AOPS Volume 1

8/13/2019 AOPS Volume 1

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Architectural Office Practices and StandardsArchitectural Office Practices and Standards

A Practical Guide to Documentation

and Project Management

VOLUME 1VOLUME 1

JNX Group, LLC 165 South Hudson Street Denver, Colorado 80246 720.231.0634 [email protected]

Copyright 2003-2008All Rights Reserved

Project Management


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Table of ContentsA O P S

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VOLUME 1 PROJECT MANAGEMENT

A O P S

Table of Contents

Foreword ..............................................................................................................ivIntroduction ..........................................................................................................viReferences..........................................................................................................viiMethodology ........................................................................................................ixAOPS Modification Form......................................................................................xUniform Drawing System ....................................................................................xiThe UDS Modules .............................................................................................xiiiSummary ............................................................................................................xiv

CHAPTER ONE CONTRACTS............................................................................ 11.1 Pre-Contract Assumptions ........................................................................ 11.2 Record drawings ........................................................................................ 21.3 Site visits ..................................................................................................... 3

1.4 Reimbursable expenses ............................................................................ 41.5 Use of electronic documents ..................................................................... 41.6 Delivery method ......................................................................................... 51.7 Payments .................................................................................................... 51.8 Additional Services .................................................................................... 51.9 Proprietary Information and Intellectual Property .................................... 61.10 Standard of Care vs. Perfection on the Drawings ................................... 61.11 Additional Services .................................................................................... 8

CHAPTER TWO FEES AND FEE MANAGEMENT........................................... 92.1 Project Planning Form for Managing Fees............................................. 102.2 Fee Distribution Matrix ............................................................................. 102.3 Fee Budgeting Example .......................................................................... 10

CHAPTER THREE SCHEDULE ........................................................................ 113.1 Typical Project Schedule ......................................................................... 11

CHAPTER FOUR PROJECT PROCEDURES ................................................. 12Typical Pro ject Procedures ............................................................................... 12Field Verification Guidelines ............................................................................. 12Job Descriptions ................................................................................................ 15

Principal......................................................................................................... 16Principal-In-Charge ................................................................................. 16Design Principal.......................................................................................16Technical Principal .................................................................................. 16

Director of Design ......................................................................................... 17Project Manager ........................................................................................... 19Project Architect............................................................................................ 20

Job Captain ................................................................................................... 22CAD Captain ................................................................................................. 24Designer ........................................................................................................ 25Drafter............................................................................................................ 27Director of Interior Design ............................................................................28Senior Inter ior Designer ............................................................................... 29


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Interior Designer ........................................................................................... 32Director of Marketing .................................................................................... 33Marketing Coordinator.................................................................................. 35Business Manager ........................................................................................ 37

Meeting Etiquette ............................................................................................... 40Meeting Minutes ................................................................................................ 42Project Planning And Estimating Strategies .................................................... 43Scheduling and Staffing Procedures................................................................ 46Model Standards................................................................................................ 46

In-House Models .......................................................................................... 46Out-of-House Models ................................................................................... 47

Drawing Progress Report .................................................................................. 47Contractors Use of Electronic Data .................................................................47Archiving of Electronic Data.............................................................................. 47

CHAPTER 5 QUALITY ASSURANCE .............................................................. 48Quality Assurance Program .............................................................................. 48

QA PROJECT TRACKER ....................................................................................... 51

Programming Phase: ......................................................................................... 51Schematic Design Phase: ................................................................................. 51Design Development Phase: ............................................................................52Construct ion Document Phase:........................................................................ 52Construct ion Administration:............................................................................. 53Coordination With Consulting Engineers ......................................................... 53Coordination With Consultants ......................................................................... 54Coordinating Drawing Responsibilities ............................................................ 54Checklist For Coordinating Among Disciplines ............................................... 54Drawing Check Matrix .......................................................................................54

CHAPTER 6 ADMINISTRATIVE ACTIVITIES AND FORMS.......................... 55Standard File Codes .......................................................................................... 57Standard Progress Report ................................................................................ 57Standard Project Directory................................................................................ 57Standard Letter Format ..................................................................................... 57Standard Memo Format .................................................................................... 57Standard Transmittal Letter .............................................................................. 57Standard Meeting Minutes ................................................................................ 57Standard Telephone Log .................................................................................. 58Standard Team Meeting Agenda ..................................................................... 58Sample Internal Team Distribution Matrix........................................................ 58Standard Project Manual Cover ....................................................................... 58Standard Internal Request for Information ......................................................58Standard Project Information Data Sheet ........................................................ 58Office Administration ......................................................................................... 58


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ForewordA O P S

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Foreword

by Fred Stitt

Production of working drawings is the most time-consuming part of architecturaldesign services.

! Its the most expensive part of design service.

! It requires the most office space, resources, labor, and supervisory time.

! And its the phase of design most fraught with liability risks.

From that perspective, you would expect the subject to receive lots of respectfulattention by professionals and educators. And, as everybody knows, it doesnt.

Last year I reviewed a list of the skills that the National Architectural Accrediting

Board expected schools to convey to students. I could not find the wordsdrafting, production, or working drawings anywhere. No surprise: Youwont find such subjects taught in most institutions of higher architecturaleducation.

So how are people supposed to learn it?

! On the job.

From whom?

! From bosses and supervisors who are too busy getting their own work doneto offer anything resembling systematic training or formal education.

So employees just have to sort of pick it up. And they do. Pretty much.

With this piecemeal approach to technical education, its a wonder that thingsarent much worse.

How bad is it?

! The average sheet of working drawings has from four to six majorcoordination errors. Almost every year, one out of four insured design firmssuffers claims for errors or omissions. Contractors are now trained how toseek out and charge extra costs from errors in working drawings a profitcenter for them. Building failures, big and small, are epidemic across theUnited States, and most of those building failures are traceable to flawed

documents.

The seeds for all this were planted in the 50s and 60s with a movement toprofessionalize architectural education. That meant middle-class and upper-class kids would go to the university and become designers, managers, andlicensed professionals. Working-class kids would go to technical schools andbecome drafters, spec writers, and construction contract administrators. That


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meant the end of any vestige of prestige or respect for the technical side ofpractice. It was not to be something that better people did or thought about. Itwas a dumb idea and Fascist to boot, but it became the unwritten law of theland. Now we pay the price.

The price is too high and the profession must change. How does change start?What do we do first?

What will be done about it is that the nations most concerned professionals willstart to pull together to make up for the deficiencies of the schools. Theyllcreate reference manuals like this one Architectural Office Standards andPractices which is a major effort towards creating a ready-made productionmanagement manual that most offices can use as is. Theyll set new standardsfor enlightened education and ongoing training of design professionals.

Larry Jenks and the fine professionals he has brought together have assembledsolid, practical, much needed information on production standards. And moreimportant, theyve provided great information on how to cut drudgery and

eliminate some of the more absurd time-wasters in working drawing production.

Youll find this Architectural Office Standards and Practices manual to beenormously beneficial to your office and I endorse it wholeheartedly. I see it asan important step toward larger, long-overdue reform throughout the profession.

Fred Stitt, Editor/Publisher, Guidelines. Director, San Francisco Institute of Architecture.

Author of Production Systems for Architects and Designers, The Architects Detail Library,

Architects Room Design Data Handbook, Design Office Handbook, and other related books,manuals, and newsletters.


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IntroductionA O P S

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Introduction

Our objective in issuing this revised addition of the AOPS Construction

Document Guidelines is twofold. First, we are building on experience gained inConstruction Document production. Over the last six years we have movedalmost exclusively into computer aided drafting and have come to understandthe pitfalls and benefits of relying on this technology. We have a betterunderstanding of the limits of the computer and the limits of the draftspersonusing it. The procedures and processes that follow utilize the computerrealistically in a document production mode.

