THEME I
BUSINESS AND PROJECT MANAGEMENT ��.�� NEW BUSINESS MODEL RECOMMENDATIONS SHELTER FROM LIABILITY
THEME II
DUTIES AND RESPONSIBILITIES ��.�� NEW BUSINESS MODEL RECOMMENDATIONS SHELTER FROM LIABILITY
THEME III
CONTEXT ��.�� NEW BUSINESS MODEL RECOMMENDATIONS SHELTER FROM LIABILITY
practice& managerial P 3 0 0 2 8 | rep o rt
idanisa a r ch i t e ct s
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Faculty of Technology, Design and Environment COURSEWORK SUBMISSION COVERSHEET • •
Please complete this form, print and attach it sec urely to your submission. All component parts of the submission should be cl early labelled with your name and module number.
Name of student: Nurhidayah Ab Razak Student number: 13022651 Module number: P30028 Module name: Management Practice and Law Module leader: Wilfred Achille Title of work: Lenggong Archaeology Museum Date of submission: 21 February 2014
Time of submission: 1pm
Number of items being submitted: One
(X in box as appropriate)
This is submitted as solely my own work
X
Group work
If group submission, please list group members belo Name
Student no.
w: Name
Student no.
THEME I
THEME II
THEME III
Business & Managerial Report 2013:
Role & Current Situation Solutions for Future Obstacles
Plan of Works (BIM) Building Information Modelling:
Letter: Terms of Appointment Report: ARB/RIBA Codes of Conduct and impact to Practice
Change with Architects, Professionals, Clients, Construction & Community
Prospoectus Business Model 2013/14 Shelter from Liability. Business Plan Outline Mechanisms for Controlling Business Finances Proposed Staffing Outline Resource Plan Implementation of BIM Proposal for Lenggong Archaeological drawings/diagrams
Letter: Appointment of the Architect for Cultural, Financial & Legal engagement on Lenggong Archaeological Possibilities with BIM methodologies Museum Memo I: BIM in the Office Managerial Impacts Memo II: BIM in the Office Financial Strategies Memo III: BIM in the Office Integration with RIBA Plan of Works 2013
BIM Integration on a Budget Key Issues: Small-Scale BIM Practice RIBA 2013 Plan of Works Lenggong Archaeological Musem Integration of BIM processes. Increases in Build Cost Typology Project Cost Control Mechanism: Inception to Completion & Financial Precautions Implementation Level 3 BIM
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THEME 1
Ida Razak 5 Valentia Road Headington Oxford OX3 7PN Tel: 0111129-13-14 Email: info@idanisa.com PG Architects Ltd Sunnyside Hill Grass Green Headinclouds Oxford OX1-007 10th October 2012 Dear Mr. D Reamon, Subject: Business & Project Management Thank you for taking an interest in the Lenggong Archaelogical Museum project located in Lenggong, Perak, Malaysia. I would relish the opportunity of collaborating and feel enthusiastic about developing a new partnership, located in London. I am ecstatic at the prospect that this project could possibly be built and that investors are interested. Please find attached my recommendations on a business model. The report contains the following information:
Business & Managerial Report 2013: ++ ++ ++ ++ ++ ++ ++ ++
Prospoectus Business Model 2013/14 Shelter from Liability. Business Plan Outline Mechanisms for Controlling Business Finances Proposed Staffing Outline Resource Plan Implementation of BIM Key Considerations (2013-2018)
++ Proposal for Lenggong Archaeological drawings/diagrams Regards,
Ida Razak Assistant Architect PG Architects
IDANISA ARCHITECTS What we’re About 2013/14
PRACTICE PHILOSOPHY Idanisa Architects aims to make community and international development issues integral to the practice and teaching of architecture. We believe strongly that local communities and local built environment professionals should be determining their own development and any external players should be building capacity and helping to facilitate the change needed. Through partnerships with bigger and renowned practices as well as international NGOs, Idanisa Architects strives to get humanitarian architecture on the ground. Our goal is to embrace a social and environmental agenda; broadening the area of concern to make the profession more relevant and the skills architects possess available to a much wider audience. A working methodology grounded in community engagement, which is at the heart of Idanisa’s mode of practice, in order to see the short term and long term implications, throughout the range of stakeholders we deal with.
THEME:1.1 BUSINESS MODEL SOCIAL ENTERPRISE + LLP A social enterprise is an organization that applies commercial strategies to maximize improvements in human and environmental well-being, rather than maximizing profits for external shareholders. We engage in both profitable and non-profit projects to reach our goals for a broader agenda of design. At the simplest level, a social enterprise can be a sole trader who has decided to donate the majority of the profit he or she makes to a good cause. Social enterprises may however take a variety of legal forms and the process for establishing one will depend on which legal form is chosen.
HYBRIDITY
The main reason this business model was suitable for this practice’s approach was the Hybridity in which our practice as a business can bridge several divides according to the chosen criteria of classification, notably the following: 1. by ultimate ends: for-profit vs. non-profit 2. by societal sector: market vs. civil society vs. State 3. by type of integration: external vs. integrated vs. embedded 4. by goods produced: private vs. public 5. by product status: goods vs. services 6. by agents of value creation: producers vs. consumers 7. by ownership (corporate governance): private vs. cooperative vs. public
LIMITED LIABILITY PARTNERSHIPS (LLPs):
A Limited Liability Partnership (LLP) has a separate legal personality similar to a company. Unlike a standard partnership, members of the LLP enjoy limited liability as the name suggests. Although not originally designed for the purpose, the LLP form provides a flexible model for social enterprises, particularly where they seek to work in partnership with other organisations or investors, or adopt a mutual model for ownership and control. LLPs have much more freedom than companies to arrange their affairs as they wish – for example in the way decisions are made, and the way in which profits are distributed to members. Thus is order to be a social enterprise an LLP need only decide that, rather than each member taking an equal share of the profits, a majority proportion of the profits will be dedicated to a social purpose. It is crucial that the membership agreement makes the underlying social purpose and the terms of partners’s remuneration extremely clear. LLPs are straightforward to set up and register: Companies House provide a simple registration form.
THEME 1.2.1 Prospoectus Business Model 2013/14 Limited Liability Partnership Model
Professional firms wish to act and generally organise themselves flexibly and have tax status of partnerships, but without the burden of joint and several liability. Therefore, the new limited liability partnership (LLP) combines certain crucial structural features of both a company and a partnership, the general intention being that the LLP will have the internal flexibility of a partnership but have the external obligations equivalent to those of a limited company. In common with partnerships, the members of an LLP may adopt whatever form of internal organisation they choose. However, they are similar to limited companies in that the members’ liability for the debts of the business will be limited to their stakes in it and, therefore, they will be required regularly to publish imformation about the business and its finances (including the disclosure of the amount of profit attributable to the member with the largest share of the profits). Also, they will be subject to insolvency requirements broadly equivalent in effect to those who apply to companies.
COMPARISONS TO A LIMITED COMPANY An LLP has a legal personality separate from its members. In this, it is very like a limited company. Like a limited company, it must file returns with the Registrar at Companies House. Partnership law does not apply to LLPs, but substantial regulations have been published which stipulate the extent to which the Companies Acts apply to LLPs.
Other features of LLP are as follows: Any member may cease membership on reasonable notice, but is still regarded as a member by the public unless proper notice has been given
to the registrar or the public has notice of the cessation of membership. Incorporation documents must state the company name, the registered office, names and addresses of members and specify the designated members (of which there must be at least two). Designated members are responsible are responsible for administrative duties of the LLP and for filing accounts with the registrar. The name of the company must end with LLP or llp.
T:1.2.2 Shelter from Liability ADVANTAGES
• Except in exceptional circumstances, the directors are not personally liable for the debts of the company. • It is more flexbile than the partnership, because trusted members of staff can be promoted to director status on a salary without giving them part of the company. • Directors can be removed with far less difficulty than is the case with a partner. • The company does not dissolve when a director leaves or when shares change hands, Therefore, there are no complex legalities involved. The company can simply continues as normal. • Companies attract capital more easily than do partnerships. This is important if expansion is planned. This is because other firms are used to doing business with companies. • Companies, but not partnerships, are internationally recognised and therefore in a better position than partnerships to develop business overseas.
DISADVANTAGES
• A company is governed by the Companies Act 2006 which replaces most of the Companies Act 1985 and 1989. A companu coes into existence only after registration by the Registrar of Companies. From that time, it can act only in accordance with the Acts. If the company carries out transactions before registration, they may be treated as the transactions of a pertnership. • Every company must file accounts with the Registrar where they are open to public inspection. Partnership accounts are private to the partners. • A very important restriction is that a company may only act in accordance with the ‘objects clause’ which is to be found in the Memorandum of Association. This clause sets out the purpose of the company and what its powers are. A company is which attempts to do something which is not included in the clause is said to be acting ultra vires (i.e beyond its powers). • Such actions can lead to many problems, for the company itslef and those who trade with it. For this reason the object clause must be drafted with great care by an experienced company lawyer. • There are certain formalities associated with the running of a company. The Companies Act requires that at least one General Meeting of shareholders must be held every year. • No discretion can be exercised over apportionment of of dividens. They must be divided strictly in accordance with the share holding. • In general, a director’s tax position is not as good as that of a partner’a, because a director pays tax on the PAYE system and there is no opportunity to take advantage of some ‘self-employed’ tax concessions. This situation, however, is subject to change depending on government policy. • A client may dislike doing business with architects practising as a limited company because it is considered by some to be unprofessional.
