Technologist CONSTRUCTION Session 09 THE CONSTRUCTION SPECIFICATIONS INSTITUTE 110 South Union Street, Suite 100 Alexandria, VA www.csinet.org CDEP 1.0.1: 09-1 Copyright Materials This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the presentation without written permission of the speaker is prohibited. The s Specifications Institute 2009 CDEP 1.0.1: 09-2
Continuing - AIA The Specifications Institute is a Registered Provider with The American Institute of Architects Continuing Systems. Credit earned on completion of this program will be reported to CES Records for AIA members. Certificates of Completion for non-aia members are available on request. This program is registered with the AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation. CDEP 1.0.1: 09-3 Continuing - CEN This program is a registered educational program with the Specifications Institute of Alexandria, VA. The content within the program should not be construed as an approval of any product, building method, or service. Information on the specific content can be addressed by contacting CSI at education@csinet.org. CSI is a Registered Provider with the Specifications Institute Network (CEN). Credit earned for completing this program will automatically be submitted to the CSI CEN. Completion certificates can downloaded from the CEN website at education.csinet.org. This logo and statement identify Provider programs registered with CSI CEN and are limited to the educational program content. CDEP 1.0.1: 09-4
Learning Objectives 1. Learn the importance of submittals by understanding the administrative and procedural requirements governing submittals during the construction stage, and contained in the conditions of the contract and Division 01 - General Requirements 2. Participants will learn the names and definitions of the various types of (submittal) documents, and who is responsible for completing, reviewing, and approving them, and the appropriate timing of each 3. In studying the AIA A201 or EJCDC C-700, participants will define the basic lines of communication 4. Become familiar with substitutions during construction, the general considerations related to substitutions, and the process for making and responding to substitution requests 5. Understand the roles and responsibilities of different parties during construction CDEP 1.0.1: 09-5 Session Outline Outline PRM 5.12, 7.1,2,4,5,6,8 AIA A201, EJCDC C-700 IPD Communications Contract Modifications Substitutions Site visits, Observation and Inspections Meetings Roles and Responsibilities during Administration (CA) CDEP 1.0.1: 09-6
[PRM 7.5] o The role of submittals o Information contained in o The names of the type of submittals and who does what with them. o The relationship of the Division 01 submittal requirements to the individual specification sections o Explain the submittals process o The changes that IPD brings to the submittal process The Role of [PRM 7.5] Indicate how contractor intends to fulfill portions of contract document requirements Aid to Contractor, A/E, & Owner to: o Identify particular products & systems to be incorporated o Detail shop & field fabricated items o Identify color, texture, & other finish characteristics & options o Schedule o Describe physical & performance criteria o Certify compliance
contain They provide the owner with information on products and equipment incorporated into the facility. o This with O&M data, is useful for facility management Contractor prepares, reviews, approves, & submits to A/E for review, approval, or other action An item must be submitted and approved as a substitution prior to being reviewed as a submittal. [PRM 7.5] are NOT (and do not contain) Are not contract documents Not to be used by the contractor or the A/E to modify the contract. Used to request or imply substitutions or to otherwise make changes in project requirements [PRM 7.5]
Categories of Preconstruction Project Closeout [PRM 7.5] [PRM 7.5] Preconstruction Insurance certificates Payment and Performance bonds Subcontractor & products lists schedule Submittal schedule Schedule of values Proposed use of the site and site logistics, for example: signage, erosion, traffic control.
