LARE Section 1 Study Guide

A. Pre-Project Management (10%)

1. Select Project Team
 Select the Project for the skills and abilities they bring to the project
 Select design professionals with consideration of:
1. Delivery method
2. Site
3. Programmatic Schedule
4. Budget issues
 Consideration for PROCUREMENT for professional design services is important
2. Develop Contract
 Contract Requirements
1. An OFFER
2. An ACCEPTANCE of the offer (resulting in a meeting of the minds)
3. A valuable CONSIDERATION (promise/payment in some form)
4. A promise to perform
5. A time or event when performance must b made (meet commitments)
6. Terms and conditions for performance
7. Performance (doing the work agreed upon)
 CONTRACT OUTLINE
1. General Description of services
a. Definition of services
b. Project schedule
c. Project team
d. Preparation / sufficiency of site
e. Coordination with construction manager
f. Correction of errors and omissions
g. Professional standards
h. Commissioning
2. Scope of professional services (what the landscape architect agrees to do)
a. General
b. Pre-design phase (Program Development Phase)
i. Meet with owner to ascertain requirements of project
ii. Advise owner of tests and surveys to be conducted pror to development
of plans and specs
c. Concept schematic phase (Preliminary Study Phase)
i. After receipt of Notice to Proceed from owner.
ii. Documents consistent with owner’s requirements and criteria
iii. Docs:
1. Site plan(s)
2. Schedule of bldg. types
3. Scaled plan(s)
4. Wall sections & elevations
5. Outline specs
6. Preliminary construction cost estimates
7. Project spec analysis of codes, ordinances, and regulations
8. 3D line drawings
d. Advanced schematic design (SD)
e. Design development phase (DD)
i. LA revises Schematic drawings consistent with requirements/criteria
established by owner to secure written approval
ii. Docs:
 1. Drawings sufficient to fix & illustrate project scope and character
in all essential design elements
2. Outline specs
3. Cost estimates / analysis
4. Recommendations for phasing of construction
5. Site plan(s)
6. Landscape plan
7. Floor plans
8. Elevations, bldg. & wall sections
9. Update 3D line drawings
10. Engineering drawings
f. Construction document phase (CD)
i. After written approval of DD docs. Include detailed manner of all work to
be performed, material, workmanship, finishes & equipment required,
surveys (furnished by owner), direct reproduction any logs and
subsurface soil investigations
ii. Docs:
1. Solicitation for bids
2. Form of contract
3. Special conditions
4. General conditions
5. Technical specs
6. Plans and drawings
7. Updated cost estimates
g. Bidding or negotiation phase
i. After written approval of owner on CDs and Contract Docs
ii. Tasks:
1. Responding to inquiries
2. Drafting and issuing addendum (approved by owner)
3. Attending prebid meetings
4. Attending public bid openings
5. Reviewing and tabulating bids
6. Recommending list of eligible bids
7. Recommending award
8. Altering drawings and specs as often as required to award within
Estimated Construction Contract Cost
h. Construction phase administration of the construction contract
i. LA endeavors to protect the owner against defects and deficiencies in the
execution and performance of the work
ii. LA Tasks:
1. Administer construction contract
2. Conduct pre-con meetings and attend dispute resolution
meetings and other meetings when requested by owner
3. Review and approve contractor’s shop drawings and other
submittals for conformance to the requirements of CDs
4. Procure testing from qualified parties (Additional Service, at
owner’s written request)
5. Monitor quality and progress of work and furnish written field
report
6. Review/approve/submit to owner the contractor’s requests for
payment
7. Conduct/record all job meetings and provide to owner
 8. Change Orders (make modifications to CDs to correct errors and
clarify intent)
9. Notify owner of defects or deficiencies in work, or any matter of
dispute with contractor
10. Negotiate, prepare cost, or price analysis for countersign change
orders
11. Prepare written punch list, certificates of completion, and other
necessary construction closeout documents
12. Prepare As-Built drawings reflecting all changes during
construction process
i. Post occupancy phase (Post Completion / Warranty Phase)
i. After execution of Certificate of Completion by owner
ii. LA Tasks:
1. Consult with and make recommendations to owner during
warranties regarding construction, and equipment warranties
2. Perform inspection of construction work, material, systems and
equipment no earlier than 9 months and no later than 10 months
after completion. Make written report for owner.
3. Advise and assist owner in construction matters for up to 18
months after completion of project
3. Additional services
a. Revisions
b. Site change etc.
