APGA BUSINESS MANAGEMENT REPORT
P30028 1308955O AUSTEN SCOTT MANAGEMENT PRACTICE & LAW
NAME OF STUDENT STUDENT NUMBER MODULE NUMBER MODULE NAME MODULE LEADER TITLE OF WORK DATE OF SUBMISSION
AUSTEN SCOTT 13089554 P30028 MANAGEMENT, PRACTICE & LAW JOELLE DARBY APGA - BUSINESS MANAGEMENT REPORT 21 FEBRUARY 2014
CONTENTS
1 2 3
business & project management proposed project new business model outline business plan staffing resource plan future plans
3 7 8 10 11
clarification of codes architects appointment fee adjustments duties to the client
13 15 19 21
BIM in a changing context BIM in APGA cost control mechanisms plan of work & BIM
25 28 30 31
duties & responsibilities
professionalism in a changing context
1
business & project management
APGA Architects Reality Road Wellground London EC3P 0SW Tel: 01923 853 486 Fax: 01923 853 493 Email: info@apga.com
PG Architects Ltd Sunnyside Hill Grass Green Headinclouds Oxford OX1 OO7 16th September 2013 Dear Mr. D Reamon It is with tremendous gratitude that I accept your offer at the new London office and I look forward to the possibility of taking the New Abingdon Spa project into fruition. Attached to this letter is a document composed of 6 sections that aim to answer your questions and concerns with regard to the future business and the future project. Section 1.1 contains a brief introduction to the intended project. Section 1.2 addresses the requirement for a new business model. Section 1.3 addresses the liability concerns that have been set forward by the client. Section 1.4 contains an outline business plan, including mechanism for controlling business finance. Section 1.5 addresses the need for a staffing resource plan to reflect the new work stages due to BIM implementation. Section 1.6 contains key considerations regarding the management of the business during the first 5 years of trading. Regards Austen Scott Director of APGA
APGA
1.1 P RO P O S E D P ROJ E C T The New Abingdon Spa is an adventure into a typology of architecture that combines an attentive focus on spatial atmospherics and a sculptural approach to large-scale structural engineering. This unique focus of design creates an unmistakable signature of aesthetics that thus far will be unique to Abingdon upon Thames. The building is located along the River Thames in the picturesque greens of Abingdon Park, a plan of this is shown to the right. This location not only creates a setting of meditative relaxation but also provides the first stage in a series of regeneration projects to revitalize the economic conditions of Oxfordshire towns. The New Abingdon Spa also intends to explore creative responses to renewable energy. The building will makes use of various sustainable energy strategies throughout the site such as generating power and circulating filtered water from the near by weir (pictured on page 6). The spa’s interior spaces (pictured on page 5) are all unique to their particular purpose Weather it be hot pools, Turkish baths or saunas each room is an individual experience in meditative relaxation. By creating different interior environments the New Abingdon Spa becomes a space of unforgettable experiences each and every time you visit.
N E W 3
A B I N G D O N
S P A 4
INTERIOR
Cool Pool Room An invigorating experiences within a concrete and copper bath.
Treadmill Room A room designed to create an uncompromising focus between the self and exercise
Swimming Pool Room A room designed to enrich and amplify the sensory experiences that one would naturally feel when entering an indoor pool.
Turkish Baths An opulent space that reflects the traditional sense of a spa yet still feeling uncompromisingly modern and atmospheric.
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R E N E WA B L E S YS T E M S
Reverse osmosis filtration systems
Kinetic energy recovery systems
Air Intake systems
Electric pumping systems
Circulatory systems for water, air and electricity
Combining multiple renewable energy systems allows the New Abingdon Spa to create the vast majority of its energy and water supply from zero carbon sources.
N E W
A B I N G D O N
S P A 6
1.2 B U S I N E S S M O D E L To ensure success of both the project and the relationship between architect and client I recommend we create a new company that is legally independent of the company PG Architects ltd. However, it is my hope that PG Architects will still be heavily involved in the success of the new business. The New business, named APGA, will be an LLC (Limited Liability Company). A representative of PG Architects Ltd and Myself will register the business at Companies House under the name APG Architects LLC. The LLC structure offers a flexible form of enterprise for business strategies, tax efficiencies, and legal liabilities1. APGA will consist of two directors; the first will be myself and the second will be the company PG Architects Ltd, both of which will have equal share in the new business. There are two primary befits to this situation: The majority of financial backing will be secured by PG architects, this will create a streamline approach to finance the new company’s business activities and therefore allowing APGA To enter the BIM market as quick as possible and allow the new project to commence as soon as possible. APGA will benefit greatly from PG Architects current expertise in the market, however BIM expertise will have to be resourced from elsewhere, as PG Architects have no experience with BIM. The relationship between APGA and PG Architects will also allow for continuity between the client and architect, as the new company will be able to retain a comfortable relationship with the client. Following the initial set up of the company a formal Operating Agreement will be drafted to define the operating boundaries of it’s members and protect the responsibilities and legal rights of the company. It is within the formal operating agreement that I elect a single member of PG Architects to act as a representative between PG Architects and myself should any concerns arise in the future. This will also be formalized within the Article of Association, which is to be submitted to Companies House.
1.3 L I A B I L I T Y A N D P ROT E C T I O N Protecting the Client The developer has noted her concern for protection against liability throughout the project. It is therefore imperative that APGA take the necessary steps to ensure the clients confidence in the project and ourselves.
RISK
CONTRACTOR
management prime cost - % fee prime cost - fixed fee approx quants - remeasured
I therefore recommend that we conceder a design and build project delivery system as it reduces client risk to a minimal amount when involved in a project while still being highly compatible with BIM. [fig 1] Protecting the Business
CLIENT
fig. 1
lump sum - fluctuations lump sum - fixed price design and build package deal
fundamental risks
pure and particular risks By default of owning an LLC the members involved are protected by limited liability insurance. This ensures that in the event of bankruptcy PG Architects speculative risks and myself are not responsible for debts/financial issues of APGA. Another essential form of protection is Professional Indemnity Insurance. This protects both APGA and the client involved in the project from claims of negligence or wrongdoing. Due to the combination of the client’s request for comprehensive protection and complex nature of the project I will also put forward a recommendation to protect ourselves against liability from building defects in post construction. Building Users Insurance Against Latent Defects (BUILD) is a non-cancellable policy, which will provide protection for up to ten years after the project’s completion date. 7
Several other insurance policies should also be considered if APGA Architects wishes to seek a comprehensive protection from any form of wrongdoing or neglect. These include: Directors and Officers Insurance Premises and contents insurance Employer Liability Insurance Intellectual Property Insurance
1.4 O U T L I N E B U S I N E S S P L A N BUSINESS DESCRIPTION Business Name
APGA
Business Structure Business Owners
Limited Liability Company [LLC] Austen Scott & PG Architect Plc
Business Objectives
To design architecture of an exceptional standard, focusing on highly atmospheric, rich, and playful designs. To become a leader in BIM implementation throughout all projects.
Business Potential
There are plenty of opportunity as the new BIM regulations begin to take effect, chief among witch is for new forward looking practices such as APGA that can fully embrace BIM while still pushing the boundaries of design.
WHAT APGA OFFERS Services
Full architectural services Project management Working drawings Feasibility studies Estimations of building costs Planning permission and building regulations approval Building contract administration Site surveys Existing building surveys Monitoring construction 3D visualizations Interior design
Architects Fees
There is no fixed fee scale in the UK, so APGA will charge a fee taking into account specific requirement, these requirements are listed below. The project details and services to be provided The procurement method The approximate construction cost The project timetable
MARKETING PLAN Advertising
As finances will be limited it is essential that we focus on costless advertising such as creating a large web presence through online networking.