[PRM 7.3] [PRM 7.3]
[PRM 7.3] [PRM 7.3]
Action o Product data o Shop drawings o Samples, field samples, & mockups o Delegated design o Mockups [PRM 7.5] [PRM 7.5] Informational o Certificates o Sustainability o Manufacturer s instructions o QA/QC submittals: o Design data, Test reports, Certificates, Manufacturer s field reports o Coordination drawings o progress schedule updates o photographs & videos
Submittal (product and shop drawing) with approval stamp [PRM 7.3] Submittal log showing submittals and rejected and returned submittals. [PRM 7.3]
[PRM 7.5] Closeout o Written notice of substantial/final completion o Final application for payment o Project record documents o Operations & maintenance (O&M) manuals o Spare parts & maintenance manuals o Certificates of payment o Release of liens & waiver of debts & claims o Consent of surety to final payment o Special warranties o Contractor s certification of substantial & final completion o Keying [PRM 7.3]
Submittal Requirements General Conditions: o A/E: Review & approve submittals with reasonable promptness & using professional judgment Supplementary Conditions: o Define reasonable promptness [PRM 7.3] Submittal Requirements Contractor reviews, approves, & submits to A/E A/E reviews, approves, & returns The contractor shall perform no portion of the work requiring submittal until the respective submittal has been approved by the architect and that such work shall be in accordance with approved submittals. [PRM 7.5]
Submittal Requirements Division 01: o Define administrative & procedural requirements for preparation, transmittal, review, approval, & return of submittals o Expands upon conditions of contract Division 02 through 49 Sections: o Stipulate specific submittal requirements applicable to particular product or system being specified within section [PRM 7.3] Unrequested Verify submittal is not required Return un-reviewed; no action taken Return all copies of submittal to contractor Maintain record in submittal log [PRM 7.3]
Partial or Incomplete Avoid review of incomplete submittals Review partial submittal with caution & when necessary to facilitate ordering long lead items or for reasonable cause [PRM 7.3] [PRM 7.3]
in IPD Integrated Project Delivery is built on collaboration o fewer submittals because decisions made early by the whole team o submittals for key scopes of work are integrated into BIM and conflicts resolved virtually o to AHJs and third parties like USGBC would of course still be required [PRM 7.3] in IPD Trade Contractors will augment the design model earlier during Implementation ( ) in lieu of preparing separate shop drawings, or will create a synchronized model for fabrication or installation purposes. [PRM 7.3]
: Object Properties in BIM Revit Communication Communications Contract as Basis of Communications o Conditions of Contract: Define rights & responsibilities of parties o A/E: Represents owner & administers construction contract
Contract Communication Establish contractual relationship between contractor & subcontractors & suppliers o Unite participants in project o Establish relationships & responsibilities of participants o Basis for communications Communications Communication
Owner/Contractor Communication Lines of Communication: Directed through A/E Purpose for Lines of Communication: o Owner-contractor relationship based on contract documents o Owner does not interpret contract documents o Communications directed through A/E because contractual relationship based on documents o Owner needs to understand reasons for lines of communication Communication A/E-Contractor Lines of Communication: Directed through contractor's superintendent or designated representative Purpose for Lines of Communication: o A/E's communications limited to contractor's designated representatives so contractor can maintain control over project o Contractor communicates only with A/E's designated representative o Limiting communications with designated parties important for A/E & contractor to maintain control over project responsibilities & staff o A/E & contractor should establish contingency lines of communication
A/E with Subcontractor/Supplier Communication Lines of Communication: Directed through contractor's superintendent o Contractor should be informed of any communication between A/E & supplier or subcontractor Purpose for Lines of Communication: o A/E directly communicating with subcontractor or supplier circumvents contractor s contractual relationship o A/E should communicate directly with subcontractor or supplier only with contractor's knowledge o A/E should not let previous relationships lead to circumventing this line of communication Subcontractor/Supplier with A/E Communication Lines of Communication: Directed through contractor to A/E o If communications required with owner, A/E will pass communications back & forth to owner Purpose for Lines of Communication: o Allows contractor to maintain control over contractual responsibilities contractor has with owner o Previous involvement during design may lead to improper communications during construction o Subcontractors should not communicate with A/E about problems with contractor o When A/E receives communications directly from subcontractor or supplier, A/E should direct communications back through contractor
Contractor w/ Other Contractors Communication Lines of Communication: Directed through owner o May direct through A/E if prepared contract documents for each of separate contractors Purpose for Lines of Communication: o General Conditions: Owner responsible for coordination of work between multiple contractors unless delegated to one of contractors o Contractors not obligated to one another unless coordination responsibilities included in their contract with owner o Most owners not qualified to coordinate work between contractors, so not uncommon for A/E to assist owner in coordination Communication Owner & Contractor w/ A/E s Consultants Lines of Communication: Directed through A/E Purpose for Lines of Communication: o Based on contractual relationship between A/E & consultants o A/E consultants may have direct communications with owner or contractor but typically takes place with A/E present o Consultants should communicate directly with owner or contractor only with A/E's knowledge o During on-site visitations, consultants should refrain from discussing work with owner or contractor without A/E authorization