THEME: 1.3 Business Plan Outline In order to form an approach for our new firm, it is important to create a framework outlining the different elements of a business plan. Six sections form our bespoke business plan:
I. THE COMPANY II. OUR OFFER III. BUSINESS POTENTIAL IV. PROMOTING AND MARKETING V. QUALITY CONTROL VI. BUSINESS ARRANGEMENTS THE COMPANY
• existing arrangements, history, personnel, skills, premises. • business objectives • advisers Idanisa Architects LLP will be a strategic business which will allow collaborative design. Our expertise are concentrated in BIM-enabled environments and we are positive that this office will prove to be a useful and unique subset to PG Architects in terms of flexibility, creativity and project dynamics. Our business objectives is to sustain enough from commercial projects to feed back into community-led and participatory design. We are in great company of PG Architects which have a reputable amount of experience and resources to help us engage with the Lenggong Archaeological Museum Project. It is also advised that we adhere to the ARB Standards and Codes of Conduct as well as the RIBA Code of Professional Conduct as they are the formal bodies that have polished measures of benchmarking the Architectural Profession. From time to time we would also suggest taking up the advise of Solicitors, BIM Technician, Accountant and Financial Advisors. Valuable expertise may not be needed all the time but would be helpful to be accessed at regular intervals.
OUR OFFER
BUSINESS POTENTIAL
• We specialise in buildings that reflect the contexts traditional and cultural traits. Idanisa Architects would benefit greatly in developing a BIM-enabled practice through implementation of managerial systems and the collaborative 3D modelling. Our core business is design and engaging in traditional contracts which generally are from procurement to completion and perhaps maintenance. • Due to the economic climate, a possible financial strategy would be providing services that are not normal construction and design-based. Our diverse background combined with PG Architects experience will create a good opportunity to offer Soundings and consultancy. • Our practice feels confident in delivering alternative services such as visualisations, photography, modelmaking, graphic-design, branding & furniture/interior design. • In the future, there will be a better market for Social and Collaborative BIM practices and it is much more efficient and is cost-effective the the long-term.
• The market demands collaborative practices where the interoperability of many parties is now more accessible. As BIM can be translated into collaborative work of any nature, we think that collaboration should not stop there and could pregress further to acknowledge communities and the relationship it builds with its environmental surroundings.
THEME: 1.4
Controlling Business Finances Mechanisms
DISTRIBUTION OF PROFITS WITHIN LLP
An LLP is considerably more flexible than a limited company in terms of varying the allocation of profits made by the business. It is usual for the LLP Agreement to define the arrangements for allocating profits between the members and such allocations can be different for income profits and capital profits. It is also possible to vary the profit allocations from year to year and this may be provided for in the LLP Agreement.
MANAGING FINANCES FINANCIAL TOOLS
To really understand the current and future conditions of the business, it is necessary to look at certain financial tools. These statements are generated by organizing and analyzing numbers from accounting activities of the business.
1. RESTRICTED BUDGET
A budget depicts what is expected to spend (expenses) and earn (revenue) over a time period. Budgets are useful for projecting how much money will be needed for a major initiative, for example, buying a facility, hiring a new employee, etc. The overall format of a budget is a record of planned income and planned expenses for a fixed period of time. Usually for an architectural practice it would be every quarter of the financia l year.
2. BALANCE SHEETS
Whereas the Profit and Loss statement depicts the overall status of profits by looking at income and expenses over a period of time, the balance sheet depicts the overall status of finances at a fixed point in time. It totals all assets and subtracts all liabilities to calculate overall net worth of the company. This statement are referenced particularly when selling a business, or applying for funding.
3. CASH FLOW
The overall purpose of managing cash flow is to make sure that there is enough cash to pay current bills. Company can manage cash flow by examining a cash flow statement and cash flow projection. Basically, the cash flow statement includes total cash received minus total cash spent. It illustrates where money can be economised in order to cover possible debts. Cash management looks primarily at actual cash transactions and is generated as monthly overview
4. PROFIT AND LOSS STATEMENTS
Profit and Loss statements depict the status of overall profits. Therefore, the Income Statement gives a sense for how well the business is operating. This can be used to help directors understand where the money may have been made or lost during each period. For example, when the client has not paid the architect, significant loss is noticed and legal proceedings are suitable to reclaim the money.
THEME: 1.4
Proposed Staffing Outline For this Project, I will be the Design Director in the role of making decisions concerning the design development and most of the strategic issues of the project. As I am not a qualified Architect, it is necessary that an Architect should be assigned to this practice and this design team as a named person will be recorded for the pruposes of ‘Architect’s Services’ or ‘Services to be Performed by an Architect’ For this moment, a basic team of Managing Director, Design Director, Technician, Technical Assistant and Architectural Assistant is the recommended team. It is to great importance to know that with the implementation of BIM, Staff in the senior and of higher expertise will have a bigger role at the start of the project engagement. Insufficient Staffing at both the top and the bottom will hinder the smoothness off operation. The Managing Director will be of highest rank in the office and below that is the position of the Design Director. The Design Director will be assisted by an Architectural Assistant whereas the the Technician will be assisted by the Technical assistant.
MANAGING DIRECTOR
BIM TECHNICIAN
DESIGN DIRECTOR
BIM TECHNICAL ASSISTANT
ARCHITECTURAL ASSISTANT
It is in our consideration that this model will be developed to show the allocation of staff time to projects and how individuals time will be spread over the various projects and other activities in the office. This is done by linking this data to production schedules, timesheets, job costing and progress reporting. With the office aiming to be fully integrated in BIM in the managerial matters, we are also committed to 3D BIM, in which we would select consultants that are BIM enabled to work on the same model.
T: 1.5
Implementation of BIM BIM is a framework that not only is encouraged by the Government as a plan to enhance the Collaborativity and Interoperability on the design and construction team, it is a widely recognised software in terms of turning invested money with decent runovers. One of the largest concerns that will affect the practice at the start of implementing BIM, is the cost put into investing in large-capacity server, personal BIM worstations that are enabled with the appropriate software, programs to manage the managerial systems such as COBie, and data-rich blocks for trees, materials, details, door and bathrooms as this will increase our efficieny when dealing with big project much like the Lenggong Archaeological Museum. We aim to provide design and technical knowledge for training of internal staff and also to enable other practices with the use of BIM. This will create greater value for clients and enhanced design and construction. Although still in the development stages, our office aims to start using the more sophisticated BIM tools such as Clash detection and Virtual Walkthroughs. In our effort to develop our Level 2 BIM into Level 3, we also are looking into possibilities of adopting virtual building walkthroughs. As the project will receive alot of media attention and completion is very much expected by the locals, this walkthough will be made available as the design progresses. Visitors and staff are able to be at the existing museum grounds and interact with the space using their Tab or Smartphone and be engaged with the design process by rating the spaces they enjoy and leaving comments and feedback. With the onset of BIM, clients are able to access ready information such as drawings and details and softwares such as Revit has data-rich information and is geared to extract smart drawings that is consisted of working parts. To reach this level of sophistication it is reccommended that Revit, Archichad and Rhinoceros softwares are made available in the office. BIM IMPLEMENTATION AND RIBA WORK STAGES RIBA work stages have been reduced (from the Plan of Work in 2010 to 2013) from 11 to 7, and aligned with the CIC Schedule of Services. Stages A and B have been incorporated into one initial ‘preparation’ stage, and stages F – L have been simplified and renumbered . The changes of original Plan of Work, will come into effect from Spring 2013. One of the most notable culture-changing effects of BIM is the shift of many work hours from drafting to design. Architects can now spend less time drafting and more time designing. If managed properly, design can be more thoroughly studied and completed, as 3D visualization is automatic from the beginning of concept sketches all the way to construction documents. In addition, if managed properly, construction documents will be more accurate. The main characteristics of BIM implementation strategy and the efficiency advantages: • Improvement of the operational and IT processes and broaden the knowledge of existing staff and stakeholders • Significant competitive edge over similar sized practices potent ially resulting in increased turnover • Improved management of the client/contractor/consultant relationships, essential to support the sales growth, leading to enhanced partnering/framework options. • Better co-ordination, better quality data production and information exchange across the wide spectrum of information sources utilised and exported to others, including the building model, technical drawings, schedules and specifications. • Enhanced design solutions developed at an earlier stage due to more time and effort being available to the design team. Improvements in dealing with design changes and change control enabling the practice to react efficiently and pr oactively to changing client aspirations throughout the design stages . • Development of staff to increase the visible expertise and reputation of the company. Increased technical staff job satisfaction by the removal of inefficient and repetitive tasks which detract from the core task of the design process.