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Competitions
By entering competitions APGA will have a large physical presences to assist our web presence. This has a constructive effect on our marketing finances, as we are able to put funding towards winning completions.
Current state
The AEC industry as a whole is currently recovering from various economic downfalls over the past 6 years. With the introduction of BIM regulations set forward by the government the industry is beginning to show sings of change and now is the time to take advantage of this.
INDUSTRY
Entering the industry
With financial backing from PG Architects, APGA will have the ability to set up the initial stages to enter the AEC industry and the BIM market with ease.
CUSTOMERS Who will we work for?
APGA will focus on creating a wide variety of clients through using a multitude of different strategies, these include: Creating client portfolios through existing clients of PG Architects. Seeking new clients through traditional project bidding. Seeking new clients through competition work. Receiving new clients from marketing.
LOCATION Office Location
Locating our office in the center of London is imperative to creating a new a forward thinking company as London is among the most competitive and modern architectural markets in the world.
Office type
If we wish to have a forward thinking mentality with respect to the work we produce we must have a forward thinking mentality with respect to the office dynamic. The way APGA will work within a specific space will equal the innovation seen in their architectural designs.
BUSINESS MANAGEMENT Initial size
The business will start small, both myself and a representative of PG Architects seeking vital staff to facilitate APGA’s requirements for new project.
Structure
The statutory duties of each member will be agreed upon by all parties involved within the business and formalized by a standard operating agreement. This will also be noted in the Article of Association, which is to be submitted to Companies House.
BUSINESS FINANCES Monitoring Costs
As a new Business with limited financial resources it is imperative that we have control of the financial aspects within the practice. Listed below are the various financial tools at our disposal: Cash Flow
From these statements we are able to asses the overall financial health of the business at certain points during the year.
Profit and Loss
9
These statements differ from cash flow, as we are able to analyze how revenue is transformed into net income. This statement is also produced on a more regular basis, allowing for a more concise analysis throughout the fiscal year.
Balance Sheets
Shows condition of assets, liability and ownership equity, this gives the ability to see “snapshots of the companies financial condition”2 at the end of our fiscal year. From our KPI’s we will be able to keep precise control over the success of our finances when concerning specific areas of the business.
Key Performance Indicators
Overdraft
As a newly founded business we must manage and control our overdraft covers to maintain it’s function.
Budget
Taxes
Form our budget we will be able to calculate the necessary asset and services purchasing available to start a business and keep the business running long after.
As a business entity APGA does not get taxed due to its LLC classification. Instead what occurs is called “pass-through taxation” where HM Revenues and Customs tax members of the LLC by reference to distributions of profits and not the income of the business. Due to the way the system works the members are able to minimize distribution of profits to themselves by payment through dividends and therefore minimize taxes, however the business cannot pay out more in dividends than its available profits from current and previous financial years.4
1.5 S TA F F I N G R E S O U RC E P L A N Changes Due to BIM Implementation Before elaborating on a staffing resource plan it is important to briefly note the changes that have occurred to the industry due to Building Information Modeling. As BIM is still a relatively new method within the AEC industry we must consider a number of staff roles that previously did not exist in a practice. These include a BIM Manager, or model manager, and improved IT staffing. We must also consider the time and cost of training should any of our staff not be proficient in BIM and the software that accompanies it6.
DESIGN EFFORT
The largest change due to BIM can be seen in the recently updated RIBA Plan of Work. Underneath is a table comparing the difference between the current plan of work and the plan of work that preceded it. Laid on top of the table is a graph that displays an estimated impact BIM Implementation strategies have on design effort. It is clear to see that the amount of effort contributed to a specific project is weighed to the earlier stages, with required work effort reducing much sooner into the project. This must be taken into account when considering staff delegation to individual projects as well as accounting for the number work hours as they increase at an earlier stage. 0
1
2
3
4
5
6
7
Strategic Definition
Preparation & Brief
Concept Design
Developed Design
Technical Design
Construction
Handover & Close-out
In Use
Appraisal
Design Brief
Concept
Design Development
Technical Design
Production Information
Tender Documents
Tender Action
Mobilisation
Construction
Post Practical Completion
A
B
C
D
E
F
G
H
J
K
L
Preparation
Design
Pre-construction
Construction
Use
PROJECT DURATION New Plan of Work Old Plan of Work Traditional design process IPD/BIM design process
fig. 2
10
Resource Plan Proposal As the majority of APGA’s budget finances will be focused toward acquiring necessary assets to create a BIM ready practice I advise that we consider contract employment for several roles on our initial project. This will create a more flexible form employment for APGA by eliminating National insurance costs and benefits packages that are necessary when having full time staff. This also minimize financial concerns should the company fall into disrepair for unforeseen reasons. As the business develops and profit starts to accumulate APGA will begin to seek fully employed staff for all roles within the practice. A formalized staffing resource plan can be drafted once APGA has decided upon the factors listed below: Payment method for employment such as time based rates, performance based rates, or piece based rates. Employee’s role within the practice such as human resources, managerial position, and IT department Employee’s grade/level within the practice such as BIM Manager, Architect, technician, and architectural assistants Number of people required for each role and grade/level Number of hours spent on each project
1.6 F U T U R E P L A N S The future of the AEC Industry is shifting. As Integrated Project Delivery [IPD] redirects the standards of business practice toward a collaborative and integrated system we must constantly push towards new and effective methods of project delivery. Due to evolving nature of the marked it is important to create a plan that is forward thinking but also flexible enough to improve or adapt to changes when they we feel it is necessary to do so. APGA must regularly evaluate its own future plans to ensure we reach our intended goals within the future7. This plan will begin by including the following: Reputation & establishing a market image -
What Kind of work
Developing our particular method and style of architectural design is very important to APGA. However, so is generating work to ensure the success of the business. A careful and well thought out compromise will always have to be met when a project presents itself to us.
Generating Work
SWOT analysis
Profitability Practice Growth
To assist our decisions when generating work we must always assess our Strengths, Weaknesses, Opportunities, and Threats, not only to make decisions upon project selection but also to find issues within the business throughout our development. We must become profitable if it wishes to grow as a practice and take on more complex and demanding projects. Growth is essential to achieving our goals and will require regular assessment to ensure success within the market.
Planning for the future
11
This is essential to the survival and success of any business across any profession. There will be various other practices across the UK offering similar services to APGA and it is therefore important to separate ourselves by creating a highly reputable service.
We must always expect and plan for unforeseeable aspects of running a business. The best way to do this is to ensure that the practice is currently in the best position it possibly can be within all the aims we set for ourselves.
2 duties and responsibilities
APGA Architects Reality Road Wellground London EC3P 0SW Tel: 12358-132-134 Email: info@apga-architects.co.uk
PG Architects Ltd Sunnyside Hill Grass Green Headinclouds Oxford OX1 OO7 26 February 2014 Dear Mr. D Reamon Thank you for voicing your concerns with regard to fee income and contractual obligations. This letter intends to clarify any misunderstanding that the directors of PG Architects may have with respect to the “RIBA Professional Codes of Conduct, 2005” and the “ARB Codes of Conduct, 2010”. I have noted the obligations you specifically refer to below:
RIBA Professional Code of Conduct section 2.3 under the heading; “Competence”1 “Members should ensure that their terms of appointment, the scope of their work and the essential project requirements are clear and recorded in writing. They should explain to their clients the implications of any conditions of engagement and how their fees are to be calculated and charged. Members should maintain appropriate records throughout their engagement.”