Formal Communications Communication Communication Owner & Contractor w/ A/E s Consultants Informal Communications o Lines of communication not intended to restrict participants engaging in meaningful communications with other participants o Lines of communication intended to maintain proper lines of authority & responsibility for contractual responsibilities o Communications not related to contract documents not bound by lines of communication Discussing work with other participants need not follow lines of communication if contract documents not in question Teamwork based on communications & creation of friendly working environment
Informal Communications Communication Communication Project Directories Creating project directory at beginning of project identifies designated responsible representatives for each of participants Basic lines of communication easily summarized in project directory Lines of communication may be different if standard general conditions modified or non-standard documents used
Oral Communications Communication Methods of Oral Communications: More oral than written communications during construction o Important to know what to document in writing Types of Oral Communications: o Phone conversations o Meetings beyond project progress meetings o General conversations among participants o Questions & responses given during site visits Oral Communications Communication Dangers of Undocumented Oral Communications: o No documentation to support conversation o Misinterpretations & misunderstandings on what was stated o Conversations can be forgotten o Difficult to introduce oral communications as legal evidence
Written Communications Communication Provides permanent record which can be retrieved later Distribution of info to participants not part of conversation Participants in conversation to receive same documentation to reduce misunderstandings Provides chronological history of activities Can be used as legal evidence Written Communications Communication Substantiate oral communication by written documentation when: o Requirements of contract documents affected o A/E makes interpretation of contract documents o Contract time or amount affected o Site conditions, environmental conditions, construction progress schedule, & delivery schedules affect progress of work & requirements of contract o Decisions or agreements made that relate to project, but may not affect requirements of contract documents Use standardized forms for recording keeping & documenting activities
Communication Written Communications o Clearly indicate date o Prepare written documentation promptly after occurrence requiring documentation o Handwritten documentation better than no documentation o Write in style similar to contract documents in accordance with four Cs of clear, concise, correct, & complete o Distribute copies of meeting minutes to participants & others affected meeting o Indicate parties who received copies o Use communications form for documenting oral conversations Written Communications Communication
Electronic Communications Communication Project Communications: Establish following: o Rules that establish official communication o Types of legally binding communication o How distribution to other parties handled o Record-keeping procedures Electronic Communications Communication Faxes: Resolution capabilities may cause problems Email: o Identify official email communication from informal communication o Follow proper writing style. Project Websites: Powerful tool if participants have proper access & notification
Communication Electronic Communications From: Johnson, Joe [mailto:jjohnson@reallygoodarch.com] Sent: Monday, September 01, 2008 5:01 PM To: buddy.boy@comcast.net Subject: our latest job Bud, What a screwed up mess. I ve never seen such drawings in my life! I can t believe the boss put old mister snotty in charge of that job! You can t find a detail reference for your life and the flashing is all backwards! Well it s not my problem JJ JOE JOHNSON/ associate partner REALLY GOOD ARCHITECTURE LLP / 925 NINTH AVENUE, SUITE 000, SEATTLE WA 98104 / T 206.555.1111 F 206.555.2222 / jjohnson@reallygoodarch.com / www.reallygoodarch.com The contents of this email and any attachments to it contain confidential and/or legally privileged information from Really Good Architects LLP or its affiliates. If you are not the intended recipient, or an employee or agent responsible for delivering this message to the intended recipient, be aware that any disclosure, copying, distribution, or use of the information contained herein is strictly prohibited. If you received this transmission in error, please contact the sender and destroy the material in its entirety, whether in electronic or hard copy format. Inappropriate Communications Communication Avoid references to personalities A/E: o Only record factual observations when witnessing property damage or personal injury o Do not provide recommendations on issues over which A/E has no responsibility or authority o Do not communicate with others outside lines of communication Be clear & concise in communications based contract documents Avoid making statements that cannot be accurately documented & supported
Communication Interpretation of o Initial Decision Maker (A/E) if form left blank, is responsible for impartial interpretations of the contract documents o also responsible for clarifying the contractual obligations of separate prime contracts o The decisions of the IDM are usually final for interpretations relating to aesthetic effect. Communication Integrated Project Delivery Communications in IPD s focus on team performance is based on open, direct, and honest communication among all participants. o Responsibilities are clearly defined in a no-blame culture o This leads to identification and resolution of problems, not determination of liability. o Disputes are recognized as they occur and promptly resolved.
