q

What are 5 well-known literature resources for specification writing? (Two by the AIA)

A

Gelder, J. 2001, Specifying architecture - a guide to professional practice

Gelder J, 2001, Specifying architecture - a guided learning package

Standen, D, 1995, Construction Industry Specifications , Australian Institute of Architects, Knowledge Services

Standen, D, 2000, Construction Industry Terminology , 4th edition, Australian Institute of Architects, Knowledge Services

32
Q

Building work is most often measured in accordance with…

A

…the Australian Standard Method of Measurement of Building Works and bills of quantities and schedules of rates is covered in most ABIC contracts.

33
Q

Will you pass this exam?

A

Most definitely! Go get ‘em tiger!