abcs guide to a successful construction

8/4/2019 Abcs Guide to a Successful Construction

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QUALITY PLANS & SPECS

Constructions Holy Grail!

Presented By:

ABC/WMC and

its Quality Plans & Specs

Task Force


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TheFifth Annual FMI/CMAA

Survey of Owners

Owners from a wide spectrum of markets are represented in the

results of the Fifth Annual FMI/CMAA Survey of Owners.

Federal, state, and municipal sectors represent a large portion (45%all together) of the response to this years survey, and private

companies represented the single largest group of respondents(44%).

The survey was sent electronically to the membership of theConstruction Management Association of America (CMAA) andmailed to a randomly selected cross-section of owners. In addition,this year (for the first time) included the participation of theConstruction Owners Association of America (COAA).


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KEY OBSERVATIONS FROMOWNERS

The various issues surrounding efforts of coordination, collaboration, and communicationscontinue to challenge owners and cause confusion on projects.

The leading causes of cost overruns are incomplete drawings, poor pre-planning, and theescalating cost of materials.

There is insufficient time and funding in a typical project to give the pre-design stage theattention it requires.

Owners need to work harder to control scope and avoid scope creep.

More than 70% of respondents say they have experienced a decline in the quality of design

drawings.

Nearly 60% of respondents say having subs complete the design increasesmiscommunication and delays.

Architects need to be held more responsible for completing a quality design that can be builtwithout numerous change orders or requests for information.


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MORE KEY OBSERVATIONS..

Owners expect their construction manager to provide leadership in managing projectsfrom beginning to end, including design, funding, scheduling, and construction.

Nearly 80% of owners believe project collaboration software can help avoid disputes andmiscommunications, but about 65% still do not mandate its use on their projects.

Although nearly 80% of owners said interoperability of software products is important, 65%also said they are not satisfied with vendors efforts in this direction.

Less than half of all respondents said they planned to require contractors to installinterchangeable or interoperable software in the future.

Green Building design is becoming increasingly important.

Owners should drive the improvement of construction industry ethical practices.


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OWNERS IDENTIFY COSTISSUES

Top Reasons for Cost Overruns:

Incomplete Drawings Poor Pre-Planning Process

Escalating Cost of Materials

Lack of Timely Decisions by Owners

Excessive Change Orders

Source: FMI/CMAA Fifth Annual Survey of Owners


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Manual for Successful Building ProjectsSource: Connecticut Construction Guidelines Coalition

By their very nature (or by common mistakes), construction projects can create seeminglyendless opportunities for conflict. This results primarily from the following factors:

A selection process based only on the lowest bid and which fails to consider quality.

The involvement of multiple parties, from the owner to architects, engineers, general contractors,subcontractors and countless vendors.

The long-term nature of construction projects.

Failure to select a project delivery system appropriate to the project.

Incomplete drawings and specifications.

Unrealistic cost projections.

Unrealistic scheduling.

Unforeseen site and weather conditions.

Poor communication and coordination among participants.

The attempt by parties to unfairly shift project risks onto other parties who have no control oversuch risks.

Failure to provide adequate contact administration.


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Most of the problems that typically arise inconstruction projects can be avoided or

mitigated by adhering to the following vital,basic recommendations:

THE TEN COMMANDMENTS OF CONSTRUCTION:

1. Deal With Responsible People.2. Use Common Sense.

3. Conduct a Very Thorough Site Inspection.

4. Define and Communicate Clear Project Goals.

5. Enter into and Enforce a Fair Contract.

6. Develop Comprehensive Drawings and Specifications.7. Make and Monitor a Realistic Construction Schedule.

8. Make a Realistic Budget Projection.

9. Face Problems Promptly and Squarely.

10. Work Together!


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In construction, design changes can

significantly affect final building costs. Changes made before plans are drawn are inexpensive to implement.

Changes made after the plans are complete can result in costly design revisions.

Changes made after construction begins result in extremely expensive on-site revisions to actual buildingelements (not to mention lost time).

From: 'Rules You Should Know Before You Build Your Important Project' by Jack Miller (www.jackmiller.com)"

The cost/influence curve illustrated above shows the impact decisions have on cost as theproject progresses from long-term plan to design to the build phase. It also illustrates howthe ability to minimize the impact on costs drops as the project progresses.

Best value is achieved when all key construction decisions are made early in the planning anddesign process!
http://www.jackmiller.com/http://www.jackmiller.com/


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The Economic Benefits ofComplete Design Documents

Maintenance of schedule Minimization of errors and omissions More accurate competitive bids Minimization of duplication of effort

Lower suppliers costs, resulting in lower overall project costs Clearly defined responsibilities Minimization of field errors Reduction in revision costs and delays Elimination of costly startup, RFIs, clarification and

verification Reduction in demobilization and remobilization Increased morale among suppliers and subcontractors


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Quality Plans & Specs Task Force

Beginnings:

In November 2003, we invited various ABC members to participate in a QualityPlans and Specifications Task Force. The Task Force included GeneralContractors/Construction Managers, Subcontractors, Suppliers and Associatemembers.