ARB Code of Conduct section 4.4 under the heading; “Manage Your Business Competently”2 “You are expected to ensure that before you undertake any professional work you have entered into a written agreement with the client, which adequately covers: The contracting parties The scope of the work The fee or method of calculating it Who will be responsible for what Any constraints or limitations on the responsibilities of the parties The provisions for suspension or termination of the agreement; A statement that you have adequate and appropriate insurance cover as specified by the Board; Your complaints-handling procedure (see Standard 10), including details of any special arrangements for resolving disputes (e.g. arbitration)”
At the time of receiving your previous letter my design studio project to which the client expressed interest was part of a university project and very much at a conceptual stage. Since then the design studio project has been finalized and is only now available to be adopted into our professional design program. This therefore gives reason to conclude that up to the current moment the design studio project has not been classified as “professional work”and is therefore not in breach of the codes of conduct. The client and myself have recently been in discussion and are at the point of agreeing to a formal contract, 13
a copy of which will be promptly sent to the client and the fellow directors of APGA. With the contract in place we will have the ability to commence with the project and enter into a legally binding relationship with our client. In your letter you also noted there is a possibility the directors are unaware of recent changes that have taken place within the codes of conduct, I have therefore taken it upon myself to briefly summaries the updates to the ARB’s ‘Standards of Professional Conduct and Practice’ that took place in 2008:3 Addition of an ‘at-a-glance’ guide detailing each of the twelve standards for quick references. Changes concerning professional indemnity insurance. Additional standard concerning equal and fair treatment of others. Strengthening and clarification of certain standards due to concerns expressed by both architects and consumers. As the New Abingdon Spa project begins to take shape APGA will be able to address any possible future design problems as they arise throughout the various RIBA Work Stages. I would like take this time to assure you that APGA’s activities have not infringed on either the ARB code of conduct or the RIBA code of conduct and we aim to continue a diligent and strict standard throughout our obligation as architects. If you have any more queries regarding to the codes of conduct or the project please do not hesitate to contact me. Regards Austen Scott Director of APGA
APGA
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APGA Architects Reality Road Wellground London EC3P 0SW Tel: 12358-132-134 Email: info@apga-architects.co.uk
Sandhurst Developers 3 Castle Street London EC3A 8EP 28th February 2014 Dear Mrs. E Sandhurst Following our most recent meeting I am pleased to inform you that we have finalized a contractual document for Sandhurst Developers to review. It has recently been sent via currier to your head office and should be with you soon. The document is a modified version of the 2010 (revised 2012) Standard Agreement as proposed by the RIBA. It is composed of 9 sections and describes the conditions of our service and the obligations of Sandhurst Developers as clients. It has been composed in such a way as to create a fair and bilateral agreement between two entities by describing the rights and obligations of both the architect and the client throughout the project.4 Lastly, I have also sent you a 2013 copy of ‘A Clients Guide to Engaging an Architect’ and a revise 2012 copy of “The Guide to RIBA Agreements”. These texts can be of great help should you require clarification on important information. Within the guides you will find an informative and straightforward overview of the values, mechanisms and context of appointing an architect.5 I am certain you will make good use of it. Regards
Austen Scott Director of APGA
APGA
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APGA
RIBA Chartered Architects Standard Conditions of Appointment for an Architect
TEL FAX EMAIL WEB
01923 853 486 01923 853 493 info@apga.com www.apga.co.uk
1 Reality Road, Wellground, London, EC3P 0SW
ARB Registration Number 23042503
This document outlines a modified version of the 2010 (2012 revised) RIBA Standard Agreement and is designed around a model letter contract.6 This letter is in compliance with the 2010 ARB Code of Conduct and the 2005 RIBA Code of Professional Conduct. Should you have any concerns or issues regarding the contents of the letter please contact APG Architects to consult on the matter as soon as possible.
1 OBLIGATIONS AND AUTHORITY OF APGA It is the obligation of APGA to show skill, care and diligence on a level that is acceptable of industry standards throughout the duration of the project. APGA must also promptly inform Sandhurst Developers if there is need to appoint persons to perform work or tasks in connection with the project. APGA will act on behalf of Sandhurst Developers on matters set out in this agreement, we will require expressed written consent from Sandhurst Developers when concerning the matters listed below: Entering into contractual agreements with contractors and sub-contractors. The termination of employment appointed by Sandhurst Developers. To make any material alterations, addition, or omission from our services or the design. An exception to this clause can arise as is in the event of an emergency APGA has the authority to issue instructions to contractors to prevent damage to the project without prior approval of Sandhurst developers. APGA shall not disclose confidential information in relation to the project without the prior approval of Sandhurst Developers.
2 OBLIGATIONS AND AUTHORITY OF SANDHURST DEVELOPERS Sandhurst Developers will provide APGA will an initial statement that defines and explains the brief, construction costs, and time-frame. This information as well as future decisions shall be communicated to APGA in a proper and timely manor. Sandhurst Developers shall also instruct APGA should they require applications for planning legislation, buildings regulations, or other statutory requirements. Sandhurst Developers are required to pay for the fees, expenses, and disbursements produced when these commitments have been undertaken. If Sandhurst Developers require work outside of APGA’s discipline they shall appoint such persons under the condition that they collaborate with APGA, however APGA is not responsible for the work carried out by said persons. This shall be confirmed in writing along with their respected discipline and duration of their employment. APGA will review and alter the construction costs and/or timetable with respect to the following changes or requests 16
put forward by Sandhurst Developers: Alterations in the design Variations in market prices Discovery of previously unforeseen conditions Delays cause by factors/persons beyond APGA’s control Sandhurst Developers shall not disclose confidential information in relation to the project without the prior approval of APGA.
3 ASSIGNMENT AND SUB-CONTRACTING Neither APGA nor Sandhurst Developers shall at any time assign the benefit of this agreement or any rights arising from this agreement without prior written consent from the other party. It is the duty of APGA to advise Sandhurst Developers with regard to selection of sub consultancy work or sub contracting work. APGA must also consult the client and have written consent before appointing a sub-contractor or sub-consultant.
4 FEE AND EXPENSES The basic fee for our agreed upon work is 10% of the estimated construction cost, this will be paid by Sandhurst Developers at the correct RIBA work stages. If APGA must perform services outside of the specified Service Schedule Sandhurst Developers must pay fees for each service. These fees are based on duration of time charges of the relevant person’s normal wages. In addition the Client shall pay any Value Added Tax chargeable on APGA’s fees and expenses. If Sandhurst Developers expect to not pay a full fee sum prior to a particular stage they must give notice to APGA no later than 5 days before the original intended payment. Sandhurst Developers must not delay payment of any undisputed part of the account or this issue will be referred to an adjudicator where a sum grater than the previously stated sum will be decided and must be paid within 7 days of the original payment. If either APGA or Sandhurst developers choose to suspend or terminate services the architect shall issue all accounts as soon as is possible. APGA will be entitled to the following: Payment of fees up until suspension or termination Payment of any license fee Reimbursement of loss to APGA due to suspension or termination In the event that Sandhurst Developers does not pay APGA for its services APGA shall be entitled to a simple interest on such amounts until the payment is received. The described interest is equivalent to 8% per year over the rates that were current at the date of the original intended payment.