CHANGING STAFFING MODELS This shift has also changed the way project staffing has worked. Now, with the BIM software doing much of the drafting, there’s a great need at the outset of a project for those with the construction and design knowledge to build the models. Younger architects may have that knowledge but also need a lot of guidance. BIM adoption and implementation approach is as much about people and processes as it is about technology. Our adoption strategy for staff members include: • engage people in the adoption and staff BIM competent staff• ensure that people’s skills and understanding increases • to apply successful management strategies in which is parallel to BIM stages • to be engaged in such a way that promotes progress and development BIM manager responsibility is to monitor compliance of BIM processes and secure that the BIM processes are done and followed correctly. Lead Designer will be responsible for coordinating the designs of the various designers, and ensuring that design work is co-ordinated as it is produced. It is important that the Information Manager’s role cannot conflict with the Information Manager. Information Manager is responsible for managing the inputs of each designer into the project model and for ensuring that all of the designers are utilising compatible software using a software sharing matrix. Other roles that that might be needed in a future, due to BIM strategy implementation, are listed below: BIM Specialist/Technician/Trainer • Provide targeted/repeatable training sessions • Sustainable Design • Architectural Design and Visualization • Programming BIM Liaison/Managing Director • Key members/leaders of other groups in firm • Quality Control/Assurance • Specifications • Cost Estimating • Construction Management • Market Sector(s) • Legal • Marketing Technical/Architectural BIM Assistant • Task-oriented support • Content librarian • Set-up/coordinate training • Manage BIM-related communications RESOURCE PLAN It is the concern of Idanisa Architects that the workload for such a large-scale project be done by a small scale practice. We intend not to take any large projects that run in parallel with this, though it is to our advantage to still engage with smaller side projects to alleviate the risk of being dependent on the single project that you have kindly accepted to relaise. Here are some resourcing strategies that we should aim to adopt within this 5 years of starting this practice: • Mantaining a relationship with other practices to share staff time • Using freelance and temporary staff to work on projects, preferably regulars who are BIM competent and understand your working methods • Recruiting at times of need, and possible mantaining growth to avoid subsequent redundancy • Outsourcing intensive work, such as detail drawing programmes, to external, and possibly overseas suppliers • Only accepting work that we can fit into our current staffing schedule and working at our own speed • Balancing training and research activity with free-earning work • Ensuring that there are projects in the office which are less time-dependent than can be turned to when the workload is slow • Using competitions and speculative work to act as a ‘float’, with the willingness to drop or postpone wuch work if schedules so dictate • Agreeing flexible working practices with staff • carefully managing staff leave and holidays
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THEME 2
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IDANISA ARCHITECTS Ida Razak 5 Valentia Road Headington Oxford OX3 7PN Tel: 0111129-13-14 Email: info@idanisa.com PG Architects Ltd Sunnyside Hill Grass Green Headinclouds Oxford OX1-007 13th November 2013 Dear Mr. Dreamon, Subject: Duties and Responsibilities Thank you for your letter regarding concerns over the issue I am not in compliance with the ‘ARB Codes of Conduct 2010’. As a practicing Architect, you are aware of 1(p6-7) ‘Standard 4.4’ states that; ‘you are expected to ensure that before you undertake any professional work, you have entered into a written contract with the client’. Thus I have been unable to work without an effective contract being proposed or an agreement of the fees. I am delighted that you have looked into pursuing this project as it means a great amount that the economical, environmental and cultural values are brought to the local context. As part of the future framework for the practice, all employees must receive and be made aware of the changes in code set out in the attached document. As a result of my meeting with yourself and the client on the 08/12/13, I have documented the terms on which I am working with PG Architects, also our responsibilities outlined by the ARB and RIBA as a whole. Additional to this, I will outline the brief of the project and the terms of which we will be with our client which is a Govermental body. These steps will allow us to move towards a formal relationship with our client and gain an understanding of their needs, as well as clarify any areas of uncertainty that might arise in the future. The letter contract is based upon, ‘The RIBA Standard Conditions of Appointing an Architect 2010’ (Revised in 2012) and will confirm our business arrangement as well as revised fees for the project. I strongly suggest that we integrate the RIBA Code of Professional Conduct into our appointment, as the client may not be aware of the relationship dynamics that we adhere to in the United Kingdom, and will set the stage for a smooth and professional progession throughout the project.
Regards,
Ida Razak Design Director of Idanisa Architects
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MEETING REPORT
IDANISA ARCHITECTS
RIBA: CODE OF PROFESSIONAL CONDUCT 2005 & ARB: STANDARDS OF CONDUCT AND PRACTICE 2010 SUMMARY FROM: Ida Razak TO: Director of PG Architects DATE: 11.12.2013 SUBJECT: BIM Implementation The Architects Registration Board (ARB) allows architectural firms to develop legal terms and engage practice. This is important to achieve a high degree of quality, whilst maintaining the integrity, reputation, principles and standards of the architectural profession. At Idanisa Architects, it is essential that we ensure a professional level of conduct and practice issued by the Architects Registration Board (ARB) under the 窶連rchitects Act 1997. ARB: STANDARDS OF CONDUCT AND PRACTICE 2010 SUMMARY STANDARD 1: HONESTY & INTEGRITY As architects, we must act with honesty and integrity at all times, avoiding any actions that are inconsistent with our professional obligations or are misleading in any way. We must manage problematic situations effectively, assuring that conflicts between parties are resolved and informed consent is given. STANDARD 2: PROFESSIONAL COMPETENCE As architects, we must be competent in all professional work we undertake, and ensure others involved are competent and adequately supervised. In the event of inability to work or absence appropriate arrangements must be made to complete the work agreed. Good communication with all parties is expected aswell as an up to date knowledge and skills relevant to our profession. STANDARD 3: HONEST & RESPONSIBLE PROMOTION OF SERVICES As architects, an honest and responsible promotion of our services is required and for our business style not to be misleading. Compliance with codes and principles should be apparent in all advertising, and all changes with regard to the promotion of services are promptly informed to the client. STANDARD 4: COMPETENT BUSINESS MANAGEMENT As architects, we must ensure that effective systems are in place to ensure professional practice operation and that we are able to provide adequate financial, technical and security resources. Before undertaking professional work a written agreement should be signed with the client covering: - Parties involved - Scope and extent of work agreed - Fee methods and calculations - Responsibilities of parties & their limitations - Adequate & appropriate insurance - Provisions for contract termination - Complaints handling procedures
STANDARD 5: CONSIDER THE WIDER IMPACT As architects, we must not only consider our responsibility to the client but our responsibility to the environment and any impacts out professional activities will have. STANDARD 6: CARRY OUT YOUR WORK FAITHFULLY AND RESPECTFULLY As architects, we must carry out professional work with skill, care and in accordance with the terms of engagement set out and any time-scale and cost limits discussed with the client. STANDARD 7: BE TRUSTWORTHY AND LOOK AFTER YOUR CLIENT’S MONEY PROPERLY As architects, we are expected to keep proper records of all money held belonging to a third party, stored separately from the business account, and if necessary advice from specialist advisors should be conducted. Money shall not be withdrawn without the client’s permission. STANDARD 8: APPROPRIATE INSURANCE ARRANGEMENTS As architects, we must posses adequate and appropriate insurance cover at all times professionally or personally, and to provide evidence of this when required. STANDARD 9: ARCHITECTS REPUTATION As architects, we must ensure that professional finances are managed responsibly and that the reputation of the profession is maintained to the highest possible degree. Any professional disparities such as criminal offenses or bankruptcy, must be recorded with the Registrar within 28 days. It is also our responsibility to report other architects or companies not complying with the code of conduct and to assist the ARB in any following investigations. STANDARD 10: DISPUTE OR COMPLAINT MANAGEMENT As architects, complaints should be handled promptly and efficiently to ensure a positive outcome for all parties involved, and to have a documentation procedure in place. STANDARD 11: CO-OPERATION WITH REGULATORY REQUIREMENTS AND INVESTIGATIONS As architects, we are expected to cooperate fully with the ARB, providing information necessary to carry out its statutory duties and to notify any future changes in these details. STANDARD 12: RESPECT As architects, we should seek to treat everyone fairly, and under no circumstance should we discriminate or favour because of disability, sexuality, gender or any other inappropriate consideration. RIBA: CODE OF PROFESSIONAL CONDUCT 2005 The RIBA codes of professional conduct and their accompanying guidance notes contain many similarities with the ARB’s code, explaining the standards of professional conduct condensed into three main principles: Integrity: Members shall act with honesty and integrity at al times Competence: All work must be carried out comptently and responsibly Relationships: Members shall respect the rights and interests of others
RIBA AGREEMENT CHANGES The RIBA Agreements have also seen an update since the 2007 revision, which was heavily criticised for being too simple. The 2010 Standard form of appointment is by far the most helpful in covering the architect, employer and the client. Changes from the 2007 update include: - The reduction of the previous editions 9 RIBA agreement packs to 5. - Within the Architects obligations, there are no explicit references to time scale and cost limits. - Architects now have the right for reasonable access to photograph a project and to publish these images. - Under the provisions of termination both the Architect and Client have equal rights. - Increased interest charges on late payment of fees - The primary change is the user friendly and simplified design of the standard agreements which are now include electronic versions. To overcome potential future problems of working without a contract in place, the electronic revision of the SFA 2010 comes with additional benefits. As well as being user friendly, the agreements are now easily amended, submitted and shared between parties and the re-usable nature of the agreement template makes them cost effective and environmentally friendly. OUR CLIENT
The Ministry of Heritage Malaysia is renowned to engage themselves in many works whether from procurement stage or buildings in the country that need conservation. The client will need to be advised heavily on BIM as the framework is still in its early inception in Malaysia. In this case, it is in our best interest that we adhere not only to the ARB Standards but also to the RIBA codes of professional conduct due to their positive public image and widely accepted recognition in this region. Membership with the RIBA can encourage engagement of other works for Idanisa Architects and encourage growth of our Social BIM circle.