4. Owner’s responsibility (what the owner agrees to do and to PROVIDE)
a. Owner’s requirements
b. Project budget
c. Owner’s representative
d. Timeliness / schedule
e. PROPERTY SURVEY
f. GEOTECHNICAL INFORMATION
g. TESTS
h. Legal, accounting, insurance, auditing services
i. Document review
5. Construction Cost
a. Definition
b. Responsibility of construction cost
6. Use of professional drawings, specifications, and other documents
7. Mediation of disputes
8. Termination or Suspension
a. Termination by professional default
b. Termination by owner default
c. Termination by owner for convenience
d. Termination for compensation
9. Period of service
10. Compensation
11. Special provisions
12. Insurance
13. Signatures
3. Negotiate Contract
 Contracts should have terms in it to resolve disputes
 Methods of negotiation
1. Lender’s Requirements
a. Lender may have previous experience with contractors
 b. Knowing contractor is recommended by lender may influence contractor to
perform better
2. Scope of work definition
a. Owner must detail the work requested
3. Intent and spirit
 Specify pricing plans
1. Cost plus
a. Favors contractor most
b. Provides compensation for contractor’s time and materials
c. Provides percentage for profit and overhead
2. Stipulation sum
a. More neutral pricing plan
b. Benefits both owner and contractor
c. Provides reasonable price for contract work
3. Hybrid
a. Favors owner
b. Provides greater cost efficiency
c. Sets limit to protect against cost overruns
 Retention clause
1. Keeps the contractor focused on the job
2. Usually 10%
 Tendering contracting
1. PM should have input into tendering
2. Tendering: process which bids are invited from contractors to carry out specific packages
of construction work
3. Permits effective project control
 Project implementation requirements (found in Project Operations Manual)
1. Management philosophy
2. The performance criteria
3. The project objectives
4. The agreements
5. Responsibilities
6. Policies
7. Plans
8. Procedures and reports by which the project commitments will be successfully
accomplished
4. Prepare RFPs or RFQs
 RFQ (Request for Quote)
1. Commonly used when you know what you want but need information on how vendors
would meet your requirements and/or how much it will cost
2. Best suited for products and services that are as standardized as possible
3. It is a solicitation sent to suppliers containing detailed lists for all relevant parameters of
intended purchases
a. Personnel skills, training level or competencies
b. Part descriptions/specifications or numbers
c. Quantities/volumes
d. Description or drawings
e. Quality levels
f. Delivery requirements
g. Term of contract
h. Terms and conditions
4. Used as supporting documentation for sealed bids
 RFP (Request for Proposal)
 1. The most formal of requests and has the strictest rules for content, timeline and vendor
responses
2. Solicitation to potential supplier with whom a relationship/partnership is being
considered
3. Reflects strategy and short/long-term business objectives (provides details for suppliers
to offer a perspective)
4. Seeks specific data, offerings and quotations
a. Specific items that suppliers are proposing
b. Business requirements
c. Performance measures
d. Information, due date
e. Instructions on how to reply
f. How feedback will work (how work is evaluated)
g. Description of process for selection
h. Communication: cover letter, calls in advance
i. Contacts (who to address for questions)
5. Determine Project Scope, Schedule, and Budget
 Project Scope
1. Describes basis of project (ensures client that no significant items have been overlooked)
2. PM should make recommendations on scope of project for potential participants
a. Simple, logical and controllable interfaces
b. Uniformity of design approach
c. Standardization of material and size
d. Minimal number of types of similar components
e. Most effective operability and maintainability
f. Agreement on such items will greatly facilitate the subsequent implementation
of project
3. Included in scope statement:
a. Justification – business needs project addresses
b. Product Scope Statement – characteristics of services, and/or results services will
produce
c. Acceptance Criteria – conditions must be met before project deliverables are
accepted
d. Deliverables – services and/or results project will produce (ie, OBJECTIVES)
e. PROJECT Exclusions – statements regarding what the project won’t
accomplish/produce
f. Constraints – restrictions limiting project achievements, how/when it can be
achieved, how much achieving it can cost
g. Assumptions – statements about how project will address uncertainties as the
project is conceived and planned
 Project Schedule
1. Consists of construction schedule and detailed listings of site required dates for
engineering data, equipment and material
2. Basic schedule for construction contractor(s)
3. Commits participants to a detailed schedule performance before project starts
4. Start and completion of construction activity is key factor
5. Dates are input into interface network to provide the “deliverables” issue dates
(establishing design priorities and work sequencing)
 Project Budget
1. Initial estimate (needed for project approval)
2. First detailed estimate
a. Developed by PM
b. Not often related to original project estimate
3. Structure of control budget
a. Code of Accounts – project “code of accounts” should consider corporate
reporting requirements to ensure compatibility
b. Work Package – grouped to suit respective participant companies’ production
control
c. Baseline and Material lists – allocated against site and non-site “deliverable”
packages
4. All this ensures the complete scope of work has fully been defined, responsibilities
allocated, and correctly scheduled
B. Project Management (30%)
*Deals with day to day “management” of project by the LANDSCAPE ARCHITECT
*Doesn’t deal with situations where a LANDSCAPE ARCHITECT is not the prime consultant
*Descriptors of sub-specifications indicate active role played by LANDSCAPE ARCHITECT (assuming pre-project
management [Spec A] is completed and approved)
*Expectations of LANDSCAPE ARCHITECT managerial role (lead person):
Manage | Facilitate | Execute | Determine | Establish | Obtain
*PM responsibilities for Project Plan Development:
-Defining/confirming project goals/objectives
-How goals/objectives will be achieved
-Identifying tasks/quantifying resources needed
-determining budgets/timelines for completion
*Goal throughout this specification is PROJECT MANAGEMENT
-Involves day to day decision making
-Test questions center around scenarios involving LANDSCAPE ARCHITECT
-No entry-level LA would be expected to know how to create a Cost Estimate,
but should know how to assist in the matter.