5 PROTECTION OF COPYRIGHT AND USE OF INFORMATION APGA shall own all intellectual property rights to the project, including copyrights to the original work of the practice. No part of the work produced for the project shall be registered by Sandhurst Developers without written permission from APGA. APGA will award Sandhurst Developers a license to copy all work produced for the project. This allows Sandhurst Developers to use work produced by APGA for the construction, operation, repair, alterations and promotions of the particular project. APGA shall not be liable if Sandhurst Developers use or modify the material without consent from APGA. APGA have the power to suspend the license to material use and distribution should Sandhurst fail to pay fees.
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6 LIABILITY AND INSURANCE Sandhurst Developers will not have the ability to take action against APGA arising (weather in contract or in tort) from the unlikely circumstance of negligence or breach of statutory duty once 6 years have passed from the date of practical completion. If APGA is found to be guilty of negligence the amount of liability shall not exceed APGA’s Professional Indemnity Insurance Policy (£3,000,000) this policy must last for the duration of time specified after practical completion of construction. No employee of APGA can be held personally liable for any negligence arising from APGA’s services. APGA will produce our Professional Indemnity insurance certificate for inspection if requested by Sandhurst Developers.
7 SUSPENSION OR TERMINATION If either APGA or Sandhurst Developers wish to suspend service they may do so within satisfactory reason for a maximum of 6 months. However, if more extreme circumstances arise Both APGA and Sandhurst Developers have the power to terminate services at any time they wish, providing they give 7 days written notice and satisfactory reason for termination.
8 DISPUTE RESOLUTION If Sandhurst Developers suspects there are issues or have noticed faults concerning matters of the project they are recommended to discuss this with the architect. APGA advocate that Sandhurst Developers act at there earliest convince and contact any member of the design team to discuss and implement a resolution promptly. If APGA and Sandhurst Developers are unable to resolve disputed matters through negotiation Sandhurst Developers or APGA are at liberty to refer to legal proceedings or arbitration to determine a resolution.
9 SIGNING THE CONTRACT If Sandhurst Developers are content with the requirements set forth in this document they are asked to sign both the client copy and the architects copy. APGA will then commence with the prescribed services upon receiving the signed contract.
APGA
I confirm that have read and understood the terms and conditions set out in this document and agree that APGA can proceed with the services as described.
Austen Scott
Signed:
Initials:
Date:
Elise Sandhurst
Signed:
Initials:
Date: 18
MEMORANDUM
APGA
TO:
Mr. D Reamon; Representative of PG Architects Ltd
FROM:
Mr. A Scott
DATE:
08 - 03 - 2014
SUBJECT:
Fee alterations with respect to BIM implementation
Dear Mr. D Reamon. This memo is intended to explain the current fee patterns that have taken affect as a result of the BIM product delivery system that is currently being set up by APGA. I have expanded on my comments said earlier in our staffing resource plan by highlighting the key reasons behind the fee changes. This is done by comparing the 2014 RIBA Plan of Work against the outdated Plan of work used for a standard CAD delivery system. Please take a moment to examine the table below.
PREPARATION
A
Appraisal
B
Design Brief
DESIGN
C D
F G
CONSTRUCTION
H
K
USE
PRE - CONSTRUCTION
E
L
J
Stage A & B
Concept
30% of the fee
Design Development Technical Data
20% of the fee
Product Information
25% of the fee
Tender Documentation
0 1 2 3 4
fig 1
BIM fee %
Strategic Definition
Stage 0 fee Time Charge
Preparation & Brief
Stage 1 fee Time Charge
Concept Design
40% of the fee
a
Developed Design 35% of the fee
Technical Design
b
Tender Action
Mobilisation
20% of the fee
Construction to Practical Completion Post Practical Completion
a - APGA must consider a comprehensive plan on how to implement BIM into the office. 19
Traditional fee % RIBA Plan of Work 2013
BIM BIM
Traditional Plan of Work
5 6 7
Fabrication Design
05% of the fee
Construction
20% of the fee
In Use
Stage 7 fee Time Charge
b - The tendering of documentation has been reduced, therefore the fees required for this procedure will be allocated to stage 2 and 3 as they require a greater focus
c - Consideration to licence the use of, or sell the BIM model to generate profit.
c
As you can see in the table the 2014 plan of work has been simplified to 8 steps as opposed to the previous 11 steps (A-L). The plan of work is now integrated across separate disciplines within the AEC industry and is suited to the BIM protocol. These alterations have created a shift in the work distribution of our projects both in time and staff level. We are able to visualize this shift by comparing records of staff work hours in a CAD orientated practice against staff work hours in a practice that has fully adopted BIM. This data is represented below: fig 2
Work distribution following Traditional Plan of Works when using CAD processes
EFFORT
50%
Junior Staff Senior Staff
Schematic Design
Design Development
Construction Documentation
Bid
Construction Contract Administration
EFFORT
50%
Junior Staff Senior Staff
Schematic Design
Design Development
Construction Documentation
Bid
Construction Contract Administration
From work hour data we are able to observe that the majority of project development within a practice using BIM now takes place at an earlier stage. This Bias also alters the input between differing levels of staff. Senior staff members (yellow) are required to work longer hours and junior staff members (red) are now required to work fewer hours within a particular project when using BIM. BIM also creates an increase in hourly wages, as the method with witch a project is executed currently requires more expertise than the outdated CAD system. However, this should take no effect on the overall profits as projects are delivered within a shorter time period. As a result the fee structure must adapt to suit the changes that have taken place within the hourly work rate to ensure a constant and regular revenue stream for the project. This is reflected in the RIBA Plan of Work table within the fee % columns. Practices are now required to front load the fee structure and charges the majority percentage between stages 2, 3, and 4. This will allow for a more efficient project at a higher standard of quality from conception to completion. I hope you have found this useful, if you have any further questions please feel free to contact me at your earliest convince. Regards Austen Scott Director of APGA
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MEMORANDUM
APGA
TO:
Mr. D Reamon; representative of PG Architects Ltd
FROM:
Mr. A Scott
DATE:
09 - 03 - 2014
SUBJECT:
Responsibilities and duties to the client 7,8
Dear Mr. D Reamon. This memo is intended to explain our duties and responsibilities to the client as set out under a traditional contract. I have referenced this to the work stages listed in the RIBA Plan of Work for further clarification. STAGE 0
STRATEGIC DEFINITION
This stage is intended for strategically appraisal and defining the parameters of a project before commitments are made to any form of detailed brief. Our commitment to the client at this stage include: Identifying a potential business case and other core project requirements. Consider an initial project team and establish parameters of project program Compose a strategic brief to be submitted to the client for approval. STAGE 1
PREPARATION AND BRIEF
Following an agreement to the initial business case APGA will act on behalf of the client and commence with the following: Undertake a Feasibility Study of the intended site and accumulate site research for BIM model. Continue assembling the project team and agree to a schedule of services. Prepare a Handover Strategy and Risk Assessments. Begin Pre-planning application discussions Accompanying this we will develop our project objectives, these include: Quality objectives Project Objectives Sustainability aspirations Project Budget Conclusively, we will review the project program and make adjustments under client consent, than compose an initial project brief to be accepted by client. STAGE 2
CONCEPT DESIGN
At stage 2 the architect and client must agree upon alteration to the brief and subsequently issue the final project brief. We must also prepare a concept design to be submitted to the client for approval. This will include outline proposals for the following: Structural design Building services systems Preliminary cost information 21
Structural and building services design Associated Project Strategies Sustainability, maintenance, and operational strategies We must also advise the client on tender and selection of a main contractor for pre-construction (due to two stage tender design and build) STAGE 3
DEVELOPED DESIGN
