What I need to work on Flashcards

1
Q

What is a stipulated sum in architectural contracts?

A

A stipulated sum is a fixed amount agreed upon for the architect’s services or for construction work, regardless of the time or resources required.

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2
Q

When is a stipulated sum contract typically used?

A

It is used when the scope of work is clearly defined, and the client and architect (or contractor) can accurately estimate the costs.

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3
Q

What are the advantages of using a stipulated sum contract?

A

Predictable cost for the client.

Simplified billing, as payments are tied to project milestones or percentages of completion.

Clear financial expectations for all parties.

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4
Q

What are the risks of a stipulated sum contract?

A

The architect or contractor assumes the risk of cost overruns if the project scope changes or unforeseen issues arise.

It may lead to disputes if the scope is not well-defined upfront.

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5
Q

How does a stipulated sum benefit the client?

A

It provides cost certainty and allows the client to budget effectively since the total cost is predetermined.

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6
Q

How are payments typically structured in a stipulated sum contract?

A

Payments are often tied to project milestones, such as schematic design completion, construction documents completion, and substantial completion of construction.

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7
Q

Why is it important to clearly define the scope in a stipulated sum contract?

A

A clearly defined scope minimizes the risk of disputes over additional work and helps both parties understand the deliverables included in the fixed fee.

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8
Q

When should a stipulated sum fee be avoided?

A

Avoid a stipulated sum fee when the project scope is unclear or subject to frequent changes, as the fixed fee does not accommodate significant deviations.

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9
Q

Why should a stipulated sum fee be avoided in highly complex projects?

A

Complex projects with many unknowns can lead to cost overruns for the architect or contractor, making a stipulated sum fee risky and financially disadvantageous.

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10
Q

Why is a stipulated sum fee unsuitable for fast-track or phased projects?

A

In fast-track or phased projects, the scope and requirements may evolve, making it difficult to define a fixed fee that accurately reflects the effort required.

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11
Q

Should a stipulated sum fee be used in projects with limited initial design information?

A

No, because the lack of sufficient design information can lead to unforeseen complexities, making the fixed fee inadequate to cover the actual work.

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12
Q

Why might a stipulated sum fee be unsuitable when clients request significant ongoing input?

A

If clients frequently request changes or additional services, a stipulated sum fee may not reflect the increased workload, potentially leading to disputes.

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13
Q

How does the risk of unexpected site conditions affect the use of a stipulated sum fee?

A

Unexpected site conditions that require substantial redesign or adjustments can make a stipulated sum fee impractical, as additional work may not be compensated.

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14
Q

How do you calculate the architect’s net fee?

Example Values:
Architect’s gross fee: $580,000
Consultant’s fees: $72,000

A

Subtract the consultant’s fees from the architect’s gross fee.

Formula:

$580,000 - $72,000 = $508,000

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15
Q

How do you calculate the consultant’s fees?

Example Values:
Construction cost: $6,000,000
Architect’s fee percentage: 8%
Consultant’s fee percentage: 15%

A

Formula:

($6,000,000 * 0.08) * 0.15 = $72,000

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16
Q

How do you calculate the architect’s gross fee?

Example Values:
Construction cost: $6,000,000
Architect’s fee percentage: 8%
Fixed fee for supplemental services: $100,000

A

Multiply the construction cost by the architect’s fee percentage, then add any fixed fees for supplemental services.

Formula:

($6,000,000 * 0.08) + $100,000 = $580,000

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17
Q

How do you calculate the total available project hours?

Example Values:
Architect’s net fee: $508,000
Average billable hourly rate: $215/hour

A

Divide the architect’s net fee by the average billable hourly rate.

Formula:

$508,000 / $215 = 2,362.79 hours (rounded down to 2,362 hours)}

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18
Q

What is the purpose of Initial Information in AIA B101-2017 Article 1?

A

Initial Information establishes the basis for the project, outlining the owner’s and architect’s assumptions about the project’s scope, budget, schedule, and team.