1. Manage Project Team
 Team management
1. Managing process of planning, organizing, and managing project process for successful
completion
2. The operative team is critical
 PM duties
1. Advising on need/scope of services
a. Consultants (architects, engineers)
b. Specialists (geo-tech)
c. Subcontractors
d. suppliers
2. Facilitating communication – between CLIENT and CONSULTANT
3. Leading and coordination
a. Preparation of project quality plan
b. Work stage programs
4. Advising on Methods of Procuring Construction
5. Monitoring work of CONSULTANTS
6. Reviewing progress of design work in conjunction with lead designer
7. Development and management of control procedures (making/obtaining decisions
necessary for time and cost control)
8. Receiving status reports regularly (lead designer, contract admin or owner’s agent)
9. Coordinating and reviewing work of consultants (w/contract admin and work
consultants)
10. Issuing reasonable instruction necessary to complete project on time (subject to client
approval)
11. Reporting to client regularly on progress (or as necessary)
 PM is responsible for keeping communication open with regard to team in question
2. Manage Project Scope, Schedule, and Budget
 Project Management Triangle (each side represents a constraint)
1. Scope – what must be done to produce end result
2. Schedule – amount of time available
a. Tasks are prioritized
b. Dependencies between tasks are identified
c. Information documented in project schedule
 d. Dependencies between tasks affect length of overall project (also availability of
resources)
3. Each side of “triangle” effects other sides
a. Example 1: if scope changes, then cost and time are affected
b. Example 2: if schedule appears too tight, & PM determines requirements cannot
be met within time, then cost and time are affected
4. Project management is about providing tools and techniques to allow the project team to
complete their work and meet constraints
3. Determine Common Goals and Objectives
 Goal = desired end state
1. Long term
2. Represent global vision (ie, protect public health, safety, and welfare)
 Objectives = specific, measurable steps to meet the goal
1. More specific
2. Outline who, what, when, where, and how
 Measurable goals/objectives help evaluate progress
 Developing goals
1. What’s the desired outcome?
2. What’s the role of the project team?
3. What data/analysis is needed for measurable objects?
4. How would this goal look?
4. Establish Quality Control Procedures, and Conduct Quality Control Review
 LA is responsible for QAQC
 Minimum Requirements for QAQC plan
1. Project description
a. Overview of project
b. Disciplines involved in design
2. Lead consultant’s organization
3. Project team
4. List of design deliverables
5. Plan design review process
a. Report
b. Calculation
c. Design
d. Spec check protocols
e. Specify detailed procedures for checking, revising, and review markups
6. Document control
7. Sub-consultant QAQC
8. Schedule management
9. Field survey QAQC
a. Instrument calibration
b. Crew experience
c. Surveyor of record coordination
d. Benchmark and datum
e. Courthouse and monumentation research
f. Utility research and mapping
g. Field book review and basemap prep
10. QAQC plan acknowledgement
5. Facilitate Meetings Coordinate Work of/with Other Disciplines Document Design Decisions and Project
Communication
 Facilitate meetings
1. Review agenda and ground rules
2. Once group launches agenda, facilitator becomes referee
 3. Facilitator’s role
a. Keep participants involved
b. Disengage any irrelevant conversations
c. Intervene if discussion goes off subject
4. Keep meeting on schedule
5. Summarize key findings/conclusions
6. Record outcome
 Coordinate work w/ other disciplines
1. Key element = monitor change in design team
2. Share data across disciplines
3. Identify and correct interferences (keep record)
 Document Design Decisions
1. Header ID info
a. Name of individuals
b. Team name
c. Date
d. Client
2. Statement of purpose
3. Declaration of information you’re working with
4. Assumptions being made
5. Clear/logically organized work using “given” ino/assumptions
6. Conclusion
 Project communication
1. Good verbal communication skills
2. Good written/verbal info
a. Drawings
b. Sketches
c. Calcs
3. Communication strategies
4. Communication
a. Systematic
b. Understood by all stakeholders
c. Intelligently applied
5. Communication principles
a. Interface between PM and division managers kept simple
b. PM to keep control over elements pertaining to division managers
c. PM to encourage problem solving
6. Execute Records Retention Policy
 Document retention policy created/received throughout project
1. Systematic review of docs
2. Retention of docs
3. Destruction of docs
 Risk strategy for document retention protocols
1. Low risk – lesser requirements for doc retention and/or lesser time on preserving docs
2. High risk – stricter requirements for doc retention and/or longer time on preserving docs
 Projects pertaining to real property improvements (construction): archive docs for period NO
LESS than the Statute of Repose (commencing with Substantial Completion of the project) + 3
years
 Types of files to be retained
1. Contracts
2. Studies/reports
3. Calcs & design notes (3 years)
4. CDs (3 years)
 a. Dwgs
b. Specs
c. Conditions of contract
d. Contractor submittals
e. Documented correspondence
f. Field reports/inspections
g. Post construction phase services
7. Facilitate Client Review and Coordination
 Client has significant level of control
 LA is agent/representative of owner/client (limited/specific scope of authority
 Designer’s checklist
1. Clear scope of work (including requirements for management)
2. Understanding of responsibilities for coordination/management of info
3. Understanding of process for obtaining info
4. Establish effective communication
5. Progress meetings
6. Pre-con info
 Types of meetings
1. Status meetings – what’s happening, or scope of project is changing
2. Update meetings – owner/team members update on project progress
 Client meetings
1. Agenda – every meeting with client needs an agenda
2. Goals – clarify aspects of project or get client to sign off on idea
3. Ask good questions to client (get to root of client’s end goal)