Integrated Project Delivery Communication An overarching communication protocol o streamlines communications o facilitates the transfer of project data between people and machines Communication methods and technologies are identified and key parameters agreed upon o Building Information Modeling platform(s) o Administration and maintenance of BIM(s) o Source of truth for all data o Interoperability criteria o Data transfer protocols o Level of detail development by phase o Development of tolerances Contract Modifications: Contract Modifications o Explain how procurement and contract documents are changed o Understand which change time or money and which party is responsible for what. o Understand how the IPD process and BIM offers the potential for a more change free environment.
Addenda Contract Modifications o Addenda: Written or graphic instruments issued to clarify, revise, add to, or delete information in procurement documents or addenda Issued prior to execution of agreement allowing for negotiated bid adjustment (AIA) They are contract documents Are not changes to the contract documents. Contract Modifications Modifications Written or graphic instruments issued to clarify, revise, add to, or delete information in contract documents after agreement executed; Issued as: o Change order o change directive - AIA (work change directive - EJCDC) o Minor change in work (architect s supplemental instruction - AIA, field order - EJCDC) o Written amendment (EJCDC)
Contract Modifications Change Orders Written instrument to contractor issued after execution of agreement authorizing addition, deletion, or revision to work in consideration of adjustment in contract time or contract sum or both Prepared by A/E, agreed to by contractor, executed by owner o All three sign change order Contract Modifications Change Orders Proposal Request: Initiated by A/E describing proposed changes to contract documents & requesting adjustment in contract time or contract sum o Proposal Request for information only o Does not authorized execution of proposed changes o If accepted, change order issued Change Order Request: Response by contractor to Proposal Request o May be initiated by contractor proposing change o Not substitution request
Change Orders Contract Modifications Contract Modifications Change Directive Directs Contractor to make change in work before Owner & Contractor have agreed upon adjustment to contract time or contract sum Permits work to continue without interruption Prepared by A/E & signed by owner Once contract time or contract sum is agreed upon, Change Order issued
Contract Modifications Minor Changes Minor changes to contract document requirements that do not involve adjustment in contract time or contract sum Minor changes documented using: o Architect's Supplemental Instructions (AIA) o Field Orders (EJCDC) Initiated by A/E Do not require owner or contractor s signature Owner is advised of or receives copies of minor changes Contract Modifications
Contract Modifications Contract Modifications Minor Changes Change Order Process animate chart or delete
Contract Modifications in IPD Contract Modifications 5.2.7 contract administration is primarily a quality control and cost monitoring function. o Because of the greater effort put into the design phases, construction under IPD will be much more efficient. o Less construction administration effort required because submittals have already been integrated into the model and conflicts have been resolved virtually fewer changes. Building Information Modeling Contract Modifications How does BIM benefit the project o BIM is a tool, not a project delivery method o The IPD process methods work hand in hand with BIM and leverage the tool s capabilities. o The IPD project team together determines how the model will be developed, accessed, and used and how information can be exchanged between models and participants. o Open technology platforms are essential to the integration of BIM and other models into the process They foster communication to the benefit of the project on all levels. Interoperable data exchange protocols are in development and are gaining acceptance in the marketplace.