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IDANISA ARCHITECTS
Ministry of Heritage & Culture Lenggong Archaeological Museum Lenggong, Sungai Tapah 13600 Perak Malaysia
Ida Razak 5 Valentia Road Headington Oxford OX3 7PN Tel: 011111129-13-14 Email: info@idanisa.com
13th November 2013 Dear Sir/Madam, Further to our meeting this morning, we are pleased to accept your invitation to act as architects for the above project. I would like to briefly summarize the scope and range of the services we can provide; to introduce you to the standard contractual arrangements recommended by the Royal Institute of British Architects (RIBA) for a project of this complexity and finally to explain the main issues concerning the proposal. Our services, in a few words, will consist of: the management of the project; the design of the buildings and external works items; the preparation of production information; obtaining all necessary statutory approvals; advise on the appointment of a contractor; inspection of the construction work on site; and the issue of architect’s certificates authorizing payment in monthly stages to the contractor. The range of these services which we can provide you are as set out in the Standard Form of Agreement for the appointment of an architect (SFA/2010 - Revision 2013). In addition, the document outlines the terms of engagement and services to be provided along with a scale of fees and expenses and liabilities for both the client and architect. ROLES AN DRESPONSIBILITIES The roles of each designer and the management roles of the Lead Designer, lead consultant, contract administrator and project manager are defined in the Services Schedule of the RIBA Standard Form of Agreement for the Appointment of an Architect 2010. Our key responsibilities and duties to the client set under traditional work stages are briefly summarised below: Feasibility: a) Additional information on the client’s requirements. b) Details information on the site. c) Information on costs. Outline proposals: a) Detailed proposals b) Final proposals c) Organisation of the cots plan. c) Tender documentation Scheme design: a) Organisation of the design b) Organisation of the report to the client c) Practical completion d) After practical completion
FEES APPRAISAL Fees, for this project, will include the following: 1. Initial site visit with council representatives. 2. Investigations into permitted development rights. 3. Plans and specifications including consultations, estimates and engineering studies. 4. Further design meeting. 5. General administration and overall supervision of construction, not including superintending construction. 6. Approving payment vouchers to the contractor. 7. Approval and acceptance of completed construction. 8. All fees and expenses (printing, process and postage). 9. Basic fees:
-Designer for work stages -Lead consultant for work stages -Inspection visits.
10. Construction costs It is my recommendation that the fees are appraised by calculation of the area of the building (per square metre), as the site and brief we are looking at at the moment if regardless of scale and typology. Rates that may render relevant are those of public buildings, and guided by the Government as this will be apart of a larger masterplan of the local authorities. With this in mind I suggest we confirm a fee between 5%-10% pre-planning amount to commision our engagement. 11. Time based fees – hourly rates. The actual fees will be based, by contract, either on a percentage of the entire cost, on a multiplier of the technical payroll plus incidental expenses, or on a fixed sum plus listed expenses. This method can also be used to ascertain fees for irregular times such as site visits and times where the hours have amounted more than expected.
Changes due to BIM
Recently, the RIBA Plan of Work 2013 has seen changes due to the implementation of BIM. The framework has now less stages than before, therefore payments according to the Stages in the Plan of Work would now be significantly higher. Additionally, due to the nature of BIM that is front-loaded in terms of workload and expertise, I would advise that the fees are greater in the earlier Work Stages. Due to the large scale of the project, the work stages take longer to complete. It is advised that the fees are received at the beginning of a Work Stage to avoid any risks. You will also find that the later work stages will be much more efficient due to the intuitive capacity of the management, technological and software systems.
Prior Submission
It is important we establish that fees are due upon Planning Submission and not Planning Approval, as the submission is agreed on collaborative terms and may be subject to terms that are solely reliant on the specificity of the situation. Moreover, Standard Form of Agreement identifies the following work stages and thus provides mutual assurance for both the client and the architect: DISPUTE RESOLUTION The parties may agree to refer a dispute or difference arising out of this Agreement to the Mediation service of the Royal Institute of British Architects RIBA, as the renowned body has members of international stances and will be able to adjucate a dispute or difference arising out of this Agreement but also in accordance with the local authorities and councils that are relevant. FEASIBILITY: a) Additional information on the client’s requirements. b) Details information on the site. c) Information on costs. OUTLINE PROPOSALS: a) Detailed proposals b) Final proposals c) Organisation of the cots plan. c) Tender documentation SCHEME DESIGN a) Organisation of the design b) Organisation of the report to the client c) Practical completion d) After practical completion ADDITIONAL FEES: might include the following situations: • Several revisions of the scheme • Constant alterations at a late stage in the detailed drawing preparation • Deductions or substitution of materials/components
As the project develops the cost estimates are likely to change and therefore if the fee is a percentage of the construction cost, it will be calculated on the estimated cost at that particular work stage. The fee for subsequent work stages may be calculated on a different estimated construction cost . Additionally, I can also confirm your agreement to the appointment of the following specialists as consultants to this project: a) QUANTITY SURVEYORS To prepare Bills of Quantities, and financial advice and supervis ion throughout the precontract and contract period. b) STRUCTURAL ENGINEERS To prepare the design, and production information for the structural work, and inspection of this work on site. c) BUILDING SERVICES ENGINEER To prepare the design, and production information for heating, air conditioning, ventilation, plumbing, drainage and electrical services and inspection of this work on site. d) DRAINAGE EXPERT Due to the site proximity to the river meaning the soil is likely to be more saturated additional expertise regarding drainage works will be required. e) ECOLOGICAL CONSULTANT The council has an obligation to conserve wildlife, therefore an assessment of the impact of the project on the ecology of the surrounding area and waterways is required e.g. soil and contamination investigations. f) ARCHAEOLOGY EXPERT Many of the artefacts on display need to be handled carefully an therefore and expert regarding this field should be consulted in how each display should be treated and the measures taken so that they are properly preserved g) HERITAGE & CONSERVATION CONSULTANT The existing building has many elements to offer the visitor and is already providing useful services for workers and the visitors. The entrance is in good order but perhaps needs maintenace and the many spaces and plaecement of displays already have built a strong association with the visitors and locals should not be disregarded straight away. Subject to your agreement, I will approach each firm and negotiate the extent of service required and the fees payable. The appointments can be finalised at a series of meetings at which I will be present to give you general advice and clarifica tion. I hope that all the information provided is helpful and I propose that once you have considered the contents of this letter we meet to discuss the issues raised. I would like to thank you for choosing our practice to undertake the project for you. Every effort will be made to provide you with a building which meets all your requirements, within your required time scale. If you have any queries please do not hesitate to contact me.
Regards,
Ida Razak Design Director of Idanisa Architects
IN IDANISA
ARCHITECTS MEMORANDUM 1 IMPLEMENTATION OF BIM MANAGERIAL STRUCTURE IMPLICATIONS FROM: Ida Razak TO: Director of PG Architects DATE: 10.12.2013 SUBJECT: BIM Implementation Dear Mr Dreamon, Our expertise of BIM requires the production of 3D information models by all key members of the Integrated Team. However, these models need not co-exist in a single model. Designers can ensure that each designer’s model progresses in a logical manner before it is used by another designer or a designing subcontractor. It is not anticipated that the legal, contractual or insurance issues currently utilised by the industry will change over time but it is fair to say that BIM does expose some of the deficiencies of current contractual documentation. The outputs required at each stage will also require greater definition, and in turn this will require the Lead Designer to clarify the inputs that they require at each stage of the design in order to co-ordinate the design as it progresses. Our aimis to have the current fragmentation of the design team from designing subcontractors to be replaced by Integrated Teams working collaboratively under new forms of procurement using ‘plug and play’ working methods. Due to BIM implementation into work stages our new office roles may include: LEAD DESIGNER (NEW RESPONSIBILITIES) • responsible for co-ordinating the designs and their implementation in BIM model • checking produced model information and ensuring design co-ordination and team cooperation BIM DIRECTOR • strategic formulation and implementation of the BIM throughout the lifecycle of the BIM BIM MANAGER • responsible for managing the inputs of each designer into the project model • ensuring that all of the designers are utilising compatible software using a software sharing matrix • ensuring that the right party is working on the right aspect of the design at a given time BIM FOCUS/DISCIPLINE GROUP MANAGER • generation of information for a specific purpose or timescale (eg. particular phase, a certain portion of the project, a planning issue) BIM AUTHOR • producing information for the BIM environment BIM TECHNOLOGIST • responsible for managing all aspects of software, hardware and communications • evaluate the findings of the software and versions audit Our level of BIM expertise is at Level 2 reflected in the Bew and Richards diagram shows a collaborative front in the managerial sense and a step into fully 3D BIM.