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19
Q

What key project details must the owner provide under Initial Information?

A

The owner must provide:

  • The project’s site and program requirements.
  • The project’s budget.
  • The anticipated schedule for design and construction.
  • Consultants and contractors involved in the project.
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20
Q

Why is it important to update Initial Information during the project?

A

Updates ensure alignment between the project’s scope, schedule, and budget as they evolve, helping to manage expectations and avoid disputes.

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21
Q

What happens if Initial Information changes significantly?

A

A substantial change to Initial Information may require an adjustment to the architect’s services, schedule, or compensation to accommodate the revised project parameters.

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22
Q

How does Initial Information impact the architect’s assumptions about the project?

A

The architect uses Initial Information to make assumptions about the project’s feasibility, risks, and required services. Inaccurate or incomplete information can lead to misaligned expectations.

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23
Q

What is the relationship between Initial Information and the owner’s project requirements?

A

Initial Information serves as a foundation for defining and aligning the owner’s project requirements, which are critical for accurate design and project delivery.

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24
Q

Is the architect responsible for verifying Initial Information provided by the owner?

A

The architect is not obligated to verify Initial Information but can rely on it as accurate unless they identify inconsistencies or require clarification.

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25
Q

What is the architect’s standard of care under Article 2 of AIA B101-2017?

A

The architect must perform their services consistent with the professional skill and care ordinarily provided by architects practicing in the same or similar locality under similar circumstances.

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26
Q

What ethical obligations does the architect have under Article 2?

A

The architect must act in the owner’s best interest, comply with all applicable laws, codes, and regulations, and uphold the standards of ethical practice.

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27
Q

How does Article 2 address licensing requirements for architects?

A

The architect must be appropriately licensed to provide services in the jurisdiction where the project is located.

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28
Q

What role does the architect play in maintaining project confidentiality?

A

The architect is required to keep information about the project confidential unless disclosure is authorized by the owner or required by law.

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29
Q

What does Article 2 state about the architect’s responsibility for consultants?

A

The architect is responsible for coordinating the services of their consultants but is not liable for the consultants’ performance unless stated otherwise in the agreement.

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30
Q

What is the architect’s responsibility in identifying and addressing code compliance issues?

A

The architect must ensure that the design complies with applicable codes, regulations, and standards, addressing issues as they arise during the design process.

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31
Q

How does Article 2 address the architect’s obligation to provide prompt service?

A

The architect must perform their services as expeditiously as is consistent with professional skill and care to meet the project schedule.

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32
Q

What obligation does the architect have to maintain project records?

A

The architect must retain records of the services they provide, which may include drawings, specifications, and correspondence, as required by the agreement or law.

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33
Q

What responsibility does the architect have in reviewing project progress with the owner?

A

The architect must communicate regularly with the owner to provide updates, address concerns, and review progress against the project’s requirements and schedule.

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34
Q

Utilization Rate =

A

Direct Labor/ Total Labor

Typical Range of Utilization Rate for Architectural Staff: The typical utilization rate for architectural staff ranges between 75% and 85%.

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35
Q

What does Article 3 of AIA B101-2017 define in the architect’s scope of basic services?

A

Article 3 outlines the phases of services the architect will perform, including schematic design, design development, construction documents, bidding or negotiation, and construction administration.

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36
Q

During which phase is the architect responsible for preparing conceptual design sketches and ensuring they align with the owner’s program and budget?

A

The Schematic Design phase.

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37
Q

What is the primary objective of the Design Development phase as described in AIA B101-2017?

A

To refine the approved schematic design, incorporating more detail into the architectural, structural, mechanical, and electrical systems, ensuring alignment with the owner’s budget and program.

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38
Q

What deliverables are prepared during the Construction Documents phase under AIA B101-2017?

A

Complete drawings and specifications suitable for permitting, contractor bidding, and construction.