Building Information Modeling Contract Modifications Decisions are also made and documented regarding: o the level of detail to be modeled o the tolerances required for specific uses o the purposes the model will serve such as to develop cost data and will it function as a contract document. o If it serves as a contract document, then the relationship between the model(s) and other contract documents is determined. Protocols are also are established for conflict resolution and submittal review as well. Substitutions Substitutions o When they can be made o Who prepares, reviews, approves, & submits o Drawbacks of substitutions during construction and these are less likely under IPD with the use of BIMs o Cautions about substitutions that may undermine sustainability goals. o IPD
Substitutions Substitutions Proposal to use product different than that required by procurement documents o May be during procurement or during construction stages o Review & evaluation of substitutions takes research, time, & effort Substitutions Problems Installers may not be available for new product Delivery may cause delay Inadequate time to review & evaluate May not be in best interest of owner when total life cycle considered
Advantages to Owner Substitutions Contractors more aware of new products More qualified installers Cost savings Substitution Procedures Substitutions Burden of Proof of Equality Lies with Contractor: o Research & submittal of substantiating data o Substitution request forms require supporting data Submittal: By contractor (not by subcontractor or supplier) to A/E (not owner) Maintain Lines of Communication: o Product Representative: Communicate through contractor o Contractor: Communicate through A/E
Substitutions Substitutions in with unapproved substitutions should be rejected Substitutions not properly approved may be considered defective work & rejected by A/E Substitutions Prohibiting or Restricting Substitutions Procurement Stage: Maintains competition on same materials Substitutions during Procurement: Notification of bidders or proposers by addenda
Substitutions Impact on Process Substitution requests not always able to receive same attention, investigation, or evaluation as initial products Substituted items not subjected to competitive bidding process so cost may not reflect true market conditions Additional A/E time required When specified products not able to meet construction schedule, A/E & owner may be forced to use product which they are not familiar or have knowledge Substitutions During Procurement Permit bidder or proposer to propose preferred products Introduction of potentially superior or more cost effective product Provide more open & more competitive procurement process
Substitutions After Contract Award Product specified may not be available Product delivery may delay construction schedule Product specified does not meet code or other regulatory requirements Product specified may be inappropriate for required installation or application Product not able to be installed due to lack of qualified installers Product not compatible with adjacent products Owner wishes to consider other products to reduce cost or construction time Substitutions Substitution Concerns During or Submitted with Bids or Proposals: o Can cause confusion in evaluating best bid or proposal o No evidence bidder or proposer proposing substitution is offering more competitive total cost o Additional time required to evaluate
Substitutions Substitution Concerns Submitted After Bids or Proposals: o Not subjected to competitive bid process o Additional time required to evaluate substitution & to verify acceptability & compatibility o May require modifications to contract & revisions to drawings & specifications Substitutions
Substitution Request Form Substitutions Name, address of A/E Project identification & number Identification of specified item (section & description) Description of proposed substitution Reason for not providing specified item Cost savings (if any) Anticipated affects on adjacent work Proof of compliance to specified requirements Contractor s representations Contractor accept financial responsibility for additional costs related to substitution, including A/E s fees, delays, additional work or materials required by other subcontractors Signature of submitter Action by A/E Substitutions in IPD Substitutions Why substitutions during construction are less likely to be necessary under BIM and IPD. o 5.1 Building an integrated team If significant suppliers are pre-qualified We have a level of trust established concerning their products and processes. o Suppliers bring specific cost data, life cycle and energy efficiency data and identification of long lead items to the table early. o Because they are part of the team. These early choices are confirmed throughout the design process. The need for a supplier new to the job to substitute their product is unnecessary
Observations Observations Site visits, Observation and Inspections o Understand the A/Es responsibilities for site observations & inspections o Understand the roles of the Owner and Contractor during construction observation & inspection Site Observations Observations Become familiar with state of work Become familiar with progress of work Become familiar with construction abilities of contractor Used in conjunction with site meetings, site observations promote team approach to construction of project