Secondly we are providing additional subject areas of document production thatneed explanation and definition. Much of what was written in the original AOPSmanual is still valid today and is expanded on in these guidelines. We have hadto adapt to changing economic conditions, which have led to developingmethods of producing documentation that reflect the present labor shortagesand the experience levels of recent graduates. We feel that the productionconcepts that follow reflect a better understanding of the process ofcommunicating our designs to a contractor, in good times or bad.

Concepts

! Procedures must be easy to check.Errors must stand out vividly and in sodoing they can be caught more readily. The use of mental crutches and rulesof thumb are encouraged so that the out of the ordinary becomesquestioned. We accept that errors will occur and are trying to make themeasy to spot and correct before the document is issued for construction.

! Know your audience. The people that will use your documents, youraudience, are for the most part graduates of short night school courses onHow to Read Blueprints. They are not trained in sophisticated graphicdesign or three-dimensional thinking. You will have to be specific as toexactly what it is you want them to build using procedures that they arefamiliar with and can recognize, in order to avoid change orders andcompromising your design.

! Procedures must be simple and easy to use. Complicated systems ofexplaining your design invite muddled interpretations, errors, laziness, and apass the buck mentality. Complicated systems that are hard to read andunderstand without a concentrated effort, will lead to ignoring the documents,assumptions, and change orders.

! Procedures should be standardized. You wont get very far speakingEnglish while traveling in France, they prefer that you use their language if

you wish to communicate with them. The same holds true for ConstructionDocuments. If you want a contractor to build your design, you will need tocommunicate your ideas to him in a language that he understands. TheUniform Drawing System, developed by the Construction SpecificationsInstitute is one such standard language, having been created in part by inputfrom Contractors.


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References

! Uniform Drawing Format Manual, Fred Stitt, 1999, McGraw-Hill, Inc.

! The Uniform Drawing System, Construction Specifications Institute, 1999,Alexandria, VA.

! Working Drawing Manual, Fred Stitt, 1998, McGraw-Hill, Inc.

! AutoCAD Conventions For Architects, Frederick Jules, 1997, AutoDeskPress.

! ASHRAE Handbook Fundamentals, American Society of Heating,Refrigerating, and Air Conditioning Engineers (ASHRAE), 1997, Atlanta, GA

! Tri-services: Part Two A/E/C CADD Standards, Tri-Service CADD/GIS

Technology Center, 1995, U.S. Army Engineers.

! Architectural Graphic Standards 9th

Edition, John Ray Hoke, 1994, Wiley& Sons, Inc.

! Production Systems For Architects and Designers, Fred A. Stitt, 1994,Van Nostrand Reinhold.

! Time-Saving Techniques for Architectural Construction Drawings, FredNashed, 1993, Van Nostrand Reinhold.

! ConDoc, The New System for Formatting and Integrating ConstructionDocumentation, Onkal K. Guzey and James Freehof, 1990, The American

Institute of Architects.

! Guide to Production Procedures, Honolulu Chapter of the AmericanInstitute of Architects, 1990.

! A Manual of Construction Documentation, Glenn Wiggins, 1989, WhitneyLibrary of Design.

! NAWIC Construction Dictionary, the National Association of Women inConstruction, 1989, Phoenix, AZ.

! The Professional Handbook of Architectural Working Drawings, RichardM. Linde/Osamu A. Wakita, 1984, John Wiley & Sons, Inc.

! The Professional Practice of Architectural Working Drawings, RichardM. Linde/Osamu A. Wakita, 1984, John Wiley & Sons, Inc.

! Reading Construction Drawings, Paul I. Wallach, 1981, McGraw-Hill, Inc.

! Systems Drafting, Fred A. Stitt, 1980, McGraw-Hill, Inc.


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! Recommended Standards on Production Procedures, Committee onProduction Office Procedures, 1974, Northern California Chapter of theAmerican Institute of Architects (The POP Manual).


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IntroductionA O P S

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Methodology

! Read through these Guidelines and understand why, out of the many ways ofdoing things that we had to choose from, these processes were included in

the AOPS Manual.! Evaluate these guidelines based upon the concepts of:

! Being able to spot errors.

! Being a familiar system to the contractor.

! Simplicity and ease of use.

! An accepted, industry wide recognized way of doing things.

! Your input is welcome. These guidelines should be questioned andevaluated over the years. A form is provided for suggesting change.


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Modification FormA O P S

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AOPS Modification Form

List the present AOPS procedure:

Explain your proposed modification:

Concepts

! Procedures must be easy to check.How is the modification you proposeeasier to check?

! Know your audience. Is the modification you propose familiar toContractors?

! Procedures must be simple and easy to use.How is the modification youpropose easier to use?

Procedures should be standardized.What is the Industry reference or sourceof your modification?


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Uniform Drawing Standards

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Uniform Drawing System

The Uniform Drawing system was developed as a consensus of the opinions ofArchitects, Owners, Engineers, Contractors, Interior Designers, MaterialSuppliers, Building Code Officials, Software Manufacturers, Bankers, andFacility Managers. Its an agreed upon way of doing drawings that will benefit usall.

Introduction

In 1989, The Construction Specifications Institute (CSI) recognized the need foran organizational structure and standard for drawings. During the followingyears, CSI extensively researched the availability of, and need for, graphicstandards in the construction industry.

In February 1995, representatives from CSI, the American Institute of Architects(AIA), the Tri-Service CADD/GIS Technology Center, the United States CoastGuard, and the National Institute of Building Sciences (NIBS) CADD Council metto discuss ways in which the graphic standards efforts of the attendingorganizations could work together.

Overview

The Uniform Drawing System (UDS) is comprised of interrelated modulesconsisting of standards, guidelines, and other tools for the organization andpresentation of drawing information used for the planning, design, construction,and operation of facilities. UDS organizes drawings and:

! Establishes a uniform set of standards for all drawing types.

! Functions for all drawing users involved in the facility cycle.

! Organizes project information needed for drawings and allows it to beintegrated with other information sources involved in a project.

! Establishes a standard drawing format that users can recognize andunderstand, resulting in more efficient production, reduced errors andomissions, and better coordination among all project documents.

! Promotes effective communication among drawing users as graphicalinformation is more consistently organized and presented.

! Complements MasterFormat and UniFormat to provide a completeorganizational system for construction documents.

! Aids electronic organization, storage, and transfer of graphical informationrelated to facilities. The initial focus of UDS is the development ofconstruction drawings for buildings. However, UDS also considers the needsof drawing users during the design process as well as facility management

and other post-construction activities.

Meeting the Needs of Drawing Users

Drawing users are a changing group of individuals and organizations thatparticipate in a project at various points in the facility life cycle. The initial usersof drawings may consist of the parties traditionally bound to each other to designand construct a project: an owner, a design professional, and a contractor. Other


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users of drawings related to a project include the various owner'srepresentatives, consultants, and subcontractors that form the next tier of theproject team. There is also a broader group of users that includes materialsuppliers, product manufacturers, building officials, government officials,

accountants, attorneys, lenders, other construction professionals, and end usersof the project.

Flexibility

! UDS meets the requirements of different users of drawings at progressivestages of the project cycle. Project delivery methods vary from project toproject and may include fast-track, design-build, multiple prime contracts, andconstruction management, as well as the traditional design-bid-build method.Project methodologies may reflect regional circumstances and economies.UDS offers a familiar format and location of subject matter for a widespectrum of uses.

! UDS is structured in a hierarchical set of systems and subsystems.

Information used and presented through UDS and its facility database varywith the context of the facility life cycle and the composition of the project'sdrawing users.

! Flexibility is integral to UDS's organization of drawing sets, which can use asmany of the disciplines as necessary

Consistency

! UDS establishes a uniform set of standards for different drawing types. Itfunctions for all drawing users throughout the project cycle. Thisstandardization aids consistency of drawings prepared by multiple designprofessionals. Drawing users are better able to communicate with each otherbecause of this consistency.