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39
Q

What are the architect’s responsibilities during the Bidding or Negotiation phase under Article 3?

A

Assisting the owner in soliciting bids or proposals, evaluating submissions, and helping with the selection of a contractor.

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40
Q

What is the architect’s role during the Construction Administration phase according to Article 3 of AIA B101-2017?

A

To act as the owner’s representative, providing services such as reviewing contractor submittals, certifying payments, conducting site visits to assess progress, and ensuring construction conforms to the contract documents.

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41
Q

Does the architect review change orders as part of their Basic Services under AIA B101-2017?

A

No, reviewing and preparing change orders is typically an Additional Service, unless explicitly included in the agreement.

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42
Q

Is the architect responsible for cost estimating during the scope of basic services?

A

Yes, the architect must prepare a probable construction cost estimate at the end of each design phase and ensure alignment with the owner’s budget.

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43
Q

Under Article 3, who coordinates consultants’ services and ensures their deliverables align with the project?

A

The architect is responsible for coordinating consultant services related to the basic scope of work.

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44
Q

Does Article 3 of AIA B101-2017 include responsibility for preparing record drawings or as-builts?

A

No, preparing record drawings or as-builts is considered an additional service unless explicitly included in the agreement.

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45
Q

How does Article 3 of AIA B101-2017 address project changes during the construction phase?

A

Project changes, such as reviewing and preparing change orders or contractor change proposals, are Additional Services unless explicitly included in the architect’s Basic Services in the agreement.

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46
Q

What is the purpose of AIA A101?

A

AIA A101 is the standard agreement between the owner and contractor for a stipulated sum, outlining terms for a fixed construction cost.

Reference: AIA A101-2017.

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47
Q

When is AIA A102 used?

A

AIA A102 is used for contracts where the contractor is paid on a cost-plus basis with a guaranteed maximum price (GMP).

Reference: AIA A102-2017.

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48
Q

What is the role of AIA A201 in construction?

A

AIA A201 outlines the general conditions for the contract, including roles, responsibilities, and procedural rules for all parties.

Reference: AIA A201-2017.

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49
Q

How does AIA C401 define the architect-consultant relationship?

A

AIA C401 provides the standard terms for agreements between architects and their consultants, detailing roles, compensation, and coordination.

Reference: AIA C401-2017.

50
Q

What is the function of the AIA G-series documents?

A

The AIA G-series includes forms like G702 (Application and Certificate for Payment) and G703 (Continuation Sheet) used for project administration and payment tracking.

Reference: AIA G-series.

51
Q

What are the key characteristics of Design-Bid-Build (DBB)?

A

DBB is a traditional delivery method with sequential phases, where the design is completed before construction bidding begins.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

52
Q

How does Design-Build (DB) differ from DBB?

A

DB combines design and construction under one entity, offering a streamlined process with a single point of responsibility.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

53
Q

What is the role of a Construction Manager as Advisor (CMa)?

A

The CMa advises the owner during design and construction but does not perform construction work, providing objective guidance.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

54
Q

What distinguishes Construction Manager as Constructor (CMc) from CMa?

A

The CMc acts as both an advisor during preconstruction and the contractor during construction, offering more integrated services.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

55
Q

What makes Integrated Project Delivery (IPD) unique?

A

IPD fosters collaboration by aligning goals and incentives for all stakeholders, sharing risks and rewards throughout the project lifecycle.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

56
Q

What are the benefits of the Design-Bid-Build (DBB) delivery method?
Answer:

A
  • Clear separation of design and construction phases.
  • Familiarity and simplicity for stakeholders.
  • Competitive bidding ensures cost control.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

57
Q

What are the drawbacks of the Design-Bid-Build (DBB) delivery method?

A
  • Longer project duration due to sequential phases.
  • Limited collaboration between designer and contractor.
  • Higher risk of disputes during construction.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

58
Q

When is the Design-Bid-Build (DBB) delivery method appropriate?