4. Key decision makers to be present at meeting
5. Preparation – bring all info needed for proper presentation
6. Client questions – be prepared for questions/objections
7. Notes – take notes at meetings
8. Summary – write up summary of meeting for reached conclusions or action steps needed
to be taken
8. Obtain Permits
 Owner’s responsibility to get permits, sometimes client requests landscape architect to do so
 Inspection – construction to be inspected during construction and after completion
 Stream channel restoration and enhancement projects require permits implementing NEPA
(national environmental protection agency)
1. US Army Corps of Engineers
2. US Fish and Wildlife Service
3. State Fish and Game Departments
4. Water Quality Control Boards (State and Local)
5. Flood Control Agencies
6. Water Quality and Creek Protection Departments
 Consult with agencies ahead of time to better understand requirements
9. Prepare Cost Estimates
 Estimates construction costs, and prepared on basis of detailed analysis of materials/labor for all
items of work
 LA prepares preliminary cost estimates
1. Seldom prep detailed cost estimates
2. Construction managers tend to prep detailed cost estimates
 Cost Estimate – calculation of quantities of various work items
 Estimated Cost of Work – total associated expense to be incurred on work
 Cost estimates are necessary for client to decide on whether/not work can be done
 Work is often categorized as Lump-Sum Basis
1. Materials – type and quantity
 2. Labor – specialty and quantity
3. Equipment – type and quantity
4. Time – estimated amount of time for work, and/or whole project
10. Prepare Project Deliverables
 Deliverables
1. Actual products/services that meet project objectives
2. Products / Services / Results that project produces
3. For internal or external stakeholders
4. Something tangible (report/design plan)
5. Standards of completion – Grade and Quality are two examples of which stakeholders
agree on
6. Deliverables samples
a. Engineering report
b. Proposal
c. Design drawings and design documents
d. Completed product (building, bridges, etc.)
e. Technical interpretation
f. Site investigation report
g. Design review
h. Tender document
i. Service report and progress report
C. Bidding (20%)
- Process of submitting a proposal (tender) to undertake a construction project
- Starts with Cost Estimate from drawings / take-offs
- Tender treated as offer to do work
- Tender: an offer, usually in writing, to execute a work at a stated price, and under stated
conditions
- Bid Template: required document for construction companies to place formal bid
1. Develop Bidding Criteria
 Decision-Making
1. Criteria to be clear, justifiable and objective
2. No room for discretion (especially in evaluation/comparison of bids)
 Importance of Ethics in the Tender Process
1. Pressure may be brought to bear on the unwary buyer
2. Ethics to be considered prior to states of tender process
 Prequalification of Bidders (based on…)
1. Professional competence
2. Relevant experience
3. Financial capacity
4. Integrity
5. Do not allow contractors/consultants that have recent/relevant convictions or have been
disbarred for irregular financial activities, or failure to complete contracts
 Timing
1. Preparations for tender, contract documents, including all survey and design work (in
preparing quantities and guideline costing)
 Advertisement Period
1. Must take into account the need for approval from lender
2. Adhere to local/national regulations/procedures
3. Scope of works
 Duration of Contract – do be agreed at the outset
 Invitation to Bid (checklist)
1. Scope and/or functions of work or service required
2. Output required
3. Quality expected
4. Estimated maintenance requirements when appropriate
5. Number/amount
6. Standards required to be achieved/applied
7. Timeline for doing work
8. Start date required
9. Finish date (Time Is Of The Essence)
10. Schedule of deliveries
11. Inspection required and at what stages
12. Details of free issue materials
13. Accommodation details for installation
14. Insurance cover required for contractors
15. Costs in use of components (or complete product where appropriate)
16. Response times
17. Details of measurement of work
2. Prepare and Issue Addenda
 Change in contract (bids have not been opened)
 Requested in writing
 Addendum: document added to existing contract to modify terms of agreement
 Should look like original contract – same style written
 Title Example: Addendum to March 24, 2018 Material Contract
  Specify parties to contract
 Effective date
 List terms/parts that addendum affects
 Add signature block & notary block
3. Facilitate Meetings
 LA role to make good decisions
 Establish clear procedures
 Keep meeting on track
1. Use PowerPoint, etc.
2. Plan meetings in detail
3. Establish purpose and objectives
4. Circulate agenda
5. Record brainstorming items
6. Maintain focus on purpose / objectives / agenda
7. Recap meeting
8. Proved meeting documentation after meeting
 Basic guidelines
1. Set ground rules
2. Model the behavior you want
3. Keep meetings focused
4. Encourage full participation
5. Focus on facts
6. Seek alternatives
7. Share point of view
8. Clarify issues
9. Analyze objectively
10. Discuss consequences
11. Summarize discussion
12. Seek consensus
13. Evaluate meeting at end
4. Evaluate Bids and Make Recommendations
 Bids evaluated to determine lowest responsive / responsible bidder
1. Special qualifications of potential vendors
2. Life-cycle of costing
3. Value of analysis
4. Other criteria
 Evaluating bid’s responsiveness
1. Determine whether all req’d info included in bid
2. Whether docs are properly signed
3. Whether goods/services comply w/specs
4. Identify exceptions / qualifications / errors / omissions in bid
 Determine low bidder
5. Identify Delivery Methods
 Delivery method is system (by entering into legal agreements)
1. Roles
a. Owner
b. LA
c. Contractor
2. Importance of variable factors
a. Cost
b. Schedule
c. Quality
d. Risk
 e. Client capability
 Project delivery Methods
1. Design-Bid-Build (DBB) / Design-Award-Build (DAB)
a. Most common
b. Owner develops contract w/LA or Eng. Bids solicited. Contract awarded to lowest
responsive/responsible bidder.