Ida Razak
IN
IDANISA ARCHITECTS
MEMORANDUM 2 IMPLEMENTATION OF BIM FINANCIAL STRUCTURE IMPLICATIONS FROM: Ida Razak TO: Director of PG Architects DATE: 10.12.2013 SUBJECT: BIM Implementation Dear Mr Dreamon,
This Memorandum is to further explain the impacts of BIM implementation towards the fee pattern and potential changes that may happen for BIM to be integrated in the ways we work in the office. Many investments will also need to take place for the practice to experience multiplied returns as BIM expertise in on the rise (emergence of Collaborative BIM, Social BIM, Intuitive BIM & Integrated BIM) and is highly sought after. Some prerequsites of a progressive BIM-enabled office: • Startup of a BIM-enabled office requires software packages, servers and workstations that can accommodate the sophisticated technology. • Controlling the workforce in the practice to be BIM-competent needs knowledgeable employees and training to create the desired team. • The preferred goal is to have the design and construction team to be collaborative on a management platfrom, information sharing and the 3D modelling facets of BIM, therefore starting a new practice and creating this congruity will take time. It is important to note that BIM increases in efficiency towards the end in terms of a singular project cycle. This is due to several reasons: • In terms of work hours, more time is dedicated at the beginning to resolve design. Time decreases towards the end as using data-rich tools will enable information and required submissions to be extracted quickly. • More involvement of expertise and contribution of employees at senior level towards the start as important decisions and vectors are instigated. This then moves towards assistants at the end. • Fee terms should reflect the ownership and leadership of model which are the Architect’s obligations. Therefore, the fee pattern should also follow the front-loaded nature of the project progress from procurement to completion in terms of hours put into work, expertise needed and also handling the The management also should look into alternative services that has emerged from BIM that our encompasses our expertise.
Ida Razak
MEMORANDUM 3 IMPLEMENTATION OF BIM WHERE BIM FITS INTO THE RIBA PLAN OF WORK FROM: Ida Razak TO: Director of PG Architects DATE: 10.12.2013 SUBJECT: BIM Implementation
IN
IDANISA ARCHITECTS
Dear Mr Dreamon, In this memorandum I will describe the roles and responsibilities of the management and how we should approach implementing BIM expertise with reference to the Code od Conduct. Also, I will outline the similarities, differences and convergences that the RIBA Work Stages will have when BIM has been implemented in the workplace. This information will serve as useful practicaal guidance ROLES AND RESPONSIBILITIES The roles of each designer and the management roles of the Lead Designer, lead consultant, contract administrator and project manager are defined in the Services Schedule of the RIBA Standard Form of Agreement for the Appointment of an Architect 2010. Our key responsibilities and duties to the client set under traditional work stages are briefly summarised below: FEASIBILITY: a) Additional information on the client’s requirements. b) Details information on the site. c) Information on costs. OUTLINE PROPOSALS: a) Detailed proposals b) Final proposals c) Organisation of the cots plan. c) Tender documentation SCHEME DESIGN: a) Organisation of the design b) Organisation of the report to the client c) Practical completion d) After practical completion CODE OF CONDUCT AND BIM EXPERTISE The Code states ‘Architects should only promote their professional services in a truthful and responsible manner.’ These standards require architects to promote BIM or the use of BIM techniques to their clients in an honest way. Architects should ensure there is proper professional competence in BIM if it is being offered as a value-added service. Standard 4.3 of the Architects Code: Standards of Conduct and Practice states: “You should ensure that adequate security is in place to safeguard both paper and electronic records for your clients, taking full account of data protection legislation, and that clients’ confidential information is safeguarded.” This places a new responsibility on architects to protect electronic information in a BIM environment. Through this Memorandum we want to emphasize that the BIM adoption and implementation approach is actually as much about people and processes as it is about technology. It is important that the directors will further engage other staff members in the adoption of BIM strategy. Directors should ensure that people’s skills and understanding increases and thus our company builds up its capacities through the implementation of BIM.
R&D
USE
CONSTRUCTION
PRE-CONSTRUCTION
DESIGN
PREPARATION
RIBA Work Stages 2007
A B C D E F
G H J K L M
APPRAISAL DESIGN BRIEF
BIM Overlay 2012
I
CONCEPT DESIGN DEVELOPEMENT
II
TECHNICAL DESIGN
F1 F2
RIBA Work Stages 2013
ADVISE, DEFINE & IDENTIFY
1
PREPARATION
PROJECT QUALITY AGREEMENT
2
CONCEPT DESIGN
3
DEVELOPED DESIGN
4
TECHNICAL DESIGN
5
SPECIALIST DESIGN
6
CONSTRUCTION (OFFSITE & ONSITE)
7 8
USE & AFTERCARE
DATA SHARING, INTEGRATION & EXPORT
PRODUCTION INFORMATION
TENDER DOCUMENTATION TENDER ACTION
MOBILISATION CONSTRUCTION TO PRACTICAL COMPLETION L1 PRACTICAL L2 POST COMPLETION L3 L3 MODEL MAINTENANCE & DEVELOPMENT
III
DETAILED MODELLING & FINAL REVIEWS
IV
DETAIL MODEL & REVIEW
V
END OF CONSTRUCTION & CONTRACT ADMINISTRATION
VI
COMPARISON & FUTURE USE
In the RIBA Plan of Work 2013, BIM Overlays have been incorporated into the different stages and therefore is portrayed as a single entity within the stages. The following data are referenced from: D. Sinclair, BIM Overlay to the RIBA Outline Plan of Work. London: RIBA Publishing, 2012 RIBA Plan of Work 2013: Consultation document. London: RIBA Publishing, 2012
RESEARCH & DEVELOPMENT
RIBA PLAN OF WORK STAGES & RESPECTIVE BIM OVERLAY
Please refer to Appendix C for diagram of the new stages of 2013 and overall framework.
1 PREPARATION • Identification of Project Objectives, Sustainability Aspirations and the Initial Project Brief. • Examine Site Information • Preparation of Feasibility Studies • Assemble Project Team, agree Scope of Service, Contract Relationship and Design Responsibilities for each participant • Conclude Appointment Documents 2 CONCEPT DESIGN • Preparation of Concept Design (structural design, services systems, site landscape, preliminary cost plan, environmental, energy, ecology, access Strategies). • Final Project Brief Review Procurement Strategy, finalise Design Responsibility • Prepare Construction Strategy 3 DEVELOPED DESIGN • Preparation of Developed Design • Prepare and Submit Planning Application • Implement Change Control Procedures, undertake Sustainability Assessment • Review Construction Strategy 4 TECHNICAL DESIGN • Preparation of Technical Design (including the Lead Designer’s review and sign-off of all information) • Performance Specified Work to be developed in sufficient detail • Issuing in packages where appropriate • Prepare and submit Building Regulations Submission • Review Construction Strategy 5 SPECIALIST DESIGN • Progression of Specialist Design by Specialist Subcontractors (sign-off of Performance Specified Work by the Lead Designer and other designers as set out in Design Responsibility document) • Review Construction Strategy • Undertake actions from Procurement Strategy
• Develop BIM and Information Exchanges • Advise client on purpose of BIM • Advise client on Integrated Team scope of including requirements for specialists and appointment of a BIM Model Manager. • Define long-term responsibilities, including ownership of model. • Define BIM Inputs and Outputs and scope of postoccupancy evaluation (Soft Landings)-Identify scope of and commission BIM surveys and investigation reports
6 CONSTRUCTION • Offsite manufacturing and onsite construction • Regular review of progress, Quality Objectives, site inspections • Administration of Building Contract • Resolution of Design Queries from site • Implementation of Soft Landing Strategy (commissioning, training, handover, asset management, future monitoring and maintenance) 7 USE AND AFTER-CARE • Implementation of Soft Landings Strategy; • Post Occupancy Evaluation. • Conclude administration of Building Contract • Review of Project Performance in use and Project analysis for use on future projects.
• Preparation of Software Strategy, BIM Execution Plan • Initial model sharing with Design Team • BIM data used for environmental performance and site analysis • Identify model elements; create concept level parametric objects • Data sharing and integration for design coordination • Integration/development of design components • BIM data used for environmental performance and area analysis • Data sharing for technical and specification data • Export data for Planning Application • 4D and/or 5D assessment
• Export data for Building Control Analysis • Data sharing for design co-ordination analysis with subcontractors • Detailed modelling • Production of parametric objects for all major elements • Final review and sign off of model • Provide access to BIM model to contractor(s) • Specified work model information for subcontractors • Review construction sequencing (4D) with contractor • Set timing and scope of ‘Soft Landings’ • Release of ‘End of Construction’ BIM model • Use of 4D/5D BIM data for contract administration
• Updating of Project Information, as required for Asset Management and Facilities Management • FM BIM model data issued for asset changes
Ida Razak
IN
THEME 3
IN
IDANISA ARCHITECTS
MEMORANDUM 4 IMPLEMENTATION OF BIM CHANGES, MECHANISMS & FUTURE PROSPECTS FROM: Ida Razak TO: Director of PG Architects DATE: 15.12.2013 SUBJECT: BIM Implementation Dear Directors,
Attached with this memorandum are documents regarding the integration of BIM methodologies creating cultural, financial, and legal changes within the industry and the office. I have also prepared a guidelines on financial steps a small-scale office may approac BIM and what the cost-control mechanisms areto sustain our practice. The aim of this document is to give a quick and contextual insight on how Building Information Modelling may impact a small-scale practice and discover the possibilities that may lay ahead. If you have further enquiries, please do not hesitate to contact me.
Ida Razak
T:3.1
BIM: Contribution towards in the way Architects work with other professionals - clients, construction supply chains and the broader user community?