! For example, UDS set organization provides consistency between differentdisciplines. Thus, a floor plan may be located and identified consistently, i. e.:

! S-101 Structural First Floor Plan

! A-101 Architectural First Floor Plan

! M-101 Mechanical First Floor Plan

! P-101 Plumbing First Floor Plan

! E-101 Electrical First Floor Plan

Linking

! UDS forms the basis for a relationship between individual electronic

applications that exchange drawing information by providing standardformats. UDS enhances both manual and computer- aided methods andformats familiar to users. UDS provides standards for linking notes andterminology to specifications and for linking facility management information.

! By using UDS formats in digital form, the facility database allows electronicstorage, linking, and retrieval of project information.


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The UDS Modules

Drawing Set Organization Module 1

Organizing a set of drawings is influenced by many factors, includingproject size, complexity, regulatory and client requirements, and thetype and number of contracts. UDS provides guidelines for organizingdrawing sets to accommodate these influences. The basic method fororganizing drawing sets is based on use by the traditionalarchitectural/engineering disciplines.

The identification of sheets within a set is based on a disciplinedesignator and a sheet type designator. The UDS systemaccommodates both simple and complex projects. This module includesa file naming system for project files and for library files. Project filenames are based on the sheet identifier.

Sheet Organization Module 2The most important aspect of the Sheet Organization Module is thesheet format. UDS provides standards for sheet sizes for both metric(SI) and inch- pound measurement systems. UDS establishes a graphiclayout that divides the sheet into the drawing area, the title block area,and the production data area. The Sheet Organization Module includesa grid system of blocks or modules for organizing drawing informationon a sheet.

Schedules Module 3The Schedules Module provides standard formats for numerousschedules used in construction documents. These formats provideconsistent format, heading terminology, and organization of content.

Additionally, UDS provides guidelines on creating project- specificschedules. These guidelines allow users to tailor standard scheduleformats to accommodate the unique needs of individual projects.

Drafting Conventions Module 4The Drafting Conventions Module provides a standard format forgraphic and textual information within the drawings. Subjects coveredinclude drawing orientation and north arrow, column grid system,drawing block format, drafting layout, scale, lines, dimensions, crossreferencing, drawing types and recommendations for a mock-updrawing set.

Terms and Abbreviations Module 5The Terms and Abbreviations Module provides standard terms andstandard abbreviations used in construction documents andSpecifications. This module provides consistent spelling, terminology,standardizes abbreviations and notes common usage.

Symbols Module 6The Symbols Module is a joint effort of CSI and the Tri-ServicesCADD/GIS Technology Center. This module addresses commonly used


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standard symbols, classifications, graphic representation andorganization in creating, understanding and fulfilling the constructiondocuments' intent.

Notations Module 7The Notations Module provides guidelines for the systematicpresentation of textual information on drawings. Subjects coveredinclude note classifications, use of notes, placement of notes, format fornotes, note terminology, and linking notes to specifications.

Code Conventions Module 8The Notations Module provides guidelines for the systematicpresentation of textual information on drawings. Subjects Includezoning; fire and life safety information; structural, fire protection,plumbing, mechanical and electrical information, and recommendedschedules and drawings to convey such information to authoritieshaving jurisdiction. This module also provides techniques for coderesearch during design and techniques to expedite the permit

application process.

Summary

The Uniform Drawing System applies to drawings for all facilities, regardless ofhow they are produced, or by whom. UDS focuses on the systematicorganization and presentation of drawing information. UDS provides a logicalbasis for the organization and production of drawings that allows the use of time-honored manual drawing techniques as well as CAD technologies. It alsorecognizes and accommodates both a metric (SI) measurement system and aninch-pound measurement system. The Uniform Drawing system serves as thefoundation for the development and application of future advances in design,construction, and facility management.


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Contracts and FeesA O P S

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CHAPTER ONE CONTRACTS

1.1 Pre-Contract Assumptions

For review and incorporation into letters of engagement or letter

agreements and ultimately clarified in the formal Owner-Architectagreement.

The assumptions provided here represent a starting point in ongoingnegotiations with the Owner. They probably will not be the ending point. Thepurpose of presenting these issues here is to make sure we consider theseissues before we sign a contract, and that we attain a mutually acceptableoutcome. When the issues are not addressed at the beginning, we negotiatefrom a position of weakness, and we usually come out on the short end.Hopefully, this list will help prevent that.


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1.2 Record drawings

Record documents shall consist of the following (assumptions are marked; clarify owner requirements ifsomething different is desired):

Assumptions:

"Record drawings will be provided inAutoCAD .dwgformat

or "Record drawings will be converted fromAutoCAD .dwg format into some otherformat usable by the owner

"Record drawings in electronic AutoCADformat will be submitted exactly as they weredrawn and used by the architect andconsultants

or "Record drawings will bind all x-refs andexplode all blocks before issuing electronicfiles to the owner

#Architect will provide mylar or vellumreproducible versions of as-built drawingsprovided by contractor

or "Architect will provide computer readableversions of as-built drawings provided bycontractor

#Changes to drawings made via formalchange instrument (RFIs, ASIs, CCDs) willbe shown on applicable drawing andreferenced to appropriate change instrumentlocated elsewhere

or "Changes indicated in RFIs, ASIs or CCDswill be incorporated directly into theAutoCAD drawing files

#Changes to specifications made via formalchange instrument (RFIs, ASIs, CCDs) willbe shown on applicable spec sections andreferenced to appropriate change instrumentlocated elsewhere

or "Changes to specifications made via formalchange instrument (RFIs, ASIs, CCDs) willbe incorporated directly into the RecordSpecifications and given to the owner incomputer readable format

"Record drawings will be provided incomputer readable format only for selected

drawings Architectural floor plans and RCPs Structural foundation and framing plans HVAC floor or ceiling plans Plumbing floor or ceiling plans Power floor or ceiling plans Lighting floor or ceiling plans

or "Record Drawings will be provided for alldrawings on all sheets in the contract

document set

#Change instruments will be groupedtogether by kind (RFI, ASI, CCD) anddelivered to the owner in 3-ring loose leafbinders

or "All changes will be incorporated directly intothe electronic AutoCAD files

#The floor plan backgrounds used bymechanical, electrical or other consultantswill not be changed if the changes in thearchitectural floor plans do not affect thedesignof those systems

or "The floor plan backgrounds used bymechanical, electrical or other consultantswill be changed to reflect changes in thearchitectural floor plans even if thosechanges do not affect the design of thosesystems


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1.3 Site visits

Site visits should be limited to some specific number (probably one perweek of the construction schedule and some to be used at the owners orArchitects discretion). If more site visits are desired/required by the owner,

the fee should be adjusted accordingly. One site visit is roughly equivalentto two days of time (16 hours) at the Project Architects or the PICs billingrate.

Punchlist visits! Contractors are notorious for calling for punch before the work is

finished or ready. This causes us to spend a great deal of extra time andcosts us a lot of money. If the contractor isnt ready (as would beindicated by a list in excess of 20 items requiring remedial treatment ofsome kind), we should terminate the punchlist visit. We will need tomake the owner aware of the fact that we must charge extra foradditional punchlist visits required because the Contractor wasnt readywhen he called for the punch.

! We should also make the owner aware of the fact that we will charge

extra for additional visits requested by the contractor for hisconvenience or benefit in meeting his schedule. This includes punchlistvisits that we make so the Contractor can isolate certain parts of thebuilding for punchlist while he continues to work on other parts. If thisdoes not work for our convenience, we are entitled to additionalcompensation. Since we are not likely to be able to get it from theContractor, we will need to keep the Owner informed accordingly.