A
  • Projects with well-defined scope and design clarity.
  • Owners seeking competitive bidding for cost efficiency.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

59
Q

What are the benefits of the Design-Build (DB) delivery method?

A
  • Single point of responsibility for design and construction.
  • Accelerated schedule with overlapping phases.
  • Cost savings through collaboration.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

60
Q

What are the drawbacks of the Design-Build (DB) delivery method?

A
  • Limited owner involvement in the design process.
  • Less transparency in contractor pricing.
  • Higher risk if the design-build entity lacks expertise in one area.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

61
Q

What are the benefits of the Construction Manager as Advisor (CMa) delivery method?

A
  • Objective guidance without conflicts of interest.
  • Improved cost control and scheduling during preconstruction.
  • High level of owner involvement.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

62
Q

What are the drawbacks of the Construction Manager as Advisor (CMa) delivery method?

A
  • Requires hiring a separate contractor.
  • May lead to higher overall costs due to multiple contracts.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

63
Q

What are the benefits of the Integrated Project Delivery (IPD) method?

A
  • Strong collaboration between stakeholders.
  • Shared risks and rewards align goals and incentives.
  • Reduced waste and improved project efficiency.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

64
Q

What are the drawbacks of the Integrated Project Delivery (IPD) method?

A
  • Requires significant upfront investment in contracts and technology.
  • Limited familiarity among project teams.
  • Not ideal for smaller or simpler projects.
65
Q

When is the Integrated Project Delivery (IPD) method appropriate?

A
  • Large, complex projects like healthcare facilities or institutions.
  • Owners seeking innovative approaches and high collaboration.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

66
Q

What are the benefits of the Construction Manager as Constructor (CMc) delivery method?

A
  • Combines preconstruction advice with responsibility for construction.
  • Allows for early cost and schedule input during design.
  • Construction risks are shifted to the CMc.
67
Q

What are the drawbacks of the Construction Manager as Constructor (CMc) delivery method?

A
  • Potential for conflicts of interest between design and construction phases.
  • Requires thorough vetting of the CMc to ensure performance.
  • Costs can be higher than traditional DBB.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

68
Q

When is the Construction Manager as Constructor (CMc) delivery method appropriate?

A
  • Large, complex projects requiring tight cost and schedule controls.
  • Projects where the owner benefits from preconstruction services like cost estimating and constructability reviews.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

69
Q

What are the benefits of Bridging delivery method?

A
  • Combines the best aspects of Design-Build and Design-Bid-Build.
  • Owner maintains control over early design decisions through a Bridging Architect.
  • Streamlined process after initial design is complete.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

70
Q

What are the benefits of Fast-Track delivery method?

A
  • Accelerates project completion by overlapping design and construction phases.
  • Reduces time-to-market for owners with tight schedules.
71
Q

What are the drawbacks of Fast-Track delivery method?

A
  • Increased risk of design changes during construction.
  • Requires strong project management and coordination.
  • Higher potential for cost overruns due to incomplete design.

Reference: The Architect’s Handbook of Professional Practice, Chapter 9.

72
Q

What fee structures are most appropriate for the Design-Bid-Build delivery method?

A
  • Stipulated Sum: Common due to a well-defined scope at bidding.
  • Percentage of Construction Cost: Often used since the construction budget is established before detailed design work.

Reference: AIA Document B101-2017, Architect’s Handbook of Professional Practice.

73
Q

What fee structures are typically used in the Design-Build delivery method?

A
  • Lump Sum: Aligns with the single-point responsibility of design-build.
  • Cost-Plus with GMP: Suitable for projects where design changes are anticipated.

Reference: Architect’s Handbook of Professional Practice, Section 9.3.

74
Q

What fee structures work best for Construction Manager as Constructor (CMc) delivery?

A
  • Cost-Plus with GMP: Manages risks in fast-tracked or complex projects.
  • Percentage of Construction Cost: Reflects preconstruction services.