At stage 3 the architect must submit a planning application on behalf of the client. The architect and client is also required to review and agree upon alteration to the concept design. Finally the architect must prepare and submit the developed design containing the co-ordinated and updated proposals includes following information: Structural design Building services system Outline specifications Cost information Project strategies STAGE 4
TECHNICAL DESIGN
At stage 4 the architect must prepare technical design to include the following in accordance with Design Program: Architectural services information Structural services information Specialist subcontractor design and specifications The architect must also review planning conditions ensuring that they are concluded prior to starting construction on site. We must also confer with the client about awarded building contract on basis of Contractor’s Proposals. Once the technical design has been completed they are to be submitted to client for recommendations. STAGE 5
CONSTRUCTION
During stage 5 the architect must Administer Building Contracts on behalf of the client. The architect must also comply with the off-site manufacturing and on-site Construction of the project in accordance with Construction Program. The architect must perform regular site inspections to assess the construction and review progress. Afterwards, referring back to the client when considering any design queries from site. STAGE 6
HANDOVER AND CLOSEOUT
Upon handover to the client the architect must conclude all building contracts and carry out activities listed in handover strategy. The architect must also give over any extra information to be reviewed by the client. STAGE 7 IN USE
The architect must perform a final inspection of the building to ensure all standard have been met. The architect must also conclude a post-occupancy evaluation by reviewing the building performance and project outcomes as a research and development exercise, this will be continuously updated until the end of the buildings life. I hope you have found this useful. If you have any other queries regarding our obligation to the client please feel free to contact me. Regards Austen Scott Director of APGA 22
3
profesionalism in a changing context
APGA Architects Reality Road Wellground London EC3P 0SW Tel: 01923 853 486 Fax: 01923 853 493 Email: info@apga.com
PG Architects Ltd Sunnyside Hill Grass Green Headinclouds Oxford OX1 OO7 1st March 2014 Dear Mr. D Reamon Thank you for your letter with regard to Building Information Modeling (BIM) and the financial security of our current project. The following letter has been composed with 4 sections to answer your concerns . Section 3.1 addresses BIM on an industry level, highlighting the cultural, financial, and legal changes that occur when adopting BIM into a practice. Section 3.2 addresses BIM on a level that is personal to APGA, specifically how we will looks to adopt BIM on a restricted budget and what the future of BIM will hold at level 3 for our practice. Section 3.3 addresses your concerns surrounding APGA’s cost control mechanisms and how they protect the estimated build costs of the project. Section 3.4 addresses the RIBA Plan of Work and how it complies with BIM and APGA’s practice techniques.
3.1 B I M I N A C H A N G I N G C O N T E X T Cultural
fig. 1
It is important to emphasize that the changes currently occurring throughout the AEC industry is not solely due to, or driven by the advancement of technology. These changes are instead driven by a requirement to revolutionize the way we work with regard the conduct of business for architects and engineers alike. This shift has been triggered by a report named ‘The Government Construction Strategy’ put forward by the Efficiency and Reform Group as a reaction to Latham Report (1994) and the Egan Report (1998). The report outlines the requirement for all projects within the UK AEC industry to be carried out by “collaborative 3D BIM technologies” at ‘level 2’ by the year 2016.1 This is primarily to ensure a reduction in capital cost and a lowering of the carbon burden from the construction and operation of the built environment by 20%. 25
Awareness and use of BIM Currently using BIM Aware of BIM Neither aware nor using
39% 54% 6%
This initiative has triggered a monumental shift in the industry as BIM adoption has risen from 13% in 2008 to 39% in 2013 with 59% knowledgeable of the requirements needed for a BIM proficient business [fig 1]. From this information it is certainly clear that individual businesses are increasingly changing their structure to suit a BIM orientated work dynamic. This new orientation has started to create changes within architectural design as the culture of the industry is increasingly becoming based on a collaborative and interdisciplinary approach to new projects. As this new approach replaces the ridged and linear CAD driven process of the past we begin to see changes within the relationship of different companies and also within office culture of companies themselves.
ng ki
th in
ng ki
th in
Office culture will also shift as the general mentality adapts from one of hierarchy to one of collaboration. The diagram to the right displays the overall collaborative BIM strategy for a project. The design and construction of a building is now a shared investment from all parties involved.
fig. 2
ng ki
th in
Within BIM a 3D model becomes the collective database for all who are involved in the designing and building of a project. In turn, once businesses achieve ‘level 3’ BIM the individual parties involved are able to form a seamless transfer of collaborative information from any place at any time within EXTERNAL the businesses chosen timeframe. This therefore creates DATA graphical and flexibility and also a transparency to the ways in which non graphical each business conduct themselves behind closed models doors. With a collaborative datacentre we are also able to share Information at earlier stages throughout the project and therefore the role of project the architect will begin to change with respect management collect to the greater picture. Contractors with an increased liability in projects now have more th ng in say in the decision making of projects. This ki furthermore contributes to the resounding notion that the architect is no longer at the PROJECT EXTERNAL ‘top of the pile “but is now part of a team connect create MODEL PARTIES 2 of individuals that lead a project.
correct
Financial When concerning ones self with the financial aspects of BIM we must take into account both the short term and the long term consequences. The graph below charts the financial gains produced once a small practice has implemented BIM into the business strategy. The specific importance of this graph is not that companies are able to continue to make profit but that the profit increases exponentially once practices has become proficient with BIM project delivery.
fig. 3
£ 800,000
FEE INCOME
£ 700,000
BIM TOOLS AND TRAINING
£ 600,000
TECHNICAL STAFF COSTS
£ 500,000 £ 400,000 £ 300,000 £ 200,000 £ 100,000
2008 - 2009
2009 - 2010
2010 - 2011
2011 - 2012
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fig. 4
There is clear and overwhelming evidence that BIM is a profitable business strategy. However it is important to stress the considerable financial investment required to successfully implement BIM into a small practice. It has been estimated that the initial cost of implementing BIM for a practice of 10 staff is ÂŁ10,000 per workstation. This estimation includes hardware, software and training.3 Considering both the fanatical costs and gains on BIM we should expect our profits to be recouped within 2 to 3 years. The various financial benefits of BIM are as follows: A more streamline and efficient design process A drastic reduction in errors, practices have the ability to access BIM cost databases, which increase the speed, accuracy and efficacy of cost estimations. Increased sustainability such as reduced travel time, less paper wastage and reduction in printing costs as shown in the graph above
travel costs
document shipping costs
printing costs
10%
20%
COSTS LESS
30%
40%
NO CHANGE
50%
60%
COSTS MORE
All of these consequences and more account for an overall increase in the profit margins of practices. Another financial change can be seen in the fee structures as practices are balancing their fee’s with a bias toward earlier stages to accommodate for the larger amount of work received early on in the development of a project. The affect of changing the fee structures create an increase in hourly wages with respect to particular stages, but overall the costs are reduced due to the decrease project duration. A practice must also consider the possibility of seeking staff that are already proficient in BIM. This allows for a decrease in initial training costs but one must also consider the further increase in wages, as BIM proficient staff will generally require a salary premium. Extra profitability can also be achieved by considering BIM as a value-added service within the forms of appointment. Other value added services could include shop-drawing production, manufacturing, and scheduling as BIM opens up many flexible and unorthodox opportunities to create profit through emerging services.