Assumption:The Architect will provide ___ site visits to review the progress and quality ofconstruction (approximately one per week of the construction schedule, and oneeach month to coincide with the monthly Application for Payment).

Assumption:

The Owner will authorize additional services compensation for the Architect ifthe Contractor requires more than one punchlist visit per floor. Additionalpunchlist visits will be required in the event that the Contractor requests theArchitect to do a punchlist review before the work is ready or complete (forexample, if the Architect finds in excess of 20 items that require remedial actionby the Contractor).


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1.4 Reimbursable expenses

! Our expenses are either reimbursed with an administrative markup (backupis provided only at an additional cost for copies at $1 per page) or areincluded as a stipulated sum in the contract. If the latter, we own the risk of

expenses that run above the limit. This can get to be an enormous chargeduring CA, and even during design phases. We shouldnt do this unless wefeel we can anticipate what the stipulated sum covers (including number ofpages, number of sets, etc.), and include enough of a contingency so weknow we are covered. We shouldnt subsidize the owners project, and weshouldnt take on this added risk but we are asked to do it frequently. Weneed to make sure it is fair to us.

! When we can, we should try to line up a reprographics company in advancewho will guarantee us specific rates for the duration of the project. Then wecan include a summary of what these unit costs are going to be, and includeit with our agreement.

Assumption

Expenses incurred on the Owners behalf in connection with the project shall bereimbursed at the rate of 1.2 times the actual cost. Reimbursable expensesinclude xerox copies, plotting, large format copies, long-distance telephonecharges, mileage (at the rate of $0.31 per mile), parking charges, travel timespent going to and coming from the construction site, cellular telephonecharges, airfare and lodging for out of town trips, facsimile copies, a projectwebsite, and the like.

1.5 Use of electronic documents

! Chances are we will make the electronic files available to the owner or thecontractor (and the subs). We should stipulate a cost for providing thesefiles something on the order of $250 per sheet. As stated above, weshould also make it clear exactly what we are providing AutoCAD files

where the x-refs have not been bound into the set, and where the blockshave not been exploded, for example. The contractor may not be able touse this format, but if he wants something different, it will cost more probably twice as much. We should also make it clear when we are going tomake the copies of our files it is very inexpensive for us to makeduplicate CDs at the same time as we make our archive CDs for backup.However, contractors usually want them after all of the addenda have beenincorporated into them. This costs us a lot more, especially if we arentrequired to provide electronic record drawings. This may cost us as much as$20,000 extra to provide electronic files at this stage. We need to be awareof these cost impacts.

Assumption:A one-time license for the use of our computer readable files will be granted to

the Owner for use in connection with this project. These files may be used bythe Contractor or subcontractors to create shop drawings. Electronic files will beprovided to the Owner as they exist at the conclusion of the Contract Documentsphase (that is, when the documents are issued for bidding). Addenda, bulletins,or other changes will not be incorporated into these electronic files. Theelectronic files will be AutoCAD .dwg files, and will be provided in the same formas they are created and used by the Architect (we will not bind x-refs, nor


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explode blocks, etc.). If special training or instruction is required in order for theContractor (or other transferee) to use the files, this training or instruction will beprovided as an additional service.

1.6 Delivery method

! We should assume that the delivery method will be the standard design-bid-build process unless we have been instructed to do something different. Anyalternative delivery method costs us more money, and we need to negotiatehigher fees for that.

Assumption:We assume that this project will follow a traditional design bid build deliveryprocess, and that all of the contract documents or other design drawings will becomplete before the Contractor bids the work or begins construction. We furtherassume that a third party Owners Representative or agent will not be involved inthe project.

1.7 Payments

! Our invoices are due upon receipt and overdue after 30 days. If we arentpaid within 30 days, we should be on the phone with the owner to find outwhy (a PIC duty). If we arent paid within 45 days, we reserve the right tostop work on the project. We should also protect our right to chargeshutdown fees and start-up fees if we have to stop the work unexpectedly.

! Make sure we know to whom the invoices should be delivered.! Make sure we know by what date our invoices should be received in order

to be included in the Owners payment cycle! We may need to consider hand-delivery, fed-ex, or certified mail. You would

be amazed at how often our clients lose our invoices.

Assumption:Payments are to be made by the Owner and received by the Architect within the

first 30 days following the issuance of an invoice. An invoice will be issued everymonth during which there is activity on the project. If the Owner does not receivean invoice by the 15

thof the month, he will notify the Architect. If the Owner has

any questions about any item appearing on the invoice, he will resolve thesequestions during the 30-day period so that payment of the invoice is notdelayed. If payment is not received within 45 days of the date of the invoice, wereserve the right to stop work on the project, and to withhold any design orconstruction drawings we may be working on at the time. If we must stop workon the project due to non-payment, we reserve our right to charge additionalfees associated with shutdown and re-start activities.

1.8 Additional Services

! We should assume that we wont be performing any additional services

work without a signed authorization from the owner. The estimate of costsshould include reimbursable expenses. If the estimate is not a guaranteedmaximum, we should make that clear.

Assumption:


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No additional services will be performed without written authorization from theOwner. The time required to process additional services authorizations mightresult in a delay to the project.

1.9 Proprietary Information and Intellectual Property! Anything we design, any drawing we create, or any process we have

devised to design or manage a project is proprietary information and ourintellectual property. We shouldnt do anything to give up our rights ofownership without fair and equitable compensation. Selling the electronicAutoCAD files or giving them away for an administrative or handling feedoes this. At worst, we should be issuing the owner a one-time license touse the drawings and specifications.

! We need to make sure we understand what our copyright rights are, andthat the owner understands them as well. We should nevertransfer ourcopyright. According to recent interpretations of copyright law, our originaldesign ideas are copyright-able, and are our intellectual property. An ownerisnt buying the right of ownership of these ideas, and we shouldnt give this

away. If we sell it, we should get enough money to retire on.

Assumption:Architect will retain the rights to and ownership of the instruments of service(drawings) required for the construction of this project, our creative design ideas,and any proprietary procedures or processes used in the course of the project.The Owner will be granted a one-time license to use the drawings and electronicfiles for the purposes of constructing this project.

1.10 Standard of Care vs. Perfection on the Drawings

! We all know there is no such thing as a perfect set of drawings. Tort lawusually does not require us to be perfect. But owners expect our drawings tobe perfect, especially when mistakes cost them money. We should make it

clear in our agreements that we intend to perform to the prevailing Standardof Care, but that perfection is an unattainable goal. If we perform to thestandard of care (up to 5% of architect-caused change orders, for example),we should not be liable for additional construction costs. Commonly, forchanges that add value to the project, owners typically absorb the cost ofthe added value. We typically are liable for premium costs associated withgetting the work done out of sequence, or because we could not bid thechange in a competitive environment. Unfortunately, the Standard of Care isintangible until it is decided in a court of law. We should make this clear inour assumptions leading up to a formal agreement.

Assumption:It is understood and agreed that the Contract Documents produced by theArchitect and its consultants will be prepared in accordance with the prevailing

professional standards of care and appropriate professional standards forprojects of similar size, budget, and quality. It is further understood and agreedthat such standards allow for and the Owner and Contractor should anticipatethat some reasonable interpretations, clarifications, and adjustments to thecontract documents will be made by the Architect and its consultants during thecourse of the project as a result of review and requests for clarifications,interpretations, and/or additional information from the Contractor and its


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subcontractors, suppliers, fabricators, detailers, and materialmen. Accordingly,the Owner and the Architect agree that the contingency budget will include someallowances for design clarifications, interpretations, additional information,and/or imperfections in the drawings and specifications, which may reasonably

be expected to occur during the course of the Project.