CHANGES AS A RESULT OF ADOPTING BIM TECHNOLOGIES
CULTURE OF COLLABORATIVITY: • Open Source Initiatives is a platform that prioritises the sharing of information - develops software to educate about, and advocate for, the benefits of building bridges among different constituencies in the open source community. • An opportunity for software that has no commercial, vendor or technical boundaries - mantains a singular and consistent form of information ELIMINATION OF THE PROTECTIONIST VIEW • Sharing information with others to benefit from the vast amount of intellectual property that has not been fully utilised. SOFTWARE RESTRICTIONS • Legal Separatism in software causes hindrance in design and construction interaction • Compartmentalisation of design activity and information • Implementation of seamless Information management, but outside of the software framework
THEME 3 BIM IMPLEMENTATION
LEGAL DYNAMICS OF A COLLABORATIVE ENVIRONMENT: • Traditional legal arrangements tend to create barriers and isolationism • New forms of collaborative contract offer a legal backdrop e.g: IPT & JCT CE (Refer fo Appendix B) with principles of collaboration and common relief • The ‘Overriding Principle’ points the way to a new set of values for the project team. • Considerations for a pain and gain share method of moving forward as joint work will naturally have mistakes and hiccups • Possibilties of having only one lawyer and one insurer in a project team to ensure fair play and interpret situations to the benefit of the team.
• Fees will also change as the ownership and leadership of the BIM model will heavily rely on the Architect’s responsibilities and legal obligations.
FINANCIAL LEGAL
CULTURAL WHEN POSSIBLE, ENCOURAGE INVOLVEMENT OF THE SUPPLY CHAIN • Support the early involvement of the supply chain, its information and its persistence through to post Final Certifcation • The supply chain’s engagement in terms of expertise and authoritative information is essential for the future of BIM and cultural change in the construction community
FRONT-LOADED NATURE: The process is progressively efficient towards the end: • More hours are put into the start to refine the design and complete the modelling • Less hours go towards the end, as the data-rich models can be extracted easily and accessed by all parties. • This means that Fees should follow accordingly and be released in the earlier work stages • Salaries would be distributied more at the senior level towards the start where majority load of the work is. • Salaries disseminate towards assistants at the end • Startup and training is costly and timely and should be given substantial investment
T:3.2.1
BIM: FINANCIAL IMPLICATIONS
BIM WITH RESTRICTED BUDGET • Employ BIM competent staff to reduce need for training • In-office BIM learning, where staff can learn from each other in small and condusive groups. • Added-value services on the basis that Information and coordination benefits which should be grounds for charging extra fees • Invest in data-rich blocks such as trees, toilets, details, symbols, doors & bathrooms.
KEY PROBLEMS FOR SMALL-SCALE PRACTICE
LACK OF EXPERIENCE PROJECT TYPOLOGY 2D BIM
LACK OF 3D APPROACH UTILISATION: • Small offices benefit from adopting a 2D approach to BIM within their own sphere of operation • More cost effective than larger practices with multi-million costing projects. • 2D BIM co-ordinated to provide basis for recording job drawings, specifications, approvals, correspondences, etc. - for office management functions such as pricing future jobs, VAT and tax returns for internal efficiency. SMALL-SCALE PROJECT TYPOLOGY: • Alterations, extensions and one-off new domestic properties, will involve accumulating a body of information on one occasion only. • Well-developed BIM approach forms a useful basis for working with other like-minded people or for effectively fitting into a framework with larger players.
T:3.2.2
BIM: Cost Control Mechanisms of BIM Implementation from Inception to Completion.
resources needed short/long term
impact
effectiveness
COST CONTROL MECHANISMS
impacts, costs for implementation & short/long-term investment COBie
• ‘Construction Operations Building Information Exchange’. • Specified exhange points of rich information so the project team gain more insight into their projects. As a result, the team can make more-informed decisions much earlier in the planning; at a time when those decisions can have the greatest impact on project cost, schedule, and sustainability. - Example in Appendix C
• Traditionally design drawings would be coordinated to assure that different building systems do not clash and can actually be clashdetection constructed in the allowed space. The 3D model enables potential problems to be identified early in the design phase and resolved before construction begins • Construction/Planning Management & Scheduling: Providing a means of verifying site logistics and operations by showing space utilisation during construction. The model shows temporary components such as cranes, lorries, fencing and site traffic access routes. Members are able to make sound decisions based upon sources of accurate real-time information and less costs are incurred in making guesses. • Models to contain cost information and quantity schedules will allow costings for a given design to be produced faster; thus allowing option appraisals at the concept stage to be more accurately assessed, offering an acceleration of the iterative design process. A valuable tool for designers, enabling them to conduct value engineering. • Data capture - Sensors can feed back and record data relevant to the operation phase of a building, enabling BIM to be used to model and evaluate energy efficiency, monitor a building’s life cycle costs and optimise project cost efficiency. Data capture also enables the owner to evaluate the cost-effectiveness of any proposed upgrades.
4D modelling
TIME
5D modelling
COST
6D modelling
FACILITIES MANAGEMENT
T:3.3.1
BIM: RIBA Plan of Works hand-in-hand with Building Information Modelling (BIM) This document aims to provide an in-depth description to how the project will be organised into the latest RIBA Plan of Work issued in 2013 and how it works within BIM processes. 1 PREPARATION A project apprehension and understanding the client goals is very significant to the process of identification of Project Objectives, Sustainability Aspirations and the Initial Project Brief. With undertanding the brief, information from the site can develop the design dynamics that are present -strengths, weaknesses, opportunities, and threats. In this beginning stages, the client should be advised on purpose of BIM being implemented and the collaborative nature of the process including requirements for specialists and appointment of a BIM Model Manager. Sunsequently, feasibility studies and assembly of team, agreement on roles and responsibilities, contract relationship and design responsibilities for each participant will feed into concluding the Appointment Documents. It is important to define long-term responsibilities, especially ownership of the collaborative BIM model. An analysis for post-occupancy evaluation (Soft Landings) as the building is responding to a large audience as a Museum that holds prestigious artefacts. Discussion in which how the effectiveness of the building can be measured will be useful to meet the demands of the client. 2 CONCEPTUAL DESIGN After grasping the prequisites of understanding the client, brief and project team dynamics; preparation of the conceptual design can begin with structural design, services systems, site landscape, preliminary cost plan, environmental, energy, ecology, access strategies. BIM data such as optimum material performance and structural advice can also be used for environmental performance and site analysis. This data can be acquired from sources such as the IFD. International Framework for Dictionaries (IFD) IFD is a standard for terminology libraries or ontologies. The IFD Library provides flexibility for an IFC-based building information model, allowing for the link between the model and various databases with project and product specific data. The IFD Library: • Opens up enrichment that will allow for advanced analysis, simulation and design checks at very early phases • Provides a real opportunity to generate an IFC-BIM for operational and maintenance purposes with storage of product specific data • Provides a feasible method of linking existing knowledge systems to an IFC-BIM • Provides multilingual and translation capabilities to the information in an IFC-BIM The buildingSMART Data Dictionary (bSDD) is the mechanism that enables; software applications to talk to product databases; ensures that engineers understand the attributes attached to their designs; and allows for the incorporation of design standards from overseas. The Data Dictionary creates a catalogue of what objects are called (the ‘vocabulary’) and brings together disparate sets of data into a common view of the construction project or asset, whether this is information from a product manufacturer, typical room requirements, cost data or environmental data. It can also cope with different languages. This approach will help prepare for strategies for construction, software and initiate a BIM Execution Plan Initial model sharing with members of the design team. 3 DEVELOPED DESIGN During the stages of developed design prepararation is done for the submision of Planning Application. In these stages it is important to consistently update information at drop points for the project to run smoothly and to implement the data sharing and integration of design coordination facets of BIM. At this stage, changes will start to occur that will cause backtracking and ammendments so it is wise to implement Change Control Procedures. In the same way Sustainability Assessments and Construction Strategies must be adapted to the current model as it is most likely that revisions have affected the model. Successful integration and development of design components will lead to environmental performance and effective area analysis. The beginnings of a detailed design will demand data sharing for technical and specification data.
4 TECHNICAL DESIGN In this stage, preparation of Technical Design and Performance Specified Work to be developed in sufficient detail. Details are issued in full resolution in packages where appropriate. This is to supplement the Building Regulations Submission. Reviews should be scheduled at every single stage of the project with all collaborators present with exported data ready for for Planning Application. It is at this stage that a 4D (Time) and 5D (Cost) assessment would be relevant. 5 SPECIALIST DESIGN Progression of the project then takes place of Specialist Design by Specialist Subcontractors for example the treatment of the facade and any specialised finishes. All the information from the model and management should be ready for export and utilised by the Building Control Analysis for Final reviews to take place and finally the signing-off of the collaborative model. Data sharing for design co-ordination analysis with subcontractors needs to happen at this point for them to carry out specialist work, the data-rich model should pave the way for a production of parametric objects for all major elements. 6 CONSTRUCTION Offsite manufacturing and onsite construction is made easier with the interim medium being the collaborative and cohesive nature of the BIM model. Regular review of progress, Quality Objectives, site inspections will take place for a smooth progression into Administration of a Building Contract. A big part of BIM is the managerial side in which information can transition itself from members of the design or construction team. Thus, Design Queries from site should be received and resolved. Implementation of Soft Landing Strategy begins here (includes commissioning, training, handover, asset management, future monitoring and maintenance) with set timings and scope of ‘Soft Landings’. Towards the release of ‘End of Construction’ BIM model, the use of 4D (Time)/5D (Cost) BIM data for contract administration will be useful. 7 USE AND AFTER-CARE Engaging in measures of post-occupancy shows the practice’s initiative and awareness of the new 2013 Plan of Work which was majorly different because it took into consideration that a project does not terminate upon completion, but is obligated to serve its function through and through. The practice should aim to implement of Soft Landings Strategy as it is one of the collaborative and holistic tool that considers construction beyond completion and is parallel with the concepts of BIM. Here a the main tasks; • Adopt an approach that truly addresses outcomes required and how they will be delivered and assessed. • Operational input and challenge to construction and design to ensure that operational costs are maintained and impact to change assessed. • Use BIM visualisation capability to test users and operators perceptions and assist with ongoing planning modifications to asset use and impact on lifecycle costs. • Deliver commissioning, training and handover processes that optimise operational performance. • BIM provides a fully populated asset data set into CAFM systems thereby reducing time wasted in obtaining and populating asset information. • Achieve optimum performance quicker, reduce running costs and refine target outcomes by learning from our successes and failures. • Collaborative working of the supply chain Construction, Design & Facility Management throughout the project lifecycle
[The following data are referenced from: http://www.bimtaskgroup.org/gsl/ BIM Task Group - Government Soft Landings Website]
One concrete way to realise this is with Post Occupancy Evaluation. Architects and respective consultants are responsible to update Project Information, as required for Asset Management and Facilities Management. Conducting surveys to visitors, recording statistics of the frequency of visitors and the impacts to the locals in the town can be a method of measuring the effectiveness of the building as a Museum.