2. Design-Bid-Build w/ Construction Management (DBB w/CM)
a. Owner hires CM w/partially completed CDs
b. As substantial portions of CDs are completed, CM solicits bids for contractors
c. Allows construction to start quicker. Allows owner to share some risk w/ CM
3. Design-Build (DB) / Design-Construct
a. Owner develops concept
b. Owner solicit bids from JOINT VENTURES of LA, Arch, Eng, Builders
4. Design-Build-Operate-Maintain (DBOM)
a. Same as DB + operations & maintenance of project
5. Build-Operate-Transfer (BOT)
a. Complete integration of project diversity
b. Contract governs design, construction, operations, maintenance, financing
c. Facility is transferred back to owner after concessionary period
6. Integrated Project Delivery (IPD)
a. Interests of primary team align in manner that integrate members for optimal
project performance
b. Delivers high-outcome results to entire building team
6. Evaluate Contractor Qualifications
 Insurance coverage
 Necessary experience, references and capability
 Written safety program
 Site-specific safety plan
 Competent and qualified person
 Maintain written records of safety audits
 OSHA training
 Hazard assessment
 Written documentation of training
 OSHA 300 logs maintained
 Notify Company in writing if Subs are to be used (prior to use of Sub)
 Sub required to abide by same rules as contractor
 Contractor to maintain good housekeeping on site
7. Assist with Construction Contract Execution and Administration
 Contract Execution: process of signing an agreed contract
 All details entered into contract are correct
 Execution Date: date that contract is signed by all necessary parties
 Changes must be made in writing
 Each party has copies of documents
 Bidder to furnish following executed documents before Agency issues Notice to Proceed (NTP)
1. Performance and Payment Bonds
2. Copy of Public Works Bond
3. Certificates of Insurance
4. Certificates of Workers’ Compensation Coverage
 Notice to Proceed (NTP): No construction work can proceed until NTP is issued
 Construction Contract Administration
1. Important to owner and consultant to determine that work is proceeding
2. Objective: enforce contract requirements, provide education related to contract
3. Role of CA
a. Inviting and processing tenders
b. Preparing CDs for execution
c. Administrating change control procedures
d. Seeking instructions from client in relation to contract
e. Issuing instructions (variations, relating to prime cost sums, making good defects)
f. Considering claims
g. Chairing construction progress meetings
h. Preparing/ issuing construction progress reports
i. Coordinating / instructing site inspectors
j. Agreeing commissioning and testing procedures
k. Agreeing defects reporting procedures
l. Ensuring project documentation is issued to client
m. Issuing certificates of practical completion and interim certificates
n. Collating and issuing schedules of defects
o. Issuing certificate of making good defects
D. Construction (30%)
1. Respond to RFIs
 Requests for Information (RFI): clarify plans / specifications / other contract documents
 Successful RFIs
1. Knowing administrative procedures
2. Cite specific portions of plans / specifications
3. Quote excerpts from industry standards / guides to clarify discrepancies
 Administrative procedures
1. Subcontractors needing information: submit RFIs to GC / CM
2. GC / CM responsible for reviewing/responding/obtaining RFI
3. Follow RFI hierarchy instead of going directly to LA
4. Vague/nonexistent references in the CDs typically lead to RFIs
2. Coordinate with Contractors
 All communication with LA and/or owner be conducted through GC
 Coordination requires strict set of predetermined procedures/protocols/itemized checklists
 Pre-con Phase (define role of LA in relation to GC
1. Know who is working on site (exchange contact info)
2. Administration (project meetings, scheduling, organization, change order proposals,
progress meetings)
3. Job Site (record as-built dwgs, safety inspections/testing, security, permits)
4. Technical (schedule review, questions, answers)
 Construction Phase
1. Schedule work in accordance with approved construction schedule
2. Coordinate w/ contractor to assure adherence with all the requirements
3. Conduct weekly meetings w/ contractor & owner
4. Check w/ regard to maintenance of records
5. RFIs / answers in timely fashion
6. Submittals / shop dwgs
 Completion phase
1. Coordinate submittals
2. Coordinate completion of punch-list
3. Facilitate Pre-Construction Meeting
 Pre-Con Management: planning of construction project before it actually begins (produce a
functionally & financially viable project)
 Pre-Con Management allows everyone to clearly understand and align goals and expectations
(collaboration is key)
 Pre-Con issues
1. Contract
2. Design
3. Job site
4. Document Pre-Construction Existing Conditions
 Division 02 “Existing Conditions” (covered in CSI, Construction Specification Institute guidelines)
 Division 02: provides methods to mitigate undesirable building attributes
 Section 02 05 00 – Common Work Results (in Existing Conditions)
5. Review Submittals
 Submittals – Shop dwgs, material data, samples, product data
 Submittals required for LA & Eng to verify correct products/quantities to be installed
 Review of submittals – allows LA to clarify selection of materials within quality indicated in Specs