Legal The legal aspects that surround BIM have yet to fulfill a standardized method with witch architects are to act upon. This is due to the rapid advancement of BIM technologies and has therefore placed the industry in a position that requires new frameworks and documentation to support new delivery methods. Current contractual standards allow for the BIM protocol (created by the CIC BIMTask Group) to act as a supplementary legal document that is incorporated into a professional services appointment or contractual agreement through means of amendment. It is advisable to stay with standard forms of contract for the time being such as the RIBA standard for of appointment. However, there are others to choose from, these include: JTC CE Strategic forum’s integrated project team agreement NEC3 Integrated Project Terms (IPT) The primary role of the BIM protocol is to create a liability picture where the partners of a contractual agreement are unable to make claims against one and other.4 However, as a singular legal document there is a possibility that the BIM agreement may conflict with the principal contract when concerning specific details. As for now there is still no legal document that allows for a stand-alone BIM agreement that has priority over the standard contract and therefore practices will have to compromise.5 As well as the BIM protocol practices must adopt the PAS 1192-2 specification as defined within BS 1192:20076. This satisfies guidelines for information management during the capital/delivery phase of design. 27
This documentation provides specific information with regard to the BIM model such as: Level of Definition Model maturity When the model is ready to be used
For what purpose will the model be used Who is allowed to use the model
Along with PAS 1192-2 come varying other protocols and documents that must be abided by as we begin to enter into BIM Level 3, these are shown in the diagram below. Finally, There are several factors within these new frameworks that a practice must also conceder. PAS 1192-2 highlights the requirement for a model manager to curate, monitor, and distribute the vast amount of information produced by the model. Practices should consider hiring part time or full time lawyers to consult and mediate between the parties involved in a design, this will also reduce legal costs should problems arise with untested methods.
Delivery
fig. 5
Lifecycle Engagement
BIMs
AIM SIM FIM BSIM BrIM
Due to the lack of change in insurance policies all parties involved must clearly stated and agreed upon the intellectual property rights of the model as to avoid 3rd party liability infringements. iBIM This also highlights the requirement for a licensing agreement for those who wish to use the 3D Standard for data provided by the model. Although interoperability: 2D practices will continue to use PI IFC, IFD, IDM CPIC ISO BIM Insurance we must consider AVANTI CAD the future and BS 1192:2007 USER GUIDES CPIC, AVANTI, BSI look into the Level 1 Level 2 Level 0 Level 3 possibility of a “no fault� insurance policy BS1192:2007 IFC BS1192:2 BS1192:3 CAPEX OPEX Standards BS7000:4 IDM as is used BS8541:2 BS8541:1:3:4 IFD successfully in the automotive BIM Management Guide to BS1192 Guides industry as it Guide 1 Guide 2 Guide 3 creates a safer legal standpoint Classification CPI Uniclass/CAWS New classification to assist life-cycle delivery to act upon. CPI/RIBA/CIC/CIBSE/BSRIA Plan of work includes contractual and level of detail Increase level of detail and content as lyfe-cycle knowledge grows
3.2 B I M I N A P G A Financial Restrictions in Small Practices As a new company, APGA intended to implement BIM from day one, In doing so we have been able to avoid several cost implications that require already existing practices to adapt to new methods of design. However there are several other requirements we must fulfill to become a profitable business. By analyzing multiple case studies, one of which was mentioned earlier, (David Miller Architects case study) we are able to look into and dissect previous attempts of implementing BIM in smaller practices. This observation can tell us the financial backing required for such an undertaking as well as being aware of the potential disadvantages and risks that follow an initial startup. It is also imperative that we achieve a constant and stable delivery of projects at a scale large enough to make the investment in BIM a financially viable option. Seeking considerable financial backing is also an imperative first step to BIM implementation; the persons or entity providing finances must also be assured of a confident and optimistic long-term investment and not quick profitable return. When implementing BIM at such a small scale we must first have knowledge of what has been successful before, but we must also consider new methods that allow us to use our initial finances as efficiently as possible and avoid
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LEVEL 2
Begin with projects as small as possible (complying with results from case studies).
LEVEL 1
problems that may occur in the initial steps toward success. Our considerations have been listed below:
Hire staff that are already trained in Revit and have an able knowledge of BIM. Look both inside and outside the architectural field for staff. Begin by initiating BIM at Level 1 First, and only proceed to level 2 once all major issues with level 1 have been addressed Reduce team size to very minimum and focus on ability and enthusiasm, specifically with reference to Revit knowledge. Ensure you have highly proficient BIM Manager, by HARDWARE PROJECT COMPLEXITY doing this we are able to hire staff with a limited BIM KNOWLEDGE fig. 6 but still acceptable knowledge of BIM to work under the BIM Manager and therefore eliminate formal training processes while also dismissing multiple salary premiums that come with an exceptional knowledge of BIM in the industry. Consider internships with the prospect of future paid work under the conditions that the company becomes financially successful and the intern become sufficiently adept in BIM. As well as exploring various business strategies a practice should consider its rate of expansion, this is observed in the sketch graph above. As APGA will start at level 1 BIM (Small BIM) we will require a basic BIM knowledge along with adequate hardware equipment. This is suited to projects that are small in size and are basic in nature. As the team expands and the knowledge within the team increases the practice is able to increase the complexity of projects. We will also improve the hardware and office equipment simultaneously. This creates a financially efficient method of expansion toward achieving level 2 BIM (Big BIM). This strategy also allows for the most cost effective method by reducing the initial start-up costs as much as possible and heavily relying on income and profits to expand. However, this method also relies heavy on certain parameters outside the control of the practice and leave little margin for failures or errors within the financial scope. Nevertheless, if done correctly small offices can have the ability to realise financial success far quicker than larger practices.5
The Future and Level 3 BIM Level 3 BIM is a fully integrated process of building lifecycle management utilizing 4D construction sequencing, 5D cost information, and 6D project lifecycle management information.6 According to the national BIM survey 8% of practices have used BIM at level 3 [fig 7]. However, we must consider this to be under controlled conditions and experimental to some extent as the conditions to fully implement level 3 BIM are highly unlikely if not impossible in the standard practice at the current time. APGA have looked into what will be required for level 3 BIM with the intention to implement it in the future, we will be able to proceed to level 3 once the requirements listed below have been achieved. One shared model, updated in real time from multiple sources at any single time: This will require more advanced computing systems as well as an advancement in telecommunication to make large data transfer possible. Software standardization: IFC (Industry Foundation Classes) will have to be fully implemented and complied with across all disciplines to allow for a multi platform, multi program files to be readable by individual
100% 13%
90% 8%
80% 70% 60% 47% 50% 40% 30% 20% 32% 10% 0%
level 1 level 2 level 3
N/A fig. 7
29
practices. IFD (International Framework for Dictionaries) will assist IFC by providing flexibility through various databases for a single model. A common understanding of building processes: IDM (Information Delivery Manual) will have to be fully implemented and complied with across all disciplines to provide an integrated reference system to work from. Improved legal documentation: as discussed previously, PAS 1192-2 has allowed BIM to be feasible at level 2. However, once practices reach level 3 there must be sufficient legal documentation to allow for a stand-alone BIM contract that is separate from the standard forms of agreement, this will also require an increased LOD (Level of Detail) as the life-cycle knowledge grows. New guides to BS 1192 to establishes the methodology for managing production as well as a new classification to the out-dated CPI Uniclass/CAWS classifications to make level 3 feasible.
