QUALITY PLANS & SPECS

Constructions Holy Grail!

Presented By:
ABC/WMC and
its Quality Plans & Specs
Task Force
The Fifth Annual FMI/CMAA
Survey of Owners
Owners from a wide spectrum of markets are represented in the
results of the Fifth Annual FMI/CMAA Survey of Owners.
Federal, state, and municipal sectors represent a large portion (45%
all together) of the response to this years survey, and private
companies represented the single largest group of respondents
(44%).

The survey was sent electronically to the membership of the
Construction Management Association of America (CMAA) and
mailed to a randomly selected cross-section of owners. In addition,
this year (for the first time) included the participation of the
Construction Owners Association of America (COAA).

KEY OBSERVATIONS FROM
OWNERS
The various issues surrounding efforts of coordination, collaboration, and communications
continue to challenge owners and cause confusion on projects.

The leading causes of cost overruns are incomplete drawings, poor pre-planning, and the
escalating cost of materials.

There is insufficient time and funding in a typical project to give the pre-design stage the
attention it requires.

Owners need to work harder to control scope and avoid scope creep.

More than 70% of respondents say they have experienced a decline in the quality of design
drawings.

Nearly 60% of respondents say having subs complete the design increases
miscommunication and delays.

Architects need to be held more responsible for completing a quality design that can be built
without numerous change orders or requests for information.
MORE KEY OBSERVATIONS..
Owners expect their construction manager to provide leadership in managing projects
from beginning to end, including design, funding, scheduling, and construction.

Nearly 80% of owners believe project collaboration software can help avoid disputes and
miscommunications, but about 65% still do not mandate its use on their projects.

Although nearly 80% of owners said interoperability of software products is important, 65%
also said they are not satisfied with vendors efforts in this direction.

Less than half of all respondents said they planned to require contractors to install
interchangeable or interoperable software in the future.

Green Building design is becoming increasingly important.

Owners should drive the improvement of construction industry ethical practices.


OWNERS IDENTIFY COST
ISSUES

Top Reasons for Cost Overruns:

Incomplete Drawings
Poor Pre-Planning Process
Escalating Cost of Materials
Lack of Timely Decisions by Owners
Excessive Change Orders

Source: FMI/CMAA Fifth Annual Survey of Owners


Manual for Successful Building Projects
Source: Connecticut Construction Guidelines Coalition

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. Deal With Responsible People.
2. Use Common Sense.
3. Conduct a Very Thorough Site Inspection.
4. Define and Communicate Clear Project Goals.
5. Enter into and Enforce a Fair Contract.
6. Develop Comprehensive Drawings and Specifications.
7. Make and Monitor a Realistic Construction Schedule.
8. Make a Realistic Budget Projection.
9. Face Problems Promptly and Squarely.
10. Work Together!

In construction, design changes can
significantly affect final building costs.


Changes made before plans are drawn are inexpensive to implement.

Changes made after the plans are complete can result in costly design revisions.

Changes made after construction begins result in extremely expensive on-site revisions to actual building
elements (not to mention lost time).






















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!
The Economic Benefits of
Complete Design Documents

Maintenance of schedule
Minimization of errors and omissions
More accurate competitive bids
Minimization of duplication of effort
Lower suppliers costs, resulting in lower overall project costs
Clearly defined responsibilities
Minimization of field errors
Reduction in revision costs and delays
Elimination of costly startup, RFIs, clarification and
verification
Reduction in demobilization and remobilization
Increased morale among suppliers and subcontractors
Quality Plans & Specs Task Force
Beginnings:
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.

QUALITY PLANS AND SPECS TASK FORCE MEMBERS:

Stephen A. Hilger Rhoades McKee PC (Attorney)
Doug Huyser Classic Engineering, LLC (Engineer)
Aileen Leipprandt Smith, Haughey, Rice & Roegge (Attorney)
Rowland Mitchell Progressive AE (Architect)
Todd Oosting C.D. Barnes Associates, Inc. (GC/CM)
Curt Petersen The CSM Group (GC/CM)
Bill Ritsema Ritsema Associates (Specialty Sub)
Brian Van Haren Van Haren Electric, Inc. (Specialty Sub)

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.

THE TOP TEN MOST COMMON COMPLAINTS:




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.

2. Generic specifications which are not tailored to a specific
project.

3. The lack of clarity regarding specified systems and components
resulting in unclear design intent.

4. 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. Utilization of the RFI process to compensate for the failure to
complete the design.

7. 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.

9. The failure to perform a constructability and CAD review before
issuing drawings.

10. The apparent adversity between the architect and the
contractor in a traditional designbidbuild project.
ABCs TOOLS TO IMPROVE
COMMUNCATION AND QUALITY
Brochure for Stakeholders*
Sample RFP for Design Services
Website Resource
Distribution of Information to Stakeholders*

*Stakeholders = Owners, Bankers, Architects (and
area AIA chapters), Engineers, Attorneys, CPAs,
Realtors, Developers, Contractors, Suppliers
and others
A SUCCESSFUL CONSTRUCTION PROJECT
Where To Start And How To Stay On Track
Major Elements of the Construction Process

1. Feasibility Study
2. Delivery Methods
3. Team Leader Selection
4. Programming
5. Schematic Design
6. Design Development
7. Construction Documents
8. Estimating and Bidding
9. Award of Contract
10. Construction
11. Completion and Turnover

ABC / QUALITY PLANS & SPECS TASK FORCE
Request for Proposals (RFP) for Professional Design Services
(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.



.THEN INTERVIEW CANDIDATES!

WHERE DO WE GO FROM HERE?

Comments??

Questions???

Lets Talk About How to Proceed!!