QUALITY PLANS AND SPECS TASK FORCE MEMBERS:

Stephen A. Hilger Rhoades McKee PC (Attorney)Doug Huyser Classic Engineering, LLC (Engineer)Aileen Leipprandt Smith, Haughey, Rice & Roegge (Attorney)Rowland Mitchell Progressive AE (Architect)Todd Oosting C.D. Barnes Associates, Inc. (GC/CM)Curt Petersen The CSM Group (GC/CM)Bill Ritsema Ritsema Associates (Specialty Sub)Brian Van Haren Van Haren Electric, Inc. (Specialty Sub)

Members of the Task Force listed their complaints or concerns regarding todaysquality of plans and specifications based on their perspective. The list wasnarrowed down to the most common or ones that had the most impact upon aprojects success or failure.


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THE TOP TEN MOST COMMON COMPLAINTS:

1. The failure to provide timely and complete information until shortlybefore bid day, including late addenda issues, late revised drawingsand specifications and the late furnishing of site conditioninformation.

2. Generic specifications which are not tailored to a specific

project.

3. The lack of clarity regarding specified systems and componentsresulting in unclear design intent.

4. The failure to audit the drawings and specifications for the projectresulting in differences in levels of performance or requirements.

5. The failure to coordinate the project Contract Documents,including the General and Supplementary Conditions; theDivision 0 and Division 1 specifications; and the failure toperform an interdisciplinary review of civil, structural,mechanical, electrical and architectural requirements.


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6. Utilization of the RFI process to compensate for the failure tocomplete the design.

7. The lack of adequate and accurate dimensioning among allcomponent parts and systems and the failure to coordinate

dimensioning among all disciplines.

8. The failure to accurately and timely provide a complete codecompliance analysis and the failure to design systems inaccordance with that code compliance.

9. The failure to perform a constructability and CAD review before

issuing drawings.

10. The apparent adversity between the architect and thecontractor in a traditional designbidbuild project.


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ABCs TOOLS TO IMPROVE

COMMUNCATION AND QUALITY

Brochure for Stakeholders*

Sample RFP for Design Services

Website Resource Distribution of Information to Stakeholders*

*Stakeholders = Owners, Bankers, Architects (andarea AIA chapters), Engineers, Attorneys, CPAs,

Realtors, Developers, Contractors, Suppliersand others


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A SUCCESSFUL CONSTRUCTION PROJECTWhere To Start And How To Stay On Track

Major Elements of the Construction Process

1. Feasibility Study

2. Delivery Methods3. Team Leader Selection

4. Programming

5. Schematic Design

6. Design Development

7. Construction Documents

8. Estimating and Bidding

9. Award of Contract

10. Construction

11. Completion and Turnover


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ABC / QUALITY PLANS & SPECS TASK FORCERequest for Proposals (RFP) for Professional Design Services

(Sample Checklist)

Although RFQs and RFPs are extremely diverse in what they are requesting, proposals for

professional services in response to these requests would generally include some, if notall, of the following elements:

COVER LETTER: First opportunity for firm to sell itself and to identify why firm should be selectedfor project.

TABLE OF CONTENTS: Roadmap for proposal is essential for quick retrieval of specific content.

EXECUTIVE SUMMARY: client-focused, confirmation of understanding of RFP, overview of what firmis proposing, and why firm is best suited for project. This element is key as it may be the only piecethat certain decision-makers read.

SCOPE ANALYIS: Confirmation of understanding of project scope as defined in RFP; anticipatedproject budget and schedule must also be part of the RFP.

SERVICES ANALYSIS: Indication of professional services to be included in (and excluded from) theproposal.

APPROACH AND METHODOLOGY: Detail work plan of how services proposed will fulfill projectscope. Firm should identify features that could set them apart from the competition.


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ABC-QPS Task ForceRequest for Proposals for Professional Design

Services Continued

PROJECT TEAM: Firm should identify key team members, specific roles, how the project team isorganized, and how the Owner (and GC/CM) are to interface with the team.

RELEVANT EXPERIENCE: Firm should identify that they have solved similar design problems forother owners.

SCHEDULE: Firm should provide milestone project schedule and should identify time frames forOwner (and GC/CM) reviews, quality control reviews, permitting, etc.

COMPENSATION (FEE): Firm should provide fee proposal, and include estimated reimbursables andbuilding permit costs.

REFERENCES: Firm should provide references, including correct contact information and a briefdescription of services provided. Firm should also inform references that they are being used inproposal.

ADDITIONAL INFORMATION: Firm may provide whatever additional relevant information they feelappropriate; awards, article reprints, brochure materials, selected copies on internal process

standards, etc.

.THEN INTERVIEW CANDIDATES!


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WHERE DO WE GO FROM HERE?

Comments??

Questions???

Lets Talk About How to Proceed!!