3.3 C O S T C O N T RO L M E C H A N I S M S Estimating Build Costs Cost control during a project is a particular area of focus for small practices with strict budgets and limited timeframes. Therefore APGA must be aware of the various mechanisms at its disposal to manage expenditure. BIM provides a huge advantage to APGA as it allows us to control costs at a much more intensive and accurate level throughout the project. We are no longer required to focus on time intensive and inaccurate quantification methods, as we are able to generate takeoffs, counts and measurements directly from the BIM model itself. With accurate scheduling we are able to develop realistic costing feedback at earlier stages in the project. The graphic below highlights this ability to make an accurate account of where the costs lie in compliance with the LOD (level of definition). conceptual
PHASE
design
construction
ESTIMATE
“fair cost� estimate
feedback
preliminary estimate
feedback
feedback
PROJECT/BIM DEVELOPMENT
definitive estimate
fig. 8
As the project progresses in accordance with the RIBA Plan of Work we are able to compare cost results with initial projections throughout the various data drops that occur. This gives us an accurate account of where cost is increasing and what parts of the project require budgeting attention. We are also able to create comprehensive control reports at regular intervals throughout the project analysis of these reports will also assist with cost awareness. Relying on standard material costs will lower the project risk when concerning designing and manufacturing techniques. This is further helped by access to BIM cost databases. APGA should also consider the opportunity to hire outside analysts/consultants to undertake in-depth reviews of company expenditure at regular occasions. Accounting consultants can report recommendations back to management to highlight where cost should be more rigorously controlled within the project.
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3.4 P L A N O F WO R K & B I M
CORE OBJECTIVES
PROCUREMENT
0
Strategic Definition
Identify client’s Business Case and Strategic Brief and other core project requirements.
Initial considerations for assembling the project team.
1
Preparation of Brief
Develop Project Objectives, including Quality Objectives and Project Outcomes, Sustainability Aspirations, Project Budget, other parameters or constraints and develop Initial Project Brief. Undertake Feasibility Studies and review of Site Information.
2
Concept Design
Prepare Concept Design, including outline proposals for structural design, building services systems, outline specifications and preliminary Cost Information along with relevant Project Strategies in accordance with Design Programme. Agree alterations to brief and issue Final Project Brief.
Prepare Project Roles Table and Contractual Tree and continue assembling the project team.
Tender and selection of preferred contractor for pre-construction.
Establish Project Programme.
Review Project Programme.
Review Project Programme.
Pre-application discussions.
Pre-application discussions.
Review Feedback from previous projects.
3
Developed Design
Prepare Developed Design, including coordinated and updated proposals for structural design, building services systems, outline specifications, Cost Information and Project Strategies in accordance with Design Programme
4
Technical Design
Prepare Technical Design in accordance with Design Responsibility Matrix and Project Strategies to include all architectural, structural and building services information, specialist subcontractor design and specifications, in accordance with Design Programme.
5
Construction
Offsite manufacturing and onsite Construction in accordance with Construction Programme and resolution of Design Queries from site as they arise.
Building Contract awarded on basis of Contractor’s Proposals. Scope of design team information ssued pre and post contract award to be agreed.
Administration of Building Contract, including regular site inspections and review of progress.
Review Project Programme.
Stages 4 and 5 overlap in accordance with Design and Construction Programmes.
Stages 4 and 5 overlap in accordance with Design and Construction Programmes.
Pre-application discussions.
Planning application made at end of stage using Stage 3 output.
Planning conditions reviewed following granting of consent and, where possible, concluded prior to starting on site.
Prepare Handover Strategy and Risk Assessments.Agree Schedule of Services, Design Responsibility Matrix and Information Exchanges and prepare Project Execution Plan including Technology and Communication Strategies and consideration of Common Standards to be used.
Prepare Sustainability Strategy, Maintenance and Operational Strategy and review Handover Strategy and Risk Assessments.Undertake third party consultations as required and any Research and Development aspects.Review and update Project Execution Plan.Consider Construction Strategy, including offsite fabrication, and develop Health and Safety Strategy.
Review and update Sustainability, Maintenance and Operational and Handover Strategies and Risk Assessments.Undertake third party consultations as required and conclude Research and Development aspects.Review and update Project Execution Plan, including Change Control Procedures.Review and update Construction and Health and Safety Strategies.
Sustainability Checkpoint 0
Sustainability Checkpoint 1
Sustainability Checkpoint 2
Sustainability Checkpoint 3
Sustainability Checkpoint 4
INFORMATION EXCHANGE
Strategic Brief.
Initial Project Brief.
Concept Design including outline structural and building services design, associated Project Strategies, preliminary Cost Information and Final Project Brief.
Developed Design, including the coordinated architectural, structural and building services design and updated Cost Information.
UK GOVERNMENT INFORMATION EXCHANGES
Not required.
Required.
Required.
Required.
PROGRAM PLANNING SUGGESTED KEY SUPPORT TASKS
SUSTAINABILITY CHECKPOINTS
Handover of building and conclusion of Building Contract.
7
In Use
Undertake In Use services in accordance with Schedule of Services.
Conclude administration of Building Contract.
Conclude activities listed in Handover Strategy including Post-occupancy Evaluation, review of Project Performance, Project Outcomes and Research and Development aspects.Updating of Project Information, as required, in response to ongoing client Feedback until the end of the building’s life.
Sustainability Checkpoint 5
Sustainability Checkpoint 6
Sustainability Checkpoint 7
Completed Technical Design of the project.
‘As-constructed’ Information.
‘As-constructed’ Information.
‘As-constructed’ Information updated in response to ongoing client Feedback and maintenance or operational developments.
Not required.
Not required.
Required.
As required.
The 2013 plan of work has been significantly changed from the previous plan of work as It is now intended to be used as a “Kit of parts” as opposed to instructions.7 Businesses are now able to create modifications within the plan by moving particular variable and in some cases, removing them all together. This lends itself to a more flexible and dynamic project direction that suits the particular needs of BIM.
The project will be a 2 stage tender design and build, therefore it was necessary to address the procurement procedures and make a selection of preferred contractor as early as stage 2. Following this the building contract will be awarded at stage 4 as well as assessing the Scope of the design team. Secondly, the project program also required alterations due to the changes in the procurement rout .The program review now continues to stage 3 and stages 4 and 5 now overlap one and other. Planning applications are also adapted, however, we have decided to use a typical stage three (developed design) planning application. Sustainability checkpoints and government information exchanges have been left in the plan of works.
LEVEL OF DEFINITION
Model which communicates the initial response to the brief, aesthetic intent and outline performance requirements. The model can be used for early design development, analysis and co-ordination. Model content is not fixed and may be subject to further design development. The model can be used for coordination, sequencing and estimation procedures.
31
Changes to plan of work:
Several changes were considered within this particular project to ensure an efficient process through the various stages, these are marked in grey or faded out on the plan of works and described below:
Carry out activities listed in Handover Strategy including Feedback for use during the future life of the building or on future projects.Updating of Project Information as required.
Review and update Sustainability, Maintenance and Operational and Handover Strategies and Risk Assessments.Prepare and submit Building Regulations submission and any other third party submissions requiring consent.Review and update Project Execution Plan. Review Construction Strategy, including sequencing, and update Health and Safety Strategy.