Reference: AIA CMc Contract (A133), Architect’s Handbook of Professional Practice.

75
Q

What are the preferred fee structures for Construction Manager as Advisor (CMa)?

A
  • Hourly or Fixed Fee: Suited for advisory services without direct construction responsibility.
  • Cost-Plus: Appropriate for managing projects with unpredictable scopes.

Reference: AIA Document C132-2019, Architect’s Handbook of Professional Practice.

76
Q

What fee structures are most appropriate for Integrated Project Delivery (IPD)?

A
  • Shared Savings/Incentive-Based Fees: Encourages team collaboration and shared risk/reward.
  • Cost-Plus: Reflects the transparency required in IPD agreements.

Reference: AIA Document C191-2009, Architect’s Handbook of Professional Practice, Section 9.6.

77
Q

NOR =

Fees Billed (incl. consultants + markups): $823,978 + $360,760

Reimbursable Expenses(incl. markup: $161,272 + $ 16,127 (mark-up)

Outside Consultants (not
incl. markup):

($360,760) − ($ 32,796)

Project-Related Expenses (reimb.+ non-reimb.):

$161,272 (reimbursable) + $ 40,245 (direct [n-r]

A

NOR = $832,656

78
Q

Net Profit = ?

A

NOR – Total Direct Labor – Total Indirect Expenses + (or –) Total Miscellaneous Revenue or Expense

79
Q

What does Project-Related Expenses is a combination of the total value of five possible sub-categories of expenses

A
  1. Reimbursable expenses for Architect, not including markup
  2. Reimbursable expenses for Outside Consultants, not including markup
  3. Project expenses for the architect included in all lump sum fees billed by Architect
  4. Non-reimbursable project expenses for Architect, per contract
  5. Reimbursable project expenses for Architect that exceed any contract stipulated maximum
80
Q

NOR ($832,656) ÷ TDL ($262,754) = ?

A

Net Multiplier (3.17)

81
Q

Percentage of TDL to NOR (measures the balance between workload and number
of staff (target range: 28–32%)

A

TDL ($262,754) ÷ NOR ($832,656) = 31.6%

82
Q

Projected profit =?

Project profit of 22%
NOR: $800,000

A

Projected profit = Project Profit x NOR

22% x $800,000 = $176,000

83
Q

Profit multiplier = ?

Projected profit: $176,000

Projected Direct Labor: $352,000

A

Profit multiplier = Projected profit / PDL

$176,000 / $352,000 = 0.5

84
Q

Net multiplier = ?

Break-even rate: 2.35
Profit multiplier: 0.5

A

Net multiplier = Break-even rate + Profit multiplier

2.35 + 0.5 = 2.85

85
Q

Break-even rate = ?

Overhead rate: 1.35

A

Break-even rate =
1.35 + 1 = 2.35

86
Q

Total labor = ?
Utilization rate: 85%
Direct labor expense: $75,000

A

Total labor = Direct labor expense / Utilization rate
= $75,000 / 0.85
= $88,235.29

87
Q

Hourly rate = ?
Total labor: $88,235.29
Typical working hours: 2080

A

Hourly rate = Total labor / Typical working hours
= $88,235.29 / 2,080
= $42.42

88
Q

Billable rate = ?
Hourly rate: $42.42
Net multiplier: 2.85

A

Billable rate = Hourly rate x Net multiplier
= $42.42 x 2.85
= $120.89

89
Q

Why are design fees not included in construction costs?

A

Design fees are separate from construction costs because they cover the professional services provided by the architect and design team, which occur prior to construction. Construction costs refer to the physical costs associated with building the project, such as materials, labor, and equipment. Design fees, however, compensate the architect for creating the project’s plans, handling approvals, and providing ongoing oversight during construction.

