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Presented By: ABC/WMC and its Quality Plans & Specs Task Force
By their very nature (or by common mistakes), construction projects can create seemingly endless opportunities for conflict. This results primarily from the following factors:
A selection process based only on the lowest bid and which fails to consider quality.
The involvement of multiple parties, from the owner to architects, engineers, general contractors, subcontractors and countless vendors.
The long-term nature of construction projects. Failure to select a project delivery system appropriate to the project. Incomplete drawings and specifications. Unrealistic cost projections. Unrealistic scheduling. Unforeseen site and weather conditions. Poor communication and coordination among participants. The attempt by parties to unfairly shift project risks onto other parties who have no control over such risks. Failure to provide adequate contact administration.
Most of the problems that typically arise in construction projects can be avoided or mitigated by adhering to the following vital, basic recommendations:
THE TEN COMMANDMENTS OF CONSTRUCTION:
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Deal With Responsible People. Use Common Sense. Conduct a Very Thorough Site Inspection. Define and Communicate Clear Project Goals. Enter into and Enforce a Fair Contract. Develop Comprehensive Drawings and Specifications. Make and Monitor a Realistic Construction Schedule. Make a Realistic Budget Projection. Face Problems Promptly and Squarely. Work Together!
From: 'Rules You Should Know Before You Build Your Important Project' by Jack Miller (www.jackmiller.com)"
The cost/influence curve illustrated above shows the impact decisions have on cost as the project progresses from long-term plan to design to the build phase. It also illustrates how the ability to minimize the impact on costs drops as the project progresses. Best value is achieved when all key construction decisions are made early in the planning and design process!
In November 2003, we invited various ABC members to participate in a Quality Plans and Specifications Task Force. The Task Force included General Contractors/Construction Managers, Subcontractors, Suppliers and Associate members.
Members of the Task Force listed their complaints or concerns regarding todays quality of plans and specifications based on their perspective. The list was narrowed down to the most common or ones that had the most impact upon a projects success or failure.
1.
The failure to provide timely and complete information until shortly before bid day, including late addenda issues, late revised drawings and specifications and the late furnishing of site condition information. Generic specifications which are not tailored to a specific project.
2.
3.
4.
The lack of clarity regarding specified systems and components resulting in unclear design intent.
The failure to audit the drawings and specifications for the project resulting in differences in levels of performance or requirements.
5.
The failure to coordinate the project Contract Documents, including the General and Supplementary Conditions; the Division 0 and Division 1 specifications; and the failure to perform an interdisciplinary review of civil, structural, mechanical, electrical and architectural requirements.
6. 7.
Utilization of the RFI process to compensate for the failure to complete the design. The lack of adequate and accurate dimensioning among all component parts and systems and the failure to coordinate dimensioning among all disciplines.
8.
The failure to accurately and timely provide a complete code compliance analysis and the failure to design systems in accordance with that code compliance.
The failure to perform a constructability and CAD review before issuing drawings.
9.
10. The apparent adversity between the architect and the contractor in a traditional designbidbuild project.
*Stakeholders = Owners, Bankers, Architects (and area AIA chapters), Engineers, Attorneys, CPAs, Realtors, Developers, Contractors, Suppliers and others
(Sample Checklist)
Although RFQs and RFPs are extremely diverse in what they are requesting, proposals for professional services in response to these requests would generally include some, if not all, of the following elements:
COVER LETTER: First opportunity for firm to sell itself and to identify why firm should be selected for project. TABLE OF CONTENTS: Roadmap for proposal is essential for quick retrieval of specific content. EXECUTIVE SUMMARY: client-focused, confirmation of understanding of RFP, overview of what firm is proposing, and why firm is best suited for project. This element is key as it may be the only piece that certain decision-makers read. SCOPE ANALYIS: Confirmation of understanding of project scope as defined in RFP; anticipated project budget and schedule must also be part of the RFP. SERVICES ANALYSIS: Indication of professional services to be included in (and excluded from) the proposal. APPROACH AND METHODOLOGY: Detail work plan of how services proposed will fulfill project scope. Firm should identify features that could set them apart from the competition.
ABC-QPS Task Force Request for Proposals for Professional Design Services Continued
PROJECT TEAM: Firm should identify key team members, specific roles, how the project team is organized, and how the Owner (and GC/CM) are to interface with the team. RELEVANT EXPERIENCE: Firm should identify that they have solved similar design problems for other owners. SCHEDULE: Firm should provide milestone project schedule and should identify time frames for Owner (and GC/CM) reviews, quality control reviews, permitting, etc. COMPENSATION (FEE): Firm should provide fee proposal, and include estimated reimbursables and building permit costs. REFERENCES: Firm should provide references, including correct contact information and a brief description of services provided. Firm should also inform references that they are being used in proposal. ADDITIONAL INFORMATION: Firm may provide whatever additional relevant information they feel appropriate; awards, article reprints, brochure materials, selected copies on internal process standards, etc.
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