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1.11 Additional Services

You should familiarize yourself with the scope of work for the project as outlinedin the Owner-Architect agreement. Usually, the scope of work is defined in fairlybroad terms, such Schematic Design, Design Development, Contract

Documents, etc. This can make it difficult, sometimes, to know whensomething is an additional service. Over time, you will get a better sense of this,but if you have a suspicion or any doubt, discuss it with your Project Manager orPrincipal In Charge.

When you have determined that the extra work you have been asked to do is alegitimate additional service, use the following form to obtain writtenauthorization to proceed from the owner. This will allow you to confirm in writingwith the owner that (s)he agrees that the work is truly beyond the scope of theoriginal agreement. It also clarifies the costs of the additional service, and thecost basis (time and expense, lump sum), and will facilitate your getting paid forthe work at billing time.

Click here for link to

Additional Services Work Authorization Form


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Fees and Fee ManagementA O P S

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CHAPTER TWO FEES AND FEE MANAGEMENT

Our fees for producing our architectural designs, drawings, andcontract documents are usually finite, limited, and clearly defined inthe Owner-Architect agreement (sometimes our services are

provided on an hourly time and expense basis, or some otherbasis, but ordinarily our fees are stated as a lump sum, frequentlybased on a percentage of the construction cost).

Since we all want to do the best job we can, it is often exceedingly difficult tostop designing or drawing when the fee runs out. We all know that it can alwaysbe just a little bit better, and we want to make it so. But we also want to stay inbusiness so we can provide new designs for other projects.

In order to help manage the way we use the available fee, we have developedthe following Project Planning Form for Managing Fees. The idea behind thistool is to anticipate the nature of the work that needs to be accomplished, anddevelop a plan for how we spend the fee to accomplish the work. To do it, we

determine how much of the fee is available for our architectural work after wesubtract the portion of the fee that goes to our consultants. The total fee is calledthe gross fee, and the portion of it that is available for the architectural work iscalled the net fee.

We allocate the net fee into each of the phases of design and construction(Schematic Design; Design Development; Contract Documents;Bidding/Negotiation; and Construction Contract Administration). Typically, wewould make this allocation based on the AIAs standard of allocating 15% of thefee for Schematic Design, 20% for DD, 40% for CDs, 5% for B/N, and 20% forCA; however, we have also learned that it is becoming more and more difficult toaccomplish our contractual scope of work in CA for the traditional 20% of thefee, so this should be discussed in advance.

Once we have established the dollars available for each phase, we thendevelop a plan for how this fee will be spent. Based on what we know about theproject schedule, we know how many weeks or months we will have forSchematic Design, and we can divide the Schematic Design fee by the numberof weeks to establish the weekly fee available. Then we can make estimates ofthe team composition,, based on our previous experience in producing projects.

For example, we know well need a Project Architect, a Job Captain, and adrafter or two. So we plug those positions into the rows on the form, and fill intheir billing rates. Then we plug in a number of hours each of those individuals isgoing to work on the project in a week or a month. The number of hours timesthe individuals hourly billing rate gives you the number of fee dollars expendedby that individual for the period. Then, when you add up all of the fee dollars

expended by all team members for the period, you have a number (planned $)you can compare with the budget, which was established above by dividing theSchematic Design fee by the number of weeks available. If your plannednumber is too high, you have to reduce hours for someone on the team. If it istoo low, you may want to add hours or staff to the project.


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There are other nuances that you will need to be aware of as you develop thisform. For example, you will want to allocate hours for Principal-in-Chargereview, review by the QA group, time for a specifications writer or an interiordesigner, perhaps. And you will also want to allocate a portion of the net fee to

profit, before you begin planning how to spend the entire amount. You will haveto decide what a reasonable amount for profit is, with your PIC. And then youfollow the same process for developing a plan for each of the remaining phases.

Once you have begun work on the project, you will want to monitor the plannedhours with the actual hours spent on your project. This information is availablefor time record information entered by each team member at the end of eachweek. If you begin to suspect a trend of over-expenditure or under-performance,you will have the tools you need to discover this early, and modify your plan tokeep the work within the budgeted hours (and dollars).

2.1 Project Planning Form for Managing Fees

2.2 Fee Distribution Matrix

2.3 Fee Budgeting Example

Click here for link to:

Project Planning Form for Managing Fees


Fee Distribution Matrix


Fee Budgeting Example


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Typical Project Schedule

A O P S

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CHAPTER THREE SCHEDULE

Typical Project Schedule


Typical Project Schedule (you must have MS Project

software installed)


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Typical Project ProceduresA O P S

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CHAPTER FOUR PROJECT PROCEDURES

Typical Project Procedures

Field Verification Guidelines

Goals:

The purpose of all field verification activities is to gather (and record) enoughinformation about an existing project to allow a responsible design anddocumentation effort to result. In renovation projects, many decisions are drivenby the feasibility of modifying existing features of the building. In order to makeinformed decisions, the existing conditions must be clearly understood. Sincewe cannot always anticipate how the design may evolve, we must prepare ascomplete and as accurate a record as we can in order to assess the impact ondesign issues that were not known at the time of the verification work. In order

for our verification work to be successful, we should:

! Verify existing materials

! Verify existing configurations

! Photographically document interior spaces and exterior conditions forfuture reference

! Measure existing walls (only where required to coordinate with newwork)

! Identify areas requiring more extensive verification

Methods:

Neatness and clarity in your field verification notes are very important.

Use Schematic Design drawings as the redline set. Consolidate redlines into aMaster redline set, which will be kept at the Project Architects desk. For fieldpurposes, xeroxes of partial plans may be most convenient.

Verify room configuration (measure as required to verify).


Typical Project Procedures Checklist


Project Start-Up Checklist


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Do not get bogged down in detail unless the effort seems needed to you. If youhave questions, ask your Project Architect.

Photograph walls, ceiling conditions, and special problems for areas affected bynew construction. No photos needed for rooms that will not be altered.

Identify photos by date, room number, and initials of photographer. The roomnumbers shall correspond to Schematic drawing numbers wherever possible. Ifthe room number comes from the existing drawings, indicate so on thephotograph.

Keep notes that correspond to the photos (if it seems necessary).

Compare existing drawings to actual materialsnote discrepancies.

Drawings shall be marked to indicate existing materials (including finishes).In some areas, xeroxes of existing drawings may be required to understand the

areaespecially for demolition.

When you return from the project site, you will be responsible for organizing thephotos and transferring their information onto the Master redline set.

Photos will be organized in notebook form to accompany the redline set. Keepthe photos and negatives in specially made plastic sleeves. Negatives shouldbe kept in the project files.

Note significant equipment (panel boards, fan units, cabinet heaters, life safetyequipment, hose cabinets, pull stations, etc.) and photograph large units.

Pay particular attention to location of expansion joints and covers.

The degree of accuracy reflected in your measurements is important, but keepin mind that a measurement between two walls that are slightly out of plumbcould vary by an inch or more, depending on the height at which themeasurement was taken. For most purposes, round each measurement to thenearest 1/2. For modular materials, such as concrete block or brick, ignoreminor deviations from standard coursing dimensions; minor deviations arepresumed when the dimensions are stated with the standard required for allexisting dimensions. Therefore, record them as typical coursing dimensions.Any deviation from standard coursing dimensions greater than an inch couldmean that bricks were cut, and should be recorded accurately, rounding to thenearest 1/2. If we know we are going to have to accommodate a specific pieceof furniture or equipment, increase the level of accuracy to 1/8.

Tools:

Measuring tapes Hard hat Note pad Clip board 6 scale


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Camera and flash card with plenty of storage capacity Pencils, with regular eraser (include red pencils) Backpack (day pack) to carry gear Flashlight

Appropriate dresshard sole shoes, perhaps jeans

Teams/Areas of Responsibility:

(Identify areas of the building which will have to be verified, and the teamsassigned to each area).

Team Members:

(Identify the members assigned to each team).