UK Government Information Exchanges
(at stage completion)
Information Exchanges
Sustainability Checkpoints
Suggested Key Support Tasks
*Variable Task Bar
(Town) Planning
*Variable Task Bar
Programme
*Variable Task Bar
Procurement
Core Objectives
Review Project Programme.
Establish Project Programme.
Required.
Initial Project Brief.
Strategic Brief.
Not required.
Sustainability Checkpoint - 1
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 Handover Strategy and Risk Assessments.
Sustainability Checkpoint - 0
Review Feedback from previous projects.
Pre-application discussions.
Prepare Project Roles Table and Contractual Tree and continue assembling the project team.
Initial considerations for assembling the project team.
Pre-application discussions.
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.
Identify client's Business Case and Strategic Brief and other core project requirements.
Undertake third party consultations as required and conclude Research and Development aspects. Review and update Project Execution Plan, including Change Control Procedures.
Undertake third party consultations as required and any Research and Development aspects. Review and update Project Execution Plan.
Required.
Concept Design including outline structural and building services design, associated Project Strategies, preliminary Cost Information and Final Project
Sustainability Checkpoint - 2
Required.
Developed Design, including the coordinated architectural, structural and building services design and updated Cost Information.
Sustainability Checkpoint - 3
Administration of Building Contract, including regular site inspections and review of progress.
Offsite manufacturing and onsite Construction in accordance with Construction Programme and resolution of Design Queries from site as they arise.
Review and update Project Execution Plan.
Prepare and submit Building Regulations submission and any other third party submissions requiring consent..
Review and update Sustainability, Maintenance and Operational and Handover Strategies and Risk Assessments.
Planning conditions reviewed following granting of consent and, where possible, concluded prior to starting on site.
Not required.
Completed Technical Design of the project.
Sustainability Checkpoint - 4
Not required.
'As Constructed' Information.
Sustainability Checkpoint - 5
Update Construction Strategy and Health and Safety Strategies.
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.
Specialist subcontractor design work undertaken in parallel with Stage 5 in accordance with Design and Construction Programmes.
Design Team Stage 4 output issued for tender. Tenders assessed and Building Contract awarded. Specialist contractor Stage 4 information reviewed post award.
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.
Consider Construction Strategy, Review Construction Strategy, including offsite fabrication, and Review and update Construction including sequencing, and update develop Health and Safety and Health and Safety Health and Safety Strategy. Strategy. Strategies.
Review and update Sustainability Strategy, Maintenance and Operational and Handover Strategies and Risk Assessments.
Planning application made at end of stage using Stage 3 output.
Review Project Programme.
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.
Prepare Sustainability Strategy, Maintenance and Operational Strategy and review Handover Strategy and Risk Assessments .
Pre-application discussions.
Review Project Programme.
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.
Required.
Updated 'As Constructed' Information.
Sustainability Checkpoint - 6
Updating of Project Information as required.
Carry out activities listed in Handover Strategy including Feedback for use during the future life of the building or on future projects.
Conclude administration of Building Contract.
As required.
'As Constructed' Information updated in response to ongoing client Feedback and maintenance or operational developments.
Sustainability Checkpoint - 7
Updating of Project Information, as required, in response to ongoing client Feedback until the end of the building’s life.
Conclude activities listed in Handover Strategy including Post-occupancy Evaluation, review of Project Performance, Project Outcomes and Research and Development aspects.
Undertake In Use services in accordance with Schedule of Services.
Š RIBA
www.ribaplanofwork.com
Handover of building and conclusion of Building Contract.
This Project version of the RIBA Plan of Work 2013 has been prepared by Idanisa Architects for use on its project Lenggong Archaeological Museum. It has been prepared on the basis of a Traditional Contract procurement route.The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projects into a number of key stages. The content of stages may vary or overlap to suit specific project requirements. The RIBA Plan of Work 2013 should be used solely as guidance for the preparation of detailed professional services contracts and building contracts.
T:3.3.2
BIM: Impelmentation of Level 3
SPECULATIONS FOR THE FUTURE BIM ENABLED TECHNOLOGIES
CURRENT PROJECTION OF HIGH LEVEL BIM IMPLEMENTATION
AUGMENTED & VIRTUAL REALITY
The maturity model also recognises that some supply chains will want to achieve greater levels of integration in line with the wider government construction strategy. The progression to level 3 and beyond recognises this ambition; and also sets out the Government’s long term ambition to achieve further integration within the construction industry.
A live, direct or indirect, view of a physical, realworld environment whose elements are augmented by computer-generated sensory input such as sound, video, graphics or GPS data.
WHAT IS BIM LEVEL 3?
• CLIENT could see how the property itself would look from any vantage point inside or outside the building. • ARCHITECTS will be able walk around the model of the project to view up in the reality of the surroundings. • SURVEYORS could view the area of excavation, and the locations of underground utilities. • CONTRACTORS would be able to look behind walls, floors or ceilings in order to avoid damaging waterlines or studs. GOOGLE GLASS Released to developers in 2013 and will be available to consumers in 2014, makes hte augmentation more accessible, and the transition from the user-end and the computer generated sensory input.
A managed 3D environment held in separate discipline ‘BIM’ tools with attached data. Commercial data is managed by various software packages.
DATA-RICH STEPS TOWARDS A COLLABORATIVE & INTUITIVE FUTURE • REAL TIME integration of the model data into the cost planning model
• use of the architect’s information for the ENVIRONMENTAL modelling in the early phase of a scheme
• use of the curtain walling contractor’s model to develop CADCAM files, allowing rapid shift from design to fabrication.
• IMPORT ready 3D BIM files into analysis software, for reuse of information for costing, programming or other purposes.
• early analysis of the design model to determine STRUCTURAL stability
• development of the structural frame model by the fabricator to create CONNECTION designs
Augmented reality can enhance the client’s understanding and engagement of the model that the design and construction team work on.
EMULATION
IFC
ISO-certified
Open BIM
3D object-oriented exchange format
Emulation through systems such as Industry Foundation Classes (IFC) utilise open software specifications that are not controlled by a single software vendor. By using shared and open specifications, greater Interoperability between software platforms is achievable, as software development is shared and not restricted to a single vendor.
APPENDIX A BIM IMPLEMENTATION How much of project life cycle will BIM cover? Project life cycle information model
Quality contr olled information
polic y
feasibility
Quality contr olled information
design
business case
FIGURE 2.2
Quality contr olled information
construc t
use
procurement
recycle operation
How much of project life cycle do you want to cover?
What range of information can BIM cover?
Maintenance Schedules Business Case
Contracts, Agreements and Insurances
FIGURE 2.3
Procurement Process
Shop Drawings
2D Information 3D Information Specifications and Product Information
Risk Register
Correspondence Briefing Information
Planning Application Process
Typical types of project information.
PostOccupancy Audits Environmental Assessments
APPENDIX B GOVERNMENT SOFT LANDINGS
Asset/Facilities Management
Asset Operations
Environment
Functionality & Effectiveness
Financial Performance
Measures
Design & Construction Commissioning, Training & Handover
Asset Design & Construction
0 1
2
3
4
5
P2
P3
Review new design requirements and expectations through feedback
Government Soft Landings
Define outcomes and measures of success
Identify & deliver user / operator needs
2 | WWW.BENTLEY.COM
Client decision points
Information Exchange points
Collect and compare actual operational performance against planned targets
- Agree developments to Initial Project Brief and issue Final Project Brief.
- Preparation of Technical Design information to include all architectural, structural and mechanical services information and specifications including the Lead Designer 's review and sign-off of all information.
Technical Design
4
Information Exchange 1
The Initial Project Brief
Information Exchange 2
The Concept Design including Outline Structural and Mechanical Services Design, associated Design Strategies, Preliminary Cost Information and Final Project Brief.
Information Exchange 3
Use & Aftercare
7
- Implementation of Soft Landing Strategy including agreement of information required for commissioning, training, handover, asset management, future monitoring and maintenance and ongoing complilation of "asconstructed" information.
- Resolution of Design Queries from site as they arise
Information Exchange 6
As Required
"As constructed" Information updated in response to on-going client feedback, Asset Management updates and Facilities Management information.