& qty’s shown on plans
 Submittal process affects cost, quality, schedule, project success
 “Approved” Submittal: authorizes quantity/quality; ensures submittals are vetted
 Types of submittals
1. Product Data Submittal – Manufacturer’s product information
 2. Shop Drawings – drawing(s) produced by contractor / supplier / MFG / Sub / Fabricator
3. Samples – physical portion of specified product
4. Section 3.12.4 of AIA Document A-201-2007 states: Shope DWGs / Product Data /
Samples & similar submittals are not Contract Documents
6. Prepare Change Orders
 Definition: created when client changes mind during construction process
 Contract outlines rules / procedures on change orders
 CO specifies owner wants certain aspects of project done differently
 Determining need for CO
1. Does change require CO form?
2. Is it significant enough to necessitate a CO?
 Date the form
 Include job information
 Describe change
 Stat costs of change
 Signatures are needed
7. Conduct and Document Construction-related Actions
 “Construction-Related Work” (actions): design / construction / CM / planning / CA / surveying /
supervision / inspection or observation of construction
 Action Protocol: applies to all construction and engineering disputes (includes professional
negligence, claims against Las / Arch’s / Eng’s)
 Objective: exchange sufficient info about proposed proceedings allowing parties to understand
positions and make informed decisions about settling and proceeding
8. Prepare Drawing Revisions or Clarification Sketches
 Identification f revisions – ASME Y14.35: standard allows for changes to be made to dwgs by
adding/crossing out information on dwgs or by creatingnew dwg revisions
 4 principles of Doc revisions
1. Document numbering system
2. Revision coding system
3. Revision coding to be sequential
4. Revisions to be clearly identified within doc
 Clarification Sketches
1. LA can be called to assist in resolving issues in field
2. LA should be authorized to make resolving decisions
3. Sketch is sent to owner for approval
9. Review and Certify Applications for Payment
 Most public projects, LA reviews contractor’s monthly application for payment (“Requisition”)
 Applications made by AIA Document G702
1. Names of Project / Owner / Contractor / Architect
2. Application number
3. Date(s) indicating period covered by application
4. Retainage to be withheld
5. Previous certificates for payment
 LA to review all basic info on front page
 Original Contract Sum should remain same for life of Contract
 Schedule of Value – sheet where items listed along w/ their unit prices / quantities / summary of
item being paid
 Once doc is signed by LA, certifies to Owner that LA approves it.
10. Attend Substantial Completion (practical completion) Walkthrough and Prepare Punch List (deficiency
list)
 Punch-List: document or list of items that define work that doesn’t conform to contract
specifications after substantial completion of project
  Good Punch-List – defines all items needing addressing before final occupancy, and include plan
for completion
 List includes minor repairs to finish, cleanup, outstanding installations remaining
 Client Responsibility
1. Be present near end of project / inspect work / ask questions
2. Generally contractor schedules punch-list walk-through with client
 General Contractor Responsibilities
1. Walk client through site, explain remaining items on “to-do list”
 Subcontractor Responsibilities
1. Responsible to ensure punch-list tasks get completed accurately/effectively
 Landscape Architect Responsibilities
1. Design intent; confirm what was built
2. Ensure what was proposed in CDs was actually built
 Final Completion
11. Attend Final Completion Walkthrough
 LA, Owner, Contractor are to walk through and identify loose ends to fix
 General Conditions (AIA A201 Section 9.8.2)
1. Contractor preps comprehensive list (Punch-List) of items to complete/correct; submits
to Arch.
2. Arch. Receives list, then inspects work to see if it is “substantially complete”
3. Final contractor payment made when punch-list items are corrected, or a different
mutually agreed resolution
 If contractor refuses / unable to fix the work to satisfaction, contractor can receive partial
payment with the rest used to pay someone else to complete the work.
12. Prepare As-Built (record) Drawings
 As-Builts: drawings submitted by contractor upon completion
 As-Builts reflect all changes made in specs and in working drawings
 Drawings demonstrate how contractor built the project & what changed during construction
process
 Drawings contain modifications, field changes, shop drawing changes, design changes, extra
works, every change approved/made during construction
 Recording As-Built Drawings
1. Review As-Builts regularly. At least one complete set of AB plans must be available on
site at all times
2. Do not remove old values/details. Cross out
3. Provide exact details of changes/additional info
 Changes made from final inspection process
1. Color-coding:
a. RED = deleted items
b. GREEN = added items
c. BLUE = special info/details
2. Use written explanation of changes
3. Shop drawings to be added to appendix
4. Title sheet to be stamped as ‘RECORD DRWAING AS-BUILT’
13. Conduct Warranty Review
 LA to be responsible for reviewing defects/deficiencies during warranty period on behalf of client
& notifying contractor of items to be corrected
 Prior to one-year anniversary of warranty, LA arranges a project review with:
1. LA
2. Arch.
3. Eng.
4. Client & operations/maintenance personnel
5. Contractor
  After each situation, LA will:
1. Direct contractors to correct problems
2. Compile summary of problems/deficiencies
3. If contractor refuses to fix problems, LA may review client’s rights under bonding
insurance
4. LA and contractor may be called upon to account for deficiencies uncovered during post-
occupancy
14. Conduct Project Close-out
 Project Close-Out: finalizes project activities across all phases of project
 Purpose – assess project, ensure completion
 Involve project stakeholders in close-out
 Use Checklist
 Solicit Feedback
 Identify Lessons Learned
 Archive Data
 Phased Close-Out – Project can be closed out in phases as deliverables are met
 Manage Resources
 Confidentiality
 3 key areas of Project Close-Out
1. Project Sponsor Acceptance
2. Conduct Project Assessment
3. Complete Project History / Archive
15. Collect and Analyze Performance Metrics
 Performance metrics = measurable objectives developed during conceptual design phase of
project
 Performance metrics sets baseline and benchmark requirements
 “ “ measure project’s behavior/activities/performance
 Incorporates “Best Practices”
 Metrics assess health of project
1. Safety
2. Time
3. Cost
4. Resources
5. Scope
6. Quality
7. Actions
 Developing performance metrics -> involve people responsible for work
1. Identify critical work processes & customer requirements
2. Identify critical results desired & align to customer requirements
3. Develop measurements for critical work processes
4. Establish performance goals/standards/benchmarks
 Performance goals 3 primary levels
1. Objectives: broad, general areas of review
2. Criteria: specific areas of accomplishment
3. Measures: metrics design to drive improvements
 Determine quality of particular performance metric
1. Specific: clear/focused (avoid misinterpretation)
2. Measurable: quantified to compare w/other data
3. Attainable: achievable, reasonable, credible
4. Realistic: fits into organization’s constraints
5. Timely: doable within given time frame
 Metrics used in design profession
1. Do sit-building relationships work
 2. Do proposed site structures work
3. Does civil-landscape interface support mutual objectives
4. Has irrigation been designed
5. Does proposed design fil allocated budget
6. Have environmental impacts been measured
 Does it work as intended
E. Maintenance (10%)
1. Estimate Maintenance and Management Costs
 Operating cost is viewed as part of larger parcel of lifecycle cost at planning/design stage
 Cost components
1. Land acquisition (including assembly, holding and improvement)
2. Planning and feasibility studies
3. Architectural & engineering design
4. Construction (including materials equipment and labor)
5. Field supervision of construction
6. Construction financing
7. Insurance & taxes during construction
8. Owner general office overhead
9. Equipment / furnishing not included in construction
10. Inspection / testing
 Operation and maintenance cost in subsequent years over project’s lifecycle
1. Land rent
2. Operating staff
3. Labor / material for maintenance/repairs
4. Periodic renovations
5. Insurance/taxes
6. Financing costs
7. Utilities
2. Prepare Maintenance and Operation Manual
 M&O should cover:
1. Party responsible for management/maintenance decisions
2. Maintenance company
3. Maintenance schedules, tasks, etc
4. Information for specific maintenance equipment
5. AB CD’s
 M&O manuals should reflect as-built conditions
 All information to be organized following CSI (construction specification institute)
 O&M Manuals based on ASI1388 2
1. Intro and scope
2. Assets
3. Maintenance
4. Operations
5. Warranties & certificates
6. Spare parts
7. Help & contact
8. Drawings and references
3. Review Maintenance Services
 Providers of services covered in M&O Manual
 Goal = cost effective services w/out sacrificing quality, responsiveness, eliminating essential
functions
4. Prepare Management Plan
 Management Plan = formal planning tool (aims to design future operations of facility)
F. Items found in Practice Exams (stuff I’ve messed up on)
1. LA registration
 Regulated by state registration board
 CLARB maintains records for Las
2. Document Production Process
 LA analyzes the GC’s understanding of what the GC is responsible for (in relation to their work to
be performed)
 This analysis assures the owner and LA that the GC knows what they are doing / what’s expected
of them
3. Fee Discussion (regarding provision of services)
 Occurs early in project progression
 Clarifies work to be undertaken
 Establishes fee payment schedule
 Establishes redesign procedures (& additional services)
4. Contract
 Offer
1. Description of work to be performed
2. Payment to be made
3. Names/addresses of parties
4. Lawful form
 Acceptance
 Consideration
1. Value exchanged in contract process
 Solving Disputes
1. Litigation
2. Binding Arbitration
 Additional Fees
1. Building Permit, Fees, Licenses, Inspections by Gov Agencies
5. Construction Superintendent
 Owner’s Representative
1. Rejecting work
a. Areas of safety precautions
b. Programs in connection to work
c. Dissatisfaction w/ attitude of subs
 Inspections by LA
1. Aid in determining date(s) of Substantial Completion
2. Aid in determining date of Final Completion
3. Receive written warranties / related documents as required by contract documents
6. Bids
 When a Landscape Architect can procure bids
1. Private work bids don’t require public advertisement
2. Owner may solicit bids in any manner he chooses (in private work)
3. It’s ethical for an LA to solicit private work bids