Review and update Sustainability Strategy and implement Handover Strategy, including agreement of information required for commissioning, training, handover, asset management, future monitoring and maintenance and ongoing compilation of ‘As-constructed’ Information.Update Construction and Health and Safety Strategies.
6
Handover and Close-out
A dimensionally correct and co-ordinated model which communicates which responds to the brief, aesthetic intent and some performance information that can be used for analysis, design development and early contractor engagement. The model can be used for co-ordination, sequencing and estimation procedures including the agreement of the first stage target price.
A dimensionally correct and co-ordinated model that can be used to verify compliance with regulatory requirements. The model can be used as the start point for the incorporation of specialist contractor design models and can include information that can be used for fabrication, co-ordination sequencing and estimating purposes, including the agreement of a target price/guaranteed maximum price
An accurate model of the asset before and during construction incorporating co-ordinated specialist sub-contract design model attributes. The model can be used for securing installation and capture of as-installed information.
An Accurate record of the asset as a constructed at handover, including all information required for operation and maintenance.
An updated record of the asset at a fixed point in time incorporating any major changes made since handover, including performance and condition data and all information required for operation and maintenance.
Supplementary information will be made available with the release of PAS:1192-3
We do not need to compose a strategic brief, as the client already knew of the project and what it consists of. APGA is unable to review feedback from previous projects, as this is our first contract. Instead we will gather data from case studies. No need to produce first level of definition as model already exists prior to contract.
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Combining Plan of Works and BIM The RIBA Plan of Work sets out to work around a collaborative framework that suits BIM orientated design methodologies, and in doing so coincide with the CIC work stages and the “Level of Definition” to make a homogenized process development driven by BIM. The Plan of Work 2013 creates what is called a Project Execution Plan that sets out the structure and information for strategies and information on any BIM aspects. This ensures that all subjects, not just BIM, are considered holistically and not individually. The BIM Overlay creates a simplified BIM process and clarifies contradictory terms that tend to cause confusion throughout the AEC industry. Below the Plan of work I have added the core BIM activities that work with an increasing LOD, showing the similarities between BIM and the Plan of Work. “The RIBA Plan of Work 2013 sows the seeds to encourage many subjects to be considered. It acts as a stepping stone as the construction industry harnesses BIM in order to be more efficient and effective.”8
I am hopeful that I have answered your concerns regarding emerging technologies within the architectural practice. Please do not hesitate to contact me should you have any further queries with regard to this letter or the project in general. Regards Austen Scott Director of APGA
APGA
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C I TAT I O N S THEME 1 1 Osterwalder, A., Pigneur, Y., Clark, T. [2010]. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. New Jersey, John Wiley & Sons. 2 Williams, J., Bettner, M. Carcello, J. (2008). Financial & Managerial Accounting. New York: McGraw-Hill Irwin. 3 HM Revenues & Customs. (2013). Completing your Company Tax Return form. http://www.hmrc.gov.uk/ct/ managing/company-tax-return/returns/form.htm#1. Accessed on: 28th December 2013. 4 Government Digital Services. (2013). Running A Limited Company. https://www.gov.uk/running-a-limitedcompany/taking-money-out-of-a-limited-company. Accessed on: 2nd January 2014. 5 Ostime, N. (2013). RIBA Architect’s Handbook of Practice Management: 9th Edition. London: RIBA Publishing. 6 Foxwell, S. (2006). Good Practice Guide: Starting a Practice. London: RIBA Publishing. 7 Miller, D. (2012). BIM from the point of view of a small practice. https://www.thenbs.com/topics/BIM/articles/ bimSmallPractice.asp. Accessed on: 8th January 2014. fig. 1. fig. 2.
The Bim Experence. P30028. Management, Practice & Law. Oxford Brookes University. Accessed: 14th Feburary 2014. Architect’s Handbook of Practice Management Eighth Edition. London: RIBA Publishing. 2010.
THEME 2 1 Royal Institute of British Architects. (2005) Code of Profesional Conduct. London: RIBA Publishing 2 Architects Registration Board. (2010) Architects Code: Standards of Conduct and Practice. London: Architects Registration Board 3 Architect’s Registration Board. (2009) Proposed amendments to the Architects Registration Board’s (ARB’s) Architects Code: Standards of Professional Conduct and Practice: http://www.arb.org.uk/Content/Index/ MjE1MX5zdg==. Accessed on: 15th Feburary 2014. 4 Royal Institute of British Architects. (2012) Description of RIBA Standard Agreement: http://www.ribabookshops. com/item/riba-standard-agreement-2010-2012-revision-architect/77537/. Accessed on: 15th February 2014. 5 Phillips, R. (2013). A Clients Guide to Engaging an Architect. London: RIBA Publishing. 6 Phillips, R. (2009). A Guide to Letter Contracts for very small projects, surveys and reports. London: RIBA publishing. 7 Sinclair, D. (2013). RIBA Plan of Work 2013. London: RIBA Publishing. 8 Sinclair, D. (2013). BIM Overlay to the RIBA Outline Plan of Work. London: RIBA Publishing.
fig. 1. fig. 2.
Sinclair, D. (2013). RIBA Plan of Work 2013. London: RIBA Publishing. Eastman, C., Teichols, P., Sacks, R., Liston, K. (2011) BIM Handbook: A Guid to Building Information Modeling for Owners, Managers, Designers, Engeneers and Contractors. New Jersyey: John Wiley & Sons
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THEME 3 1 Efficiency and Reform Group. (2011). Government Construction Strategy. London: Cabinet Office. 2 Race, S. (2013) (2nd edition). BIM Demystified: An Architects Guide to Building Information Modeling. London: RIBA Publishing. 3 Miller, D. (2012). BIM from the point of view of a small practice. https://www.thenbs.com/topics/BIM/articles/ bimSmallPractice.asp. Accessed on: 8th Janurary 2014. 4 Krygiel. E. (2008) . Green BIM: Successful sustainable design with building information modeling. Indianapolis: Wiley Publishing. 5 Krygiel. E. (2008) . Green BIM: Successful sustainable design with building information modeling. Indianapolis: Wiley Publishing. 6 Rundell, R. 1 2 3 “Revit: BIM and Cost Estimating”. Cadalyst Magazine. 6th September 2006 7 Sinclair, D. (2013). RIBA Plan of Work 2013. London: RIBA Publishing. 8 Sinclair, D. (2013). BIM Overlay to the RIBA Outline Plan of Work. London: RIBA Publishing. fig. 1. fig. 2. fig. 3. fig. 4. fig. 5. fig. 6. fig. 7. fig. 8.
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National Bim Library. (2013). National BIM Report. London: RIBA Enterprises. Ashcraft, H.,Shelden, D. R. (2011) BIM Implementation Strategies. Los Angeles: Gehry Technologies. Scott, R. (2014). Building Information Modeling, P30028. Managment Practice & Law. Oxford Brookes University. Accessed: 16 feburary 2014. Becerik-Gerber, B., Rice, S. (2009) Changes in printing, document shipping and travel costs due to the use of BIM. http://www.aecbytes.com/viewpoint/2009/issue_47.html. Accessed on: 3rd Janurary 2014. Scott, R. (2014). Building Information Modeling, P30028. Managment Practice & Law. Oxford Brookes University. accessed 16 feburary 2014. Author’s own National Bim Library. (2013). National BIM Report. London: RIBA Enterprises. Sabol, L. (2008). Challanges in cost estimating with building information modeling. Washington: Construction Strategies LLC.