- Updating of Project Information, as required, in response to Asset Management and Facilities Management feedback and modifications.
- Offsite manufacturing and onsite construction - Implementation of Soft Landings Strategy including Post Occupancy Evaluation. in accordance with the Construction Programme - Conclude administration of Building - Regular review of progress against programme Contract and any Quality Objectives including site - Review of Project Performance in use and inspections. analysis of Project Information for use on future projects. - Administration of Building Contract. .
Construction
6
The Developed Design including the CoThe Technical Design of consultant aspects in The Specialist Design including the integration "As Constructed" Information. ordinated Architectural, Structural and sufficient detail to enable construction or of Performance Specified Work. Mechanical Services Design and Developed Performance Specified Work to commence. Cost Information.
Planning Applications typically be made using the stage 3 (Developed Design ) output, however, certain clients may wish this task to be undertaken earlier. The project or practice specific Plan of Work identifies when the Planning Application is to be made. Certain aspects of the Technical Design may also be required as part of the application or in respond to planning conditions.
- Undertake actions from Procurement Strategy or administration of Building Contract as required.
- Review Construction Strategy including sequencing and critical path.
- Progression of Specialist Design by Specialist Subcontractors including the integration, review and sign-off of Performance Specified Work by the Lead Designer and other designers as set out in Design Responsibility document
Specialist Design
5
Stage 4, 5 and 6 activities may occur concurrently depending on the Procurement Strategy. Work may also be undertaken in packages to facilitate its development by Specialist Subcontractors. Early package procurement may also occur during stage 3 depending on the procurement route. The Project Programme should set out the timesscales for these overlapping design and, where appropriate, construction stages.
The stage 1, 2, 3 and 4 outputs may be used for tendering and contract purposes depending on the Procurement Strategy as influenced by the clients Risk Profile, time, cost and quality aspirations and how Early Contractor Involvement and Specialst Subcontractor input is to be undertaken.
- Review Construction Strategy including sequencing, programme and H&S asepcts.
- Prepare and submit Building Regulations Submission
- Take actions determined by Procurement Strategy including issuing in packages where appropriate.
- Prepare and Submit Planning Application - Performance Specified Work to be developed in sufficient detail to allow - Implement Change Control Procedures, development and integration by Specialist undertake Sustainability Assessment and take Subcontractors during Completed Design actions determined by Procurement Strategy. stage.
- Review Procurement Strategy, finalise Deisgn Responsibility including extent of Performance Specified Design and take action - Review Construction Strategy including H&S aspects. - Determine client's Risk Profile and agree the where required. Project Programme and preliminary - Prepare Project Manual including agreement Procurement Strategy. of Software Strategy, BIM Execution Plan and extent of Performance Specifed Work. - Assemble Project Team, agree Scope of Service, Contract Relationship and Design Responsibilities for each participant. Develop - Prepare Construction Strategy including BIM and Soft Landings Strategies, review of off-site fabrication, site logistics and Information Exchanges and conclude H&S aspects. Appointment Documents.
Royal Institute of British Architects
Government Gateway
(at stage Completion)
Key Information Exchanges
Planning
Programme
Procurement
Description of Key Tasks
- Preparation of Feasibility Studies and assessment of options to enable the client to decide how to proceed.
- Examine Site Information and make recommendations for further information, including surveys, required.
Developed Design
Concept Design
- Preparation of Concept Design including outline proposals for structural design, services systems, site landscape, outline specifications and preliminary cost plan along with environmental, energy, ecology, access or other Project Strategies.
Preparation
- Identify Project Objectives, the client's Business Case , Sustainability Aspirations and other parameters or constraints and develop the Initial Project Brief.
- Preparation of Developed Design including co-ordinated and updated proposals for structural design, services systems, site landscape, outline specifications, cost plan and Project Strategies.
3
2
1
RIBA Work Stages
The Plan of Work organises the progress of designing, constructing, maintaining and operating building projects into a number of key Work Stages. The sequence or content of Work Stages may vary or they may overlap to suit the procurement method, the project programme and the clients risk profile.
Plan of Work 2013
RIBA 2013 PLAN OF WORK FRAMEWORK INTEGRATED WITH BIM
APPENDIX C
APPENDIX D COLLABORATIVE CONTRACTS The NEC3, ACA2000, The Strategic Forum for Construction’s Integarted Project Team (IPT) agreement and JCT Constructing Excellence (CE) forms of contract were steps towards a more positive legal landscape for BIM. The IPT agreement states: The Partners and Cluster Partners undertake not to make any claim against each other for any loss or damage whatsoever arising out of or in connection with this Agreement, including claims arising out of prior discussions, claims alleging negligence and claims for injunctive relief. and the JCT CE contract states: 1.1 The Overriding Principle The Overriding Principle guiding the Purchaser and the Supplier in the operation of the Contract is that of collaboration: it is their intention to work together with each other and with all other Project Participants in a co-operative and collaborative manner in good faith and in the spirit of mutual trust and respect. To this end the Purchaser and the Supplier agree they will each give to, and welcome from, the other, and the other Project Participants, feedback on performance and will draw each other’s attention to any difficulties and will share information openly, at the earliest practicable time. They will support collaborative behaviour and confront behaviour that does not comply with the Overriding Principle. MODEL FORM OF AGREEMENT FOR AN INTEGRATED PROJECT TEAM (IPT) (The …………. Project) THE PARTNERS 1.
This is a Model Form of Agreement, not a partnership at law, between the following “Partners” Guidance Notes
(1)
Client
……………………………………………………
(2)
FM Manager/Specialist
……………………………………………………
(3)
Architect
……………………………………………………
(4)
Value/cost Manager
……………………………………………………
(5)
Construction Manager
……………………………………………………
(6)
M&E Consultant
……………………………………………………
(7)
Structural Engineer
……………………………………………………
(8)
Specialist M&E Contractor
……………………………………………………
(9)
Concrete/Steel Specialist Contractor ………………………………………………
(10)
Cladding Specialist Contractor
(11)
Finishings Specialist Contractor ……………………………………………………
(12)
Key manufacturer or Supplier………………………………………………………………
(13)
} Other key Consultants, Specialist Contractors or Suppliers ………………………..
……………………………………………………
} ………………………………………………………………………………………………. (14)
[Insurers]
(The Guidance Notes do not form part of the Agreement) (A) These notes are intended to give guidance on the completion of the Model Form for a particular project or projects. Users are also referred to the Integration Toolkit which gives more comprehensive information including background information. (B) The Form of Agreement will only be ready for signing after a period of alignment between the Client and his potential partners in the IPT after the project objectives and value criteria are agreed. The parties may agree that, pending final completion and signature of the Agreement, its content represents the interim agreements made to date; such agreements would however be open to change by further agreement up until completion of the Strategic Brief and Agreement signature. (C)Selection of Partners will initially have been by methods chosen by the Client including track record, recommendation, and/or a “quality/ price” mechanism. The Partners may include insurers.
APPENDIX E WHAT IS COBie? The following data are referenced from: National Building Specification (NBS), 2013 Technical Article: BIM Explained extracted from Construction Information Service (CIS).
COBie stands for ‘Construction Operations Building Information Exchange’. The primary stated objective of COBie information is to simplify the work required to capture, record and disseminate project information for handing over to the client. Designers add spaces and equipment locations to the COBie subsets in the project model, and contractors and their appropriate subcontractors, including the commissioning manger or company, provide manufacturers’ information, installed product data, warranty and maintenance information. COBie will not necessarily change current deliverables but it will change the format of these deliverables. COBie is a standardised format but its contents are configurable for project-specific purposes. The idea behind COBie is that the key information is all pulled into one format and shared between the construction team at defined stages in a project. The green circles contained in the illustration below shows when the data in COBie format is required and what the associated client benefit is.
BIBLIOGRAPHY BOOK SOURCES Chapell, David; Willis, Andrew (2010). The Architect in Practice. 10th ed. Oxford: Wiley-Blackwell. -. Emmitt, Stephen (1999). Architectural management in practice: a competitive approach. Harlow: Longman. -. Foxell, Simon (2006). Good Practice Guide: Starting a Practice. London: RIBA Publishing. -. Hardin, Brad (2009). BIM and construction management: proven tools, methods, and workflows. Indianapolis: Wiley Indianapolis. -. Luder, Owen (2006). Good practice guide: keeping out of trouble. 3rd ed. London: RIBA Publishing. -. Race, Steve (2012). BIM demystified: an architect’s guide to building information modelling/management (BIM). London: RIBA Publishing. -.
JOURNAL SOURCES National Building Specification (NBS) . (2013). Technical Article: BIM Explained. Construction Information Service (CIS). June (-), 19.
National Building Specification (NBS) . (2013). Technical Article: BIM and Project Management. Construction Information Service (CIS). November (-), 6. WEB SOURCES
http://excelhonour.com/read/model-form-of-agreement-strategic-forum-for-construction-259166/ http://www.constructingexcellence.org.uk/sectorforums/buildingestatesforum/bcc/terms_and_ conditions/tc_1.html http://plantingacorns.com/technology/is-augmented-reality-the-next-evolution-of-bim/ http://www.bimtaskgroup.org/wp-content/uploads/2013/02/GSL-Summary-170213.pdf http://www.hwfisher.co.uk/images/stories/docs/llpvlimitedcompany.pdf