 Bid Proposal form
1. Insures all bidders are quoting on like-items of work and/or materials
 Bid Allowance
1. Allocate funds to portions of work that can’t be specified at time of bidding
7. Law
 In relation to CONTRACTS
1. Ensures all parties perform their role
 Statutory Law
1. Remediates issues of defects in common law
 Malpractice
 1. Failure due to faulty design of an erosion control structure (ie: retaining wall)
a. Result: LA sued for malpractice
 Dispute in Drawings VS Specs
1. Documents are complimentary
2. Solve by issuing addendum (if prior to construction phase)
8. Complete set of Construction Contract Documents
 Plans
1. Shop Drawings
a. Created by sub or materials mfg
b. Submitted to GC for approval
c. Approved by LA who then returns it to sub or materials mfg
 Specs
1. General Conditions
a. Rights, authority, & obligations of contracting party’s intent of plans & supporting
specs
b. Insurance to be carried by contractor
c. Bonding to assure completion of project
 Bid forms (invitation/advertisement to bid)
1. Prescribes work to be performed + conditions under which work will be accomplished
2. Instructions to bidders
3. Contractor’s bid/proposal
 Addendum
1. Correct mistakes/errors made by LA’s
2. Effect changes to project as requested by owner
3. Make allowance for unusual job conditions
 Change Order
1. Prepared and signed by LA (& signed by owner & contractor)
2. Verifies agreement on:
a. Adjusted amount of contract sum
b. Adjustment in contract time
c. Change in work
 As-Built drawings
1. Complete set of drawings documenting final construction
 Contractual relationships
1. Owner and contractor
2. Owner and Subcontractor
3. Owner and Landscape Architect
 RFI’s
1. Regarding contract documents
a. Contractor submits RFI
9. Unenforceable Contract (Illegal contract)
 Subject matter contradicts common law
 Contractor misread requirements
 Contrary to established public policy
 Void contract
1. Mistake as to party
2. Mistake as to subject matter
3. Mistake as to nature of transaction
10. Bonds
 Payment Bond
1. Assures Owner that contractor will pay bills & obligations incurred under contract
 Performance Bond
1. Insures payment of all labor and materials on part of contractor
 2. Backs contractor to limits of face value of bond
11. Fees
 Fixed Fee (or Lump Sum)
1. Method: Instalments based on amount of percentage of work completed
2. Remains fixed (unless change in scope of services)
3. Owner benefits from decreasing market prices
4. Requires details scope of services
 Cost-Plus
1. Used if scope of professional services cannot be clearly defined
2. Between Owner and Contractor
a. Salary of contractor’s superintendent
b. Cost of materials used in construction
c. Equipment rental
12. Cost Estimates
 Cost of materials, labor, contingencies, and profit
 Prepared by Construction Manager
13. Final Certificate of Payment
 Relieves contractor of any future claims for unsatisfactory work
 Provides mechanisms for owner to pay remaining retainage to contractor
 Mechanism for owner to verify adequacy of work performed
14. Substantial Completion
15. Contingency
 Money set aside
 Standard amount: 5% to 10%
16. Legal owner of drawings, specs, electronic data, sketches
 Whomever signs the contract as owner (basically the person paying for the work gets the stuff
leading up to the work)
 Owner can do what he/she likes with the work. LA cannot share work with other parties unless
sanctioned/ordered by owner
17. Performance Metrics
 Reasons
1. Shows design’s value
2. Makes case for sustainable landscape solutions
3. Quantify / measure impacts of design decisions
18. Public Charrette
 Benefits
1. Helps design team address all aspects of design
2. Finished result is more cost effective
a. No redesign due to dissatisfied stakeholders / constituents
3. Stakeholders develop vested interest in project
 Methods
1. Conduct small group meetings or focus groups
19. Rules of Professional Conduct
 DO NOT accept compensation from more than one party on a particular project
 DO NOT solicit/ accept compensation from materials suppliers in return for spec’ing their product
 DO NOT render judgments favoring one party to a contract
20. Roles
 Construction Manager
1. Prepare detailed Cost Estimates
2. Determine whether hardscape elements meet specs
3. Observe tree installations
4. Observe whether safety precautions are being taken
 Contract Manager “At-Risk” (CMAR)
 1. CM is involved with preliminary development of project
a. Assumes role of construction consultant
b. Assists with:
i. Value engineering
1. Usually applied at beginning of construction phase
2. Identifying unnecessary costs in design and construction and in
soliciting or proposing alternative design or construction
technology to reduce costs without sacrificing quality or
performance requirements.
3.
ii. Cost estimating
iii. Constructability reviews
2. CM is sole point of project responsibility
3. There’s a guaranteed max price for subcontractors (GMP)
a. Around 60%-90% design phase of the project
b. Largely based on subcontractor bids, plus contingencies and allowances
c. CMAR communications anticipated cost of project based on design and is
financially liable if project exceeds amount
4. Signs contract with Construction Manager when project completion is within 30%-60%
 Owner
 Landscape Architect
 Contractor
1. Obtains permits on construction project
 Building Inspector
21. Project Phases
 Initial meeting with client
1. Contract discussion
 Design Development Phase
 Program Development Phase
1. Elicit advice of native species specialist
 Bid letting Phase