Explanation:

  • Design fees are part of the pre-construction phase, and typically consist of costs related to conceptual designs, schematic designs, detailed drawings, and project management.
  • Construction costs focus on tangible items and labor involved in physically building the structure, like raw materials, contractor labor, and construction equipment.
  • Including design fees in construction costs would confuse cost breakdowns and create discrepancies in project budgeting and fee structure management.
90
Q

What is Builder’s Risk Insurance?

A

Builder’s Risk Insurance is a property insurance policy that provides coverage for a building under construction. It protects against damage or loss from risks like fire, theft, vandalism, or natural disasters during construction.
Key Points:

  • Protects the project itself (materials, equipment, structure).
  • Typically purchased by the contractor or property owner.
  • Excludes liability coverage and worker injuries.
  • Ends when construction is complete or the owner occupies the building.

  • AIA B101-2017
  • The Architect’s Handbook of Professional Practice, 15th Edition
91
Q

What is a Performance Bond?

A

A Performance Bond is a type of surety bond that guarantees the contractor will complete the project as per the contract terms. If the contractor fails, the bond compensates the project owner.

Key Points:

  • Protects the owner against contractor default.
  • Issued by a third-party surety company.
  • Covers costs to complete the project if the contractor fails.
  • Focuses on contract performance, not physical damage.

Sources:

  • AIA A201-2017 (General Conditions of the Contract for Construction)
  • The Architect’s Handbook of Professional Practice, 15th Edition
92
Q

What are the differences between Builder’s Risk Insurance and Performance Bonds?

A
  • Builder’s Risk Insurance protects against physical damage to the construction project, while Performance Bonds guarantee the contractor’s completion of work per the contract.
  • Builder’s Risk is purchased by the contractor or owner, whereas Performance Bonds involve a third-party surety guaranteeing contractor performance.
  • Builder’s Risk is specific to construction-related property damage; Performance Bonds address financial risk from contractor default.
93
Q

What is Contractor Default Insurance (CDI)?

A

Contractor Default Insurance is a first-party insurance policy that protects the general contractor against financial losses caused by the default of a subcontractor.
Key Points:

  • Protects general contractors, not project owners.
  • Coverage applies when a subcontractor fails to fulfill contractual obligations.
  • Purchased and managed by the general contractor.
  • Faster claims process compared to Performance Bonds.
94
Q

Architect
typical insurance

A
  • Professional Liability Insurance (Errors and Omissions Insurance)
  • General Liability Insurance
  • Workers’ Compensation Insurance
  • Business Owner’s Policy (BOP)
95
Q

Owner
typical insurance

A
  • Builder’s Risk Insurance
  • General Liability Insurance
  • Property Insurance
  • Loss of Use Insurance
96
Q

Contractor typical insurance

A
  • General Liability Insurance
  • Builder’s Risk Insurance (If not provided by the owner)
  • Workers’ Compensation Insurance
  • Commercial Auto Insurance
  • Performance Bonds
  • Contractor Default Insurance (CDI)
97
Q

Calculate hourly payroll billing rate = ?

Annual hours for X billable employees: 16,000 hours

Annual payroll: $715,000

A

Step 1: Calculate hourly payroll billing rate: $715,000 / 16,000 hours = $44.69/hour

98
Q

Calculate hourly overhead billing rate = ?

Annual overhead (not including indirect labor): $380,000

Annual hours for 8 billable employees = 16,000 hours

A

Step 2: Calculate hourly overhead billing rate: $380,000 / 16,000 hours = $ 23.75/hour

99
Q

Calculate total hourly billing rate, exclusive of profit = ?

Hourly payroll billing rate: $44.69/hour

Hourly overhead billing rate: $23.75/hour

A

Step 3: Calculate total hourly billing rate, exclusive of profit: $44.69 + $23.75 = $68.44/hour

100
Q

Calculate hourly billing rate (this is done by dividing by the compliment of the profit rate, which is 20%):

Firm is targeting 20% profit.

total hourly billing rate, exclusive of profit:$68.44/hour

A

Step 4: Calculate hourly billing rate (this is done by dividing by the compliment of the profit rate, which is 20%): $ 68.44 / 0.8 = $85.55/hour

101
Q

General Liability Insurance

A
  • Protects the business against third-party claims of bodily injury or property damage.
  • Applies to accidents at the office or job site, not related to professional services.
102
Q

Commercial Property Insurance

A

Covers damage to business-owned buildings, equipment, and tools caused by fire, theft, or natural disasters.