Timing and Tasks:

(Indicate dates for various verification activities).

Field Measurement Graphics:

1. Standard nomenclature for dimensioning is: 8-1.

2. Use standards set by office for dimension lines, dashed above, dashedbelow, centerlines, tenant lease lines, property lines, etc.

3. Sketches to be done in consistent media; preferably graphite on graphpaper.! On the sketch itself, the following should be indicated:! Date sketch was made! Indication of floor level! Number of sheets used to define the sketch

! Section, details, and match lines, if necessary

4. Drawings should be sketched with a reasonable sense of scale and clarity.

5. Sketches should be oriented on the sheet in the same orientation as theschematic design drawings.

6. All sketches should be hardlined on trace paper or on CAD.! To check for discrepancies! To calculate square footage

Drawings should include:! Date of original sketch! Date of hardline drawings! Indication of floor level

CAD Drawings

1. Standard graphic symbols should be used on each drawing.

! Line types centerlines, lease lines, solid lines, leader lines, symbols


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! Layers text, dimensions, partitions, line types

! Symbols

! Text:!

styles! font files! layers! sizes

2. Dimensioning and noting should occur approximately in the same placementand orientation from drawing to drawing.

3. CAD name for drawings should be at the bottom left hand corner of eachindividual drawing.

4. CAD plotting procedures should be outlined with respect to:

! Pen sizes! Layers and colors! Plotting scale! Sheet sizes! Plotting medium

Job Descriptions

We have prepared these job descriptions to provide staff members with ageneral understanding of some of the basic activities they will be engaged in ona day-to-day basis in performing their work. These descriptions are general byintent, and there will be many more activities more minor or specific in naturethat each staff member will be asked or expected to do during the course of anaverage work day. While it would be counterproductive to list them here, theyare summarized by the basic statement that we want to encourage everyone tocontribute in whatever capacity and at whatever level is required to help finish

our work and meet our schedules. We hope to achieve a spirit of cooperationamong all our staff members, who then feel directed towards improving theultimate service we provide to our clients without imposing on staff members thelimitations of specified tasks.

With that in mind, the general functions of each job in this section are as follows:


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Principal

Description:

Principal-In-ChargeThe Principal-in-Charge is responsible for overseeing the administrative andtechnical functions of a variety of projects.

Project Management: prepares proposals, negotiates fees, writes agreements,and follows through with execution of agreements; establishes initial guidelinesfor monitoring project status with Controller, and oversees scheduling andstaffing; monitors project status weekly with the Project Architect and Controller;monitor payments from monthly Accounts Receivable, and follow up with clientsat 30, 45, and 60 day intervals; helps Bookkeeper in preparation of monthlybillings. Establishes and conveys expectations for the work to the design team.Project Design and Production: responsible for Owner rapport and satisfaction;responsible for initiation and creation of planning and design concepts for

selected projects for formulation of design team; provide input and decisions fordesign team on a daily basis or as required; review construction documents forgeneral compliance with design concept, good building practice, andgovernment regulations; signs construction documents after review is complete.

Bidding/Negotiation: oversees the work of the Project Architect.

Contract Administration: reviews and approves architectural and consultantsfield reports; makes final walk-through with Project Architect; do follow-up withclients to evaluate design team performance.

Design PrincipalProject Design and Production: responsible for initiation and creation of planningand design concepts; works with Project Designer and Principal-in-Charge to

establish the general character of the project; works with Principal-in-Charge toestablish the appropriate level of quality for materials; works with PIC and PA (orProject Designer) to choose finish materials and colors; works with interiordesigner to develop the three-dimensional quality of interior spaces; works withinterior designer to choose interior finish materials and colors; reviews DS, DD,and CD drawings to ensure fidelity to design concepts.

Technical PrincipalProject management: reviews eagle forms monthly with the PA and the JobCaptain to assess completeness of the drawings and specifications.

Project Design and Production: reviews documentation strategies with the PAand the Job Captain at the beginning of SD, DD, and CDs; determines with the

PA ways to balance the potential impacts on the documentation effort, andproposes simplification where possible; acts as a technical design resource forthe PA and the JC, and reviews the technical design and documentationthroughout the project; reviews the drawings for conformance with officestandards.


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Director of Design

Description:

The Director of Design takes the leadership in progressing the design level andexposure of the firm with the support and collaboration of all the principals.Specific charges are:

Establishes and maintains a Design Culture in the firm.

Initiates and helps develop a Design Identity for the firm

Initiates and develops concepts and alternatives for a variety of projecttypes and sizes,

Infuses the office with a pervasive, palpable design culture

Reviews and critiques concepts initiated by others

Takes a leading role in collaborating with the principals to develop designconcepts, and parti.

Directs and help studio heads in design process and establishing design

teams. Participates in in-house juries and critiques

Initiates and develops concepts and alternatives that may be required tosecure new commissions or cement relationships with clients

Works with clients to achieve their project requirements.

! Maintains rapport with clients.

Initiates Design Reviews with all studio design teams

Helps attract, recruit, and retain talented junior designers

Guides, directs and mentors junior design staff members.

! Oversees development of concepts being developed by junior designers

! works with junior designers to infuse our technical and detail design withdesign excellence

Participates in project proposals, interviews and presentations.

Guides and mentors the professional development of other staff membersand generates enthusiasm and excitement about design.

Professional Attributes and Intangibles

Giftedin the language of design and the ability to utilize and manipulate theelements of design, such as:Form Geometry IconographyImage Solid VoidProportion Texture colorLight Rhythm Articulation

Pattern

Geometry

Rational design philosophy; thoughtful about design theory and history

Vision; big-picture thinker

Innovative, inventive wings more than roots

Strong idea person, but with ability to develop the details of the designthoroughly

Client responsiveness


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Designs as a response to programmatic requirements

Collaborative; process-oriented

Team player

Knowledgeable about architectural materials

Confident, yet modest, humble, flexible Consensus builder, leader, mentor

Articulate

Motivated

Artistic

Charismatic, dynamic, energetic, infectious enthusiasm

Dedicated, committed

Hands-on, roll-up-the-sleeves style

Sense of humor

Eats, drinks, sleeps, and breathes design

Professional Capabilities

Rapid sketching ability

Facile with the tools of communication

" Pen and ink" Pencil" Marker" Colored pencil" 3D computer software


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Project Manager

Description:

The Project Manager will be assigned to a project or projects meeting certainspecific criteria:

1. Projects of sufficient size and complexity such as to require more thanone Project Architect.

2. Multiple projects for a single client, requiring a single point of contactwithin the office.

3. Instances where the role of Project Architect is assigned to an individualwho is not a licensed architect.

In examples 1 and 2, the primary responsibility of the Project Manager will be toprovide overall coordination between either the major portions of a large project,

or several projects for the same client.! Items requiring such coordination will include the following:

! Scheduling and Staffing

! Project Communications

! Project Profitability; budgeting, scheduling, and implementation

! Design Consistency

! Detail and Documentation Consistency

! Coordination with Agencies and Municipalities

! Work with the Principal-in-Charge on monthly billings

The exact responsibilities for the Project Manager will be defined by the ProjectManagement Team (PIC, PM, PA) at the beginning of the project.

The Project Management will assume other responsibilities as determined bythe Principal-in-Charge.

Qualifications:

! Proven ability as a Project Architect.

! Proven ability in working with clients and contractors.! Proven ability to organize, lead, and monitor a project.! Will take direction from superiors.

Responsibilities:

!

Establish project schedule, manpower, and budget.! Establish contracts with consultants.! Monitor monthly invoices.! Communication point to PIC / Client / PA.! Establish rapport with Owner, Contractor, and Code officials.! Perform QA document review.! Monitor construction costs.! Assist Principal in Charge as needed.


