CASE 962-D
CASE in Point
The Newsletter of the Council of American Structural Engineers
A Guideline Addressing Coordination and Completeness of Structural Construction Documents Since the mid 1990s, owners, contractors, and design professionals have expressed concern about the level of quality of structural construction documents. They have observed that the quality of these documents has deteriorated, resulting at times in poorly coordinated and incomplete design drawings. Inadequate and/or incomplete design drawings often result in inaccurate competitive bids; delays in schedule; a multiplicity of requests for information (RFIs), change orders and revision costs; increased project costs; and a general dissatisfaction with the project. In an effort to address these concerns, the Council of American Structural Engineers (CASE) has prepared a Guideline Addressing Coordination and Completeness of Structural Construction Documents. It discusses the purpose of this guideline, the background behind the issue, the important aspects of design relationships, communication, coordination and completeness, guidance for dimensioning of structural drawings, effects of various project delivery systems, document revisions, and closes with recommendations for development and application of quality management procedures.
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The key to achieving the desired level of quality throughout the profession is for each structural engineering firm to focus on and develop its own specific quality management plan, and to implement that plan on each project. This guideline will assist the structural engineering profession in achieving that goal. This is consistent with the vision of CASE to be the recognized leader addressing business practices issues for structural engineering firms and its mission to provide information and business practice products that will increase profitability, improve quality, reduce liability, and enhance management practices, as well as provide an investment in our future.
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Get an ACEC Designation
Set the Standard for Management and Leadership Excellence Executives at engineering firms develop a unique skill set that transcends the technical practice of engineering – the skill and adroitness of running an engineering business. Experience managing programs, projects, personnel and budgets will drive a firm’s profitability. These vital skills are not learned in technical programs, but are acquired through company programs, from industry groups, such as ACEC, and via direct business practice experience. ACEC, as the industry leader in best business practices, recognizes that business acumen is critical to success, but difficult to quantify for a client. ACEC is proud to offer its designation program – a way for our members to codify their experience and use it to market their services. ACEC’s Professional Designation programs are designed to recognize a singular attainment of relevant experience and education by worthy professionals in the engineering industry. ACEC’s Professional Designation programs set the national standard for business management and leadership excellence in the engineering industry. ACEC offers three professional designations, and each has a different set of criteria for eligibility to capture an individual’s level of experience and education. STRUCTURE magazine
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The Management Engineer – MgtEngSM – is designed for professionals working in project, program, or business management roles within an engineering firm or related to the engineering industry. The Executive Engineer – ExecEngSM – is designed for leaders in the industry. Executive Engineers have attained the highest level of achievement in industry leadership and experience. The Management Professional – MgtProSM – is designed for non-P.E. managers working in non-profits or government agencies related to the engineering industry or business managers within engineering firms. Contact Kerri McGovern at kmcgovern@acec.org for more information or visit www.acec.org/education/designations/.
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November 2012