103
Q

Business Owner’s Policy (BOP)

A
  • Bundles general liability and property insurance into a single policy at a reduced cost.
  • Tailored for small to medium-sized businesses like architecture firms.
104
Q

Workers’ Compensation Insurance

A

Mandatory if the business has employees, covering medical expenses and lost wages for work-related injuries.

105
Q

Business Interruption Insurance

A

Compensates for lost income and operating expenses if the business is temporarily shut down due to a covered peril, such as a natural disaster.

106
Q

Cyber Liability Insurance

A

Protects businesses against cyberattacks, data breaches, and the associated costs of legal fees, fines, and damage to reputation.

107
Q

Professional Liability Insurance (Errors & Omissions)

A

Covers claims for errors or negligence in the services provided, specific to professions like architects, engineers, and contractors.

108
Q

Umbrella Insurance

A

Provides extra liability coverage beyond the limits of primary policies, offering broader protection for large claims.

109
Q

How are LLCs and S-Corps similar in terms of liability protection?

A

Both LLCs and S-Corps provide limited liability protection, ensuring owners’ personal assets are generally not at risk for business debts or legal claims.

110
Q

How are LLCs and S-Corps similar regarding taxation?

A

Both can avoid double taxation by allowing profits to pass through to owners’ personal tax returns, rather than being taxed at the business level and again as dividends.

111
Q

How are LLCs and S-Corps similar in terms of formal registration?

A

Both require registration with the state, including filing formation documents such as Articles of Organization (LLC) or Articles of Incorporation (S-Corp).

112
Q

How do LLCs and S-Corps ensure continuity of the business?

A

Both entities can continue operating beyond the involvement of their founders or members, offering a structure that ensures business continuity.

113
Q

How do LLCs and S-Corps handle ownership flexibility?

A

Both allow multiple owners; however, LLCs have more flexible ownership structures, while S-Corps have restrictions, such as limiting the number of shareholders to 100 and requiring shareholders to be U.S. citizens or residents.

114
Q

When is Design-Bid-Build (DBB) most appropriate?

A

Use DBB when the owner prioritizes cost certainty and is willing to assume the risk of design and construction being handled by separate entities.

115
Q

When is Negotiated Select Team most appropriate?

A

Use Negotiated Select Team when the owner prioritizes cost control and quality by selecting trusted team members for collaboration.

116
Q

When is Cost-Plus Fixed Fee most appropriate?

A

Use Cost-Plus Fixed Fee when the project has an uncertain or evolving scope, requiring flexibility to cover actual costs plus a predetermined fee.

117
Q

When is Construction Manager as Advisor (CM-advisor) most appropriate?

A

Use CM-advisor when the owner prioritizes quality assurance and needs to mitigate risk with a professional managing cost and schedule.

118
Q

When is Construction Manager as Agent (CM-agent) most appropriate?

A

Use CM-agent when the owner prioritizes time and risk management, relying on a third-party to act solely in their interest.

119
Q

When is Construction Manager as Constructor (CM-constructor) most appropriate?

A

Use CM-constructor when the owner prioritizes cost efficiency, time, and risk management, with construction expertise integrated early in design.

120
Q

When is Design-Build (DB) most appropriate?

A

Use DB when the owner prioritizes cost certainty and wants to reduce risk by having a single entity responsible for both design and construction.

121
Q

When is Design-Build Bridging most appropriate?

A

Use DB Bridging when the owner prioritizes quality control while still mitigating risk, allowing them to define project goals with a preliminary design before selecting a design-build team.