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Project Architect

Description:

The Project Architect is responsible for the overall coordination and direction ofone or more architectural projects to which he/she has been assigned by thePrincipals, and is responsible for the day-to-day success of the project.

Marketing and Public Relations:Works with the Principal In Charge (PIC) and the marketing department toprepare any materials necessary for RFQ responses, and for subsequentinterviews or presentations.

Project Management:Responsible for overall administrative execution for all phases of assignedprojects. Involves managing the fee for profitability, managing the project teammembers and maintaining esprit dcorps, managing the quality and timeliness ofthe execution of the work, and maintaining client rapport and satisfaction.Assists the PIC in defining the scope of work, and reviewing or writing contractswith clients for design services. Preserves the firms position in the marketplaceby protecting the firm liability exposure to the fullest extent possible. Maintainsproject logs, notebooks, and files. Arranges design charrettes and qualityassurance reviews at appropriate stages in the development of the design anddocumentation.

Project Profitability:Primary responsibility for budgeting, scheduling, and project implementationplanning; makes adjustment in scheduling and/or scope (detail) of work asPrincipal deems necessary to respond to deficiencies.

Scheduling and Staffing:Responsible for directing the activities of the project personnel, scheduling, andoffice labor budget; works with Business Manager to monitor project status, andconveys problems and suggested solutions to PIC, and determines action planin concert with PIC.

Communications:Responsible for day-to-day communications with the Owner, the Consultants,and Government Agencies; involves the Principle in Charge when necessary.Makes appearances before client groups, the building department, othergovernment agencies, etc. as required to advance the project towardsconstruction and eventual occupancy.

Project Design and Production:Assists Principal with development of the building program, design concepts andsynthesis; ensures fidelity between the program, the building design, and thebudget; initiates and directs basic building systems and design details; directspreparation of presentation materials; coordinates specifications; directs andapproves selections of materials, colors and finishes, with input from PIC andDesign Principal where applicable; directs any value engineering or cost


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reduction activities required to keep the project within budget. Monitors, controls,and directs all project activities, including those of the Project Designer (whereapplicable) and Job Captain; responsible for completeness and accuracy ofconstruction documents and coordination with other disciplines; responsible for

maintaining team harmony; directs technical level design staff. Makes detailedreview of final drawings and specifications; obtains Principals review andsignature on drawings.

Bidding/Negotiation:Assists Principal; answers inquiries from bidders and coordinates issuance ofAddenda.

Contract Administration:Administers or supervises the administration of construction contracts; performsor assigns site observations, prepares observation reports, and maintainscommunications with Project Manager and Superintendent; coordinateschecking of shop drawings and other submittals; coordinates the processing ofProposal Requests, Change Orders, Certificates of Payment, Construction

Change Authorizations, and Supplemental Instructions; provides feedback todesign team on problems encountered in the field.

Qualifications:

! Proven ability as a Job Captain.! Licensed Architect.! Proven ability to meet deadlines.! Proven understanding of construction detailing.! Willingly takes direction from superiors.

Responsibilities:

! Approves building code review.! Coordinates planning & zoning submittals.! Coordinates all engineering consultants.! Reviews design for ADA compliance.! Approves new products.! Oversees production schedule compliance.! Maintains project files.! Assists the Project Manager as needed.


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Job Captain

Description:

The Job Captain is responsible for the day-to-day non-administrative success ofthe project.

Scheduling and Staffing:Assists the Project Architect to monitor project status, scheduling, and theactivities of the project personnel. Projects CAD needs for duration of theproject, and updates scheduling and staffing as needs change.

Communications:Assists Project Architect in communications and documentation of meetings withOwner, the Consultants, and Governmental Agencies.

Prepares cartoon sets and accompanying work plan for each drawing; outlinesall production work and assigns areas of responsibility for production tasks;ensures team awareness of and compliance with office reduction standards;coordinates with quality control department to develop new standards and clarifyadherence to existing standards; meets with industry experts andmanufacturers representatives to assure appropriate detailing and specifying oftechnical construction products.

Project Design and Production:Responsible for the development and preparation of Design Development andConstruction Documents for assigned projects; researches new materials andconstruction methods and suggests materials, colors, finishes; acquirescatalogs, and indexes technical documents and materials samples specific tothe project; prepares code check and secures interpretations and documentation

for Government Agencies. Initiates and develops technical level design conceptsand details, and is responsible for directing the technical level design team;shares responsibility with the Project Architect for construction documentcompleteness and accuracy; reviews and coordinates specifications withconstruction drawings; makes detailed review of final drawings andspecifications; coordinates in-house and out-of-house reprographic services,and advises technical staff on reprographic techniques suitable for specificapplications.

Bidding/Negotiation:Assists Project Architect in answering inquiries from bidders and preparesAddenda.

Contract Administration:Checks shop drawings and other submittals. Maintains submittals and records;makes site observation visits with the Project Architect, and assists inpreparation of documentation.

The Job Captain will assume other responsibilities as determined by thePrincipal-in-Charge, Project Manager, and/or Project Architect.


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Qualifications:

! Proven ability as a drafter.! Proven ability to instruct and lead others.! Reliable and accurate.! Experience with Microsoft Word & Excel software.! Able to organize and follow through on assignments.! Willingly takes direction from superiors.

Responsibilities:

! Prepares the building code review.! Researches new products.! Establishes sheet layout & composition of drawing set.! Enforces the firms drafting standards.! Coordinates specifications & interior designers.! Coordinates all plotting, printing, and shipping.! Checks results of red lines for completeness and accuracy.! Produces and distributes meeting minutes of consultant coordination.! Produces Addenda and checks shop drawings.! Assists the Project Architect as needed.


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CAD Captain

Description:

Each team will be assigned a CAD Captain to oversee the teams use ofAutoCAD on the project. Whenever possible, the CAD Captain wil l be a memberof the design team, but may be a member of the design team while serving asthe CAD Captain on another team(s). The CAD Captain will serve as a resourceto the Job Captain in ensuring compliance with established standards, asfollows:

Project Design and Production:

The CAD Captain has been scheduled to serve as a resource to the teambecause of his or her specialized expertise in matters of CAD use. The CADCaptain will be familiar with all in-house CAD standards, and will share thisknowledge as needed with the permanent members of the design team.

Included in this area of special expertise are: knowledge of standard directory

and file naming conventions, standard procedures for setting up drawing sheetsof various types, layering standards (we are committed to the use of the AIAlayering conventions, a part of the National CAD Standard), appropriate use ofx-referencing, blocks, and attributes, specialized script files and lisp routines toautomate certain repetitive procedures, plotting procedures and protocol(including plotting media), and plotting required by service bureaus (outsidevendors), line types, line weights and colors, etc. The CAD Captain will beknowledgeable about methods of transfer of electronic data, including e-mail,FTP site or intranet/extranet, and diskette.

The Project Architect and the Job Captain should assess the level of knowledgeof our standards inherent among team members to determine the nature of inputrequired from the CAD Captain; especially if the CAD Captain is not a

permanent member of the team. The time required for this kind of input shouldbe projected on the BOB forms for each phase of the work.

Together with the Principal in Charge of Technical Operations, the CAD Captainreviews office CAD standards and procedures, and also reviews and sets policyfor the use of our CAD technology.

Qualifications:

! Proven ability as a drafter.! Superior knowledge of AutoCAD software.! Superior speed and organizational skills.! Able to plot any drawing correctly.! Able to organize and follow through assignments.

Responsibilities:

! Instructs drafters on CAD usage and teaches shortcuts.! Enforces our CAD standards.! Archives documents after each phase.! Maintains project computer files.! Establishes sheet CAD organization.


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! Coordinates CAD with engineering consultants.! Contributes to the firms detail library.