Observations A/E as Observer Owner-A/E Agreements & General Conditions: A/E to consult with & advise owner, & to act as owner's representative during construction Standard Agreements: A/E periodically visit site to: o Observe work o Conduct inspections to determine dates for substantial and final completion A/E not required to make exhaustive or continuous onsite inspections to verify quality or quantity of work Observations Observation versus Inspection Observation: Means to perceive; notice; see Inspection: Means to examine carefully & critically, especially for nonconforming & incomplete work All Parties: Should understand difference between A/E observation & inspection responsibilities
Observations Periodic Site Observations Ensure: Coordination between design & construction Timely communication between A/E & contractor Correct interpretations of contract documents Conformance with contract documents Observations Inspections Determine: When project, or portion of project, sufficiently complete to allow owner beneficial use Which items incomplete or not in compliance with contract documents When project complete & when contractor entitled to final payment
Observations More Extensive Project Representation A/E Basic Services: Not require A/E to provide extensive or full-time project representation, but may be provided as additional service Reasons for More Extensive or Full-Time Representation: o Owner may desire increased protection against defects & deficiencies o Enhances opportunities for communication with construction participants o Project Size & Scope: Periodic site visits impractical to adequately cover work o Owner may desire A/E to be more active participant Observations More Extensive Project Representation A/E Project Representatives: o When A/E provides project representation, very often person who is not A/E of record employed to be on-site representative, & usually not empowered to act on behalf of A/E o AIA A201: Project representative o EJCDC C-700: Resident project representative o AIA B352 & EJCDC E-500, Exhibit D: Define responsibilities & limitations of project representative
Owner Observation & Inspection Observations Owner's Project Representation: o Owner may have staff capable of representing owner as onsite project representative o Owner may have staff member or outside consultant provide CCA in addition to A/E Parties need to understand roles, responsibilities, & chain of command of project representative o Owners may minimize or delete A/E involvement during construction stage & handle project representation themselves Owner-A/E agreement & conditions of contract should be modified to define role of A/E o AIA & EJCDC: No documents defining responsibilities of owner for on-site observation Owner Observation & Inspection Observations Owner Observations: o Owner may perform CCA without aid from A/E o A/E may not be responsible for field observations or CCA except as required by state licensing laws Owner's Responsibilities for Inspections: o Certain building codes require owner to provide special inspections & testing of portions of work o A/E: Observe these testing & inspection to verify event & verify communication & scheduling between contractor & inspection/testing agency
Observations Contractor Responsibilities AIA A201 1.5.2: Execution of contract represents Contractor has visited site & become familiar with local conditions. 3.2.1: Study & compare Contract. 3.2.1: Compare Contract with info provided by Owner & existing site conditions. 3.2.2: Report design errors or omissions to Architect. Observations Contractor Supervision AIA A201 3.3.1: Supervise & direct Work. 3.3.1: Solely responsible for construction means, methods, techniques, sequences, and procedures. 3.1.2: Perform Work in accordance with Contract. 3.3.2: Responsible for acts & omissions of Contractor s employees & Subcontractors. 3.9: Employ competent superintendent to be present at site.
Contractor Inspection Observations AIA A201 3.3.3: Inspect completed portions of Work to determine they are in proper condition for subsequent Work. 13.5.1: Arrange & pay for required tests & inspections. 13.5.3: Pay for additional testing & inspections of nonconforming Work. 9.8.2: Prepare & submit list of items to be completed or corrected (initial punch list) when Contractor considers Work substantially complete. Meetings Meetings o The requirements for effective meetings o The type of meetings held curing construction
Meetings Effective Meetings Location and Facilities: During construction, meetings usually take place at or near the site. Schedule: Meetings should be scheduled and attendees notified in sufficient time for them to prepare for the meeting. All meetings should have a stated purpose and an agenda. Participants: Effective meetings involve individuals appropriate for the issues on the agenda. Administration: One individual is designated to preside over the meeting to maintain focus and order. Minutes: The subject matter of a meeting may make it difficult for the person conducting to also record the meeting minutes. Meetings Types of Meetings Preconstruction Meetings Procedural Meeting: Site Mobilization Meeting: Utility Coordination Meeting: Authorities Having Jurisdiction: Progress Meetings: Contractor/Subcontractor Meetings: Preinstallation Meetings: Closeout Meeting:
Roles and Responsibilities Roles & Responsibilities The roles and responsibilities of parties during construction in general The importance of working as a team and how those relationships vary with delivery method. Roles and responsibilities in particular Owner Roles & Responsibilities Providing information to the contractor. Payment of fees and charges associated with the work. Making payment to the contractor Right to stop the work. Right to carry out the work. Right to perform construction. Right to award separate contracts. Right to clean Right to partial occupancy. Termination without cause.
Roles & Responsibilities Architect/Engineer Represent the owner. Observe the work Certify/recommend. (AIA Certify payment attest to validity EJCDC recommend not as strong a word commend to the favorable attention of another Interpret contract documents Resolve disputes (now the role of the Initial Decision Maker) Modify the contract documents Review submittals. Perform inspections. AIA A/E inspects for Substantial Completion and Final Completion. Roles & Responsibilities Contractor Review contract documents and field conditions Perform project supervision and construction procedures Pay for project-related labor and materials Include allowances in contract sum Pay all taxes associated with the work Obtain permits and pay license fees and royalties Purchase and maintain insurance and bonds Arrange and pay for tests and inspections Warrant products against defects Prepare and maintain construction progress schedules and reports
Roles & Responsibilities Contractor Maintain documents and samples at the site Review, approve, and submit shop drawings, product data, and samples Confine operations to the site Perform cutting and patching Maintain clean site Protect persons and property Indemnify the owner and A/E Obtain and contract with subcontractors Submit schedule of values Submit itemized applications for payment Roles & Responsibilities Contractor Prepare punchlist for substantial and final completion Correct work rejected by the A/E Schedule and coordinate material deliveries and subcontractor s work Follow procedures for substitution of products as specified in the contract documents. Provide contractor s liability insurance and workers compensation insurance for all operations related to construction of the project Implement and monitor QC and quality assurance (QA)
Roles & Responsibilities Subcontractor work performed by subcontractors and suppliers should be bound by the same terms of the contract that bind the contractor. This is a requirement of AIA and EJCDC general conditions. Subcontractors may or may not furnish materials but almost always furnish labor on the project as part of their subcontract work. Roles & Responsibilities Supplier Suppliers typically do not furnish on-site labor. They furnish materials or supplies for installation by the contractor or subcontractors. A supplier may provide for a manufacturer s representative or product representative to visit the site and train, oversee, or assist in the installation of the representative s product. A supplier may also provide for a manufacturer s representative or product representative to conduct an inspection of the installed product, provide a list of items requiring correction, and approve the installation for issuance of a manufacturer s warranty
Roles & Responsibilities Consultant A variety of consultants may be involved in the design, construction contract administration, and contractor project management processes. Consultants are bound by the terms of their contracts with the A/E, owner, or contractor. Authorities Having Jurisdiction Roles & Responsibilities The project type and location often determine which authorities have jurisdiction over a project. Often multiple agencies have jurisdiction over a project. The AHJs do not have contractual relationships with the project participants but have regulatory authority granted by the permit process and local, state, and federal regulations and laws. Partial or final occupancy of a facility usually requires passing multiple inspections by the authorities having jurisdiction over the project.
Roles & Responsibilities Testing agency inspector Independent testing and inspections are often required by the AHJs. In addition to required tests and inspections, the owner, A/E, or contractor may require additional testing as part of the owner s, A/E s, or contractor s QA and QC programs. Roles & Responsibilities Commissioning agent May be hired by the owner to help ensure that the completed facility, or portions thereof, meet the owner s requirements. The commissioning agent may be involved in o total project commissioning With total project commissioning, the commissioning agent is already part of the project team when construction begins and is typically involved throughout the construction stage. or o building systems commissioning. With building systems commissioning, the commissioning agent typically becomes involved in the project near the end of the construction stage and is responsible for ensuring that systems are properly tested and will perform in accordance with the design
Roles & Responsibilities Product Representative Need to be aware of project requirements. The most effective assistance occurs when they interact with members of the project team and review the construction documents to determine the requirements. Product representatives advise A/Es, owners, contractors, and subcontractors on products and systems to be incorporated into a project. Roles & Responsibilities Product Representative Many opportunities exist for product representatives to provide technical assistance during the construction process through the following methods: Project assistance Field assistance Project closeout Post-construction assistance. May be required to attend Preinstallation meetings, train or assist applicators or installers, test work in progress, and provide inspections and reports for completed work.
Facility manager (not in study guide) Roles & Responsibilities Observe construction of the facility for which it will be responsible Become familiar with the means and methods employed by the contractor Become familiar with the location of concealed items, such as piping, conduit, cabling, and structural connections Participate in decision making regarding contract modifications. Session Outline Outline PRM 5.12, 7.1,2,4,5,6,8 AIA A201, EJCDC C-700 IPD Communications Contract Modifications Substitutions Site visits, Observation and Inspections Meetings Roles and Responsibilities during Administration (CA) CDEP 1.0.1: 09-118
This concludes the program for The Specifications Institute Network and The American Institute of Architects Continuing Systems and of CSI CDEP CDEP 1.0.1: 09-119