Designer

Description:

The Project Designer works with the Director of Design in initiating alternativedesign concepts, and then developing selected alternatives through the detailsand technical documentation. Specific charges are:

Initiates and develops concepts and alternatives for specific projects

Reviews and critiques concepts with Director of Design

Participates in in-house juries and critiques

Works with clients to achieve their project requirements.

Maintains rapport with clients.

Works with project teams to infuse our technical and detail design withdesign excellence

Helps Director of Design to generate enthusiasm and excitement aboutdesign.

Assists in creation, development and synthesis of design concepts

Initiates and directs design of basic building systems and design details

Directs preparation of presentation materials, concept and schematicdrawings, and pricing documents

Coordinates specification requirements with drawings and spec writer

Monitors, controls, and directs all project activities

Responsible for code compliance and coordination with governmentagencies

Coordinates contractor pricing, material and system selections, andcoordinates value engineering process

Professional Attributes and Intangibles

Familiar with the language of design and the ability to utilize and manipulatethe elements of design, such as:

Form Geometry IconographyImage Solid VoidProportion Texture colorLight Rhythm ArticulationPattern Geometry

Rational design philosophy; thoughtful about design theory and history

Vision; big-picture thinker

Innovative, inventive wings more than roots

Strong idea person, but with ability to develop the details of the designthoroughly

Client responsiveness

Designs as a response to programmatic requirements

Collaborative; process-oriented

Team player


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Knowledgeable about architectural materials

Consensus builder, leader, mentor

Articulate, Motivated, Artis tic

Charismatic, dynamic, energetic, infectious enthusiasm

Dedicated, committed Hands-on, roll-up-the-sleeves style

Professional Capabilities

Rapid sketching ability Facile with the tools of communication

! Pen and ink! Pencil! Marker! Colored pencil! 3D computer software


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Drafter

Description:

The Drafter will perform such drafting, and other technical tasks andresponsibilities as determined on each project by the Principal-in-Charge,Project Manager, Project Architect or Job Captain. In addition, the Drafter will berequired to perform clerical or other additional tasks as needed on a project-by-project basis.

The Drafter is expected to produce work of the highest level of quality, and isencouraged to seek answers to any questions, which might affect quality.Drafters are highly encouraged to seek opportunities for learning, such as fieldvisits, lunchtime seminars, advisor meetings, etc.

The Drafter may be required by a Principal to perform tasks, which are notproject-related.

It is the policy of the firm that each individual employed by the firm shall beresponsible for his or her own work. The firm places a high value on the ability ofeach employee and team member to apply the goals and policies of the firm withcommitment, creativity, and energy. To achieve this objective, contributions ofthe Drafter are recognized to have essential importance to each project.

Qualifications:

! Experience with AutoCAD software.

! An understanding of building construction.! Able to make red line corrections to documents.

! Asks questions and shows initiative in getting the job done on time.! Willingly takes direction from superiors.

Responsibilities:

! Accuracy in dimensioning.

! Accuracy in the referencing of all details & sections.

! Conformance to in-house drafting standards.

! Able to create readable, professional, drawings.

! Capable of coordination between views of the same area (plans, ceilings,sections, details, etc.).

! Able to accurately plot drawings.

! Can work as a team player with little supervision.! Assists the Job Captain as needed.


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Director of Interior Design

Qualifications

! Proven ability as a leader.! Proven ability to instruct and lead others.! Reliable and accurate.! Experience with Microsoft Word & Excel and AutoCAD software.! Able to organize and delegate assignments.

Education

! A Bachelor degree in Interior Design from a FIDER accredited institution1

! NCIDQ certification is desired

Description:

To manage the firms Interior Design Studio To assist in designing and to manage all projects within the Interior Design

Studio To delegate responsibilities to the Interior Design Studio staff and to stay

informed of their activities, taking appropriate actions when necessary To inform the Principal-in-Charge or the Managing Principal of progress of

work within the Interior Design Studio To promote working closely with the Architectural Studios within the Firm To prepare fee proposals and review Contracts with Principals-in-Charge To pay close attention to what is going on in the Interior Design Studio and

the Firm and to ask questions to clarify actions that are being taken Ongoing strategic planning and marketing for the Interior Design Studio Represent the best interests of the Interior Design Studio staff and to offer a

sounding board for any concerns expressed by the Interior Studio staff To continually seek ways to effectively manage the Interior Design Studio to

improve productivity, reputation and competitiveness To review billing for the Interior Design Studio To prepare staffing and cash flow forecasts for the Interior Design Studio To give undivided allegiance to the Firm To act within the scope of legal authority To ensure good working relations with Clients

The Director of Interior Design reports to the Principal-in-Charge of one of theArchitectural Studios, in the event of working with an Architectural Studio, or tothe Managing Principal, in the event of independent work within the InteriorDesign Studio.

1Accrued experience may be substituted for a bachelor degree at the discretion of the firm


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Senior Interior Designer

Description

The Senior Interior Designer has both project-related and studio-relatedresponsibilities. On the projects to which the Senior Interior Designer isassigned, he or she is responsible for the day-to-day non-administrative successof the project. While the Director of Interior Design has the primary managementresponsibilities for the studio, and a Project Manager has the primary projectmanagement responsibilities for the project, the Senior Interior Designer has theprimary responsibilities for the design of the interior architecture, selection ofinterior finish materials, color palettes, finishes, textures, and products. TheSenior Interior Designer is also responsible for the presentation methods andmaterials and the documentation methods required during schematic design,design development, and contract documentation. On some projects, the SeniorInterior Designer may take on some of the duties of the Project Manager, andthese duties may be shared with the Director of Interior Design.

More specifically, the responsibilities of the Senior Interior Designer are asfollows:

Scheduling and Staffing:Assists the Project Manager or the Director of Interior Design to monitor projectstatus (completion of the work in a timely manner in accordance with the projectschedule, and managing the work of all team members to ensure that they allknow what to do and when it needs to be completed, and monitoring the qualityof the work team members are producing, including professional appearance ofpresentations and drawings, adherence to office standards, correctness, andcompleteness), scheduling, and initiates the Staffing Request Form to make theproject staffing needs known. Forecasts CAD needs for duration of the project,and updates the scheduling and staffing forecasts as needs change.

Communications:Assists the Director of Interior Design or Project Manager in communicationsand documentation of meetings with Owner, the in-house architectural team (asapplicable), the Design Principal in charge of the project, the Consultants, andGovernmental Agencies.

Prepares cartoon sets and accompanying work plan for each drawing; outlinesall production work and assigns areas of responsibility for production tasks;ensures team awareness of and compliance with office production standards;coordinates with quality assurance department to develop new standards andclarify adherence to existing standards; meets with industry experts andmanufacturers representatives to assure appropriate detailing and specifying ofproducts.

Project Design and Production:Responsible for the development and preparation of Schematic Designdeliverables, Design Development deliverables, and Construction Documentsfor assigned projects; researches new materials and suggests materials, colors,finishes; acquires catalogs, and indexes technical documents and materialssamples specific to the project; prepares code check and secures interpretations


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and documentation from Government Agencies. Initiates and develops technicallevel design concepts and details, and is responsible for directing the technicallevel design team; shares responsibility with the Director of Interior Design orProject Manager for construction document completeness and accuracy;

reviews and coordinates specifications with construction drawings; makesdetailed review of final drawings and specifications; coordinates in-house andout-of-house reprographic services, and advises technical staff on reprographictechniques suitable for specific applications.

Bidding/Negotiation:Assists the Director of Interior Design and Project Manager in answeringinquiries from bidders and prepares Addenda.

Contract Administration:Checks shop drawings and other submittals. Maintains submittals and records;makes site observation visits with the Director of Interior Design or ProjectManager, and assists in preparation of field reports and other documentation.

The Senior Interior Designer will assume other responsibilities as determined bythe Principal-in-Cha

AOPS Volume 1

Documents

Transcript of AOPS Volume 1