PROJECT

DEVELOPM EN
T CYCLE
 P a r t 1: Responsibilities

P a r t 2: Scope of Services

Topic O ut line Part 3: Me t hod s of Compensation

P a r t 4: Bidding & Negotiation Phase

P a r t 5: Project Delivery Me t hod s

P a r t 6: Project Scheduling Me t hod s

Curiba, Lloyd Gabriel F. | Project Development

Cycle
RESPONSIBILITIES
Client and Design
Professional
Re s pon s ibilit ies

A r chi t ec t ' s Re s pon s ibili t ie s :

The Ar chitect m ust able to p r o vide six (6 ) consecutive design phases which
ar e mentioned in the p r opo s al of architectural services.
The Ar chitect m ust o vers ee the scope of wo r k , schedu le, and b u dget to
r each a common comp rehension of the projec t.
The Ar chitect m ust be able to assist the Owner in compl ying with
contr act doc umen ts and fo r consultations.
Re s pon s ibilit ies :
Clien t ' s Re s pon s ibili t ie s :

The Client m ust p r o vide f u ll info r mation with r egar d s to hi s ideas,

objectives, budget, and schedule as the Architect can adapt to the given
info r ma t ion .
The Client can and may designate a representative autho rized to act on his behalf .
The Client s ho u ld be p r omp t and r ende r decisions pertaining to the doc umen ts the
Architect submitted to avoid delays in the progress of the Architect’s w o r k .
The Client m ust punctually pay fo r architectural and all ot her engineering and allied
services r eq u i r ed fo r the projec t.
The Client s ho u ld arrange and pay fo r such legal, auditing, insurance,
counseling, and othe r services as may be r eq u ir ed fo r the projec t
The Clien t m ust hi r e a con tr acto r to per fo r m constru ction wo r k and p r o vide
cost- estimating services.
SCOPE OF
SERVICES
Scope of Se rv ice s
P r e - De s ign Pha s e

The Pre-Design Services nominall y include consultation, prefeasibility studies, feasibility

studies, site selection and analysis, site utilization and land-use studies, architectural
research, architectural programming , space planning, space management studies, value
management, design b r ief preparation, p r omo t ional services and other related activities.

Con su l t a t ion

When a Client calls u pon the Architect to give o r al o r written advice and direction, to
attend conferences, to make evaluations and appraisals regarding a contemplated
projec t and s imila r activities, the Architect rende rs valuable inputs whether o r no t the
Client pursu es the projec t.
Scope of Se rv ice s
P r e - Fea s ibili ty Studies

These p r elimina ry studies involve the proc urement, analysis, and use of secondary
info r ma t ion gathered fo r the projec t to aid the Client in early decision-making. They
represent the Architect’s initial assessment of a project’s soundness, allowing the Client
to p r omp t l y explore available/ readily identifiable directions/options.
Researched/processed/validated secondary data are generally used fo r such studies e.g.
electronic, print, etc.

Fea s ibili ty Stu dies

Detailed analysis of the projec t based on pre-feasibility studies w ill determine the
viability of a p r opo s ed development. The studies will set the projec t against present and
f utur e trends to forecast ho w it will pe r fo r m over time. Thi s requires p r ima ry data
gathering and analysis.
Scope of Se rv ice s
Site Selection and Anal ys i s

Thi s entails the fo r m u la t ion of site criteria, assistance to the Client in site evaluation as
well as analysis to determine the mo st appropriate site/s fo r a p r opo s ed projec t o r
building pr ogr am .

Site Ut ili z at ion and Land - U s e Studies

The detailed analysis of the site involves the identifica tion of a site’s development
potentials t hrou gh the p r ope r utilization of land. The analysis covers the context of the
site as well as that of its surr o u nding environmen t and the development con tr ol s that
apply to the site and its environs.
Scope of Se rv ice s

A r chi t ec tur al Research

Architectur al research entails the conduct of p r ima ry and secondary researches and
assembled facts used as basis fo r conclusion.

A r chi t ec tur al P r og r amming

Thi s analytical problem-seeking process w ill lead to the statement and identifica tion of
bo t h ho r i z on t al and vertical requir ements in offe r ing a solution. It incorporates a space
p r og r am with characterizations of the envisioned spaces such as ambiance, cost range,
etc .
Scope of Se rv ice s
Space Planning

The A r chi t ec t determines t he adequate size and app r op r ia t e config ur a t ion and
assemblage fo r a pr opo s ed p r ojec t in consideration of t he use, alloca tion, and in t e r face
of spaces fo r given activities. Space planning is done mainl y t h r o u gh p r ima ry data
gathering such as interv iews, consultations, interfaces, focus g r o u p discussions, space
planning surveys, space audits, e t c ., and subsequent analyses i . e . spatial layouts w i t h
stacking concepts, pa rt ic u la r l y fo r m u l t i - st o r e y stru c tur e s .

Space Management S tu die s

An analysis of t he space r eq u i r emen ts of t he p r ojec t based on organizational stru c tur e

and f u nc t ional s e t - u p pinpoin ts linkages and in t e r ac t ion of spaces. The fo r m u la t ion of
t he space p r og r am w ill serve as t he basis fo r t he developmen t of t he a r chi t ec tur al
plan / design.
Scope of Se rv ice s
Val u e Management

This techniq ue is applied in t he cost management process t o minimi ze t he negative

effec t of s implified operations associated w i t h many co st - r ed u c t ion p r og r am s . The goal
of value management is t o achieve an u nimpai r ed p r og r am at minim u m cost . Thus , a
plan, design o r system t ha t has been successfully value-managed w ill st ill satisfy t he
same pe r fo r mance c r i t e r ia as t he co st lie r alternat ives.

Design B r ief P r epa r a t ion

Unde r design b r ief p r epa r a t ion , t he A r chi t ec t states t he p r ojec t t e r m s of r efe r ence (ToR)
including t he concep t , objectives and o t he r necessary r eq u i r emen ts t o bid o ut
a r chi t ec tur al services (whether p u blic o r private).
Scope of Se rv ice s
Promotional Se rv ice s

Projects may r eq u i r e p r omo t ional activities in o r de r t o develop and generate financial

su ppo rt and acceptance f r om governing agencies o r f r om t he general p u blic . In such
cases, t he A r chi t ec t can act as t he agent of t he O w ne r by p r od u cing and coo r dina t ing
t he addit ional activities necessary t o comple t e t he services. In all such activities, t he
A r chi t ec t m ust maintain his professional status as t he representative of t he O w ne r .
METHODS OF
COMPE NSATION
Me t hod s of Compensation
P r e - De s ign Se rv ice Compensation

The A r chi t ec t ' s compen sation fo r its Pre-Design services is of t en compensated fo r on

t he basis of m u l t iple di r ec t personal expenses. This me t hod of compen sat ion is based on
t he cost di r ec t l y r elat ed t o t he A r chi t ec t ' s and hi s / he r con su l t an t ' s effo rts , and in which
t he y are compensated fo r every t echnical ho ur expended on t he p r ojec t w i t h a
m u l t iplie r t o cover overhead and a reasonable p r ofi t . This me t hod is ideal fo r pr ojec ts
t ha t have an indefini t e scope of w o r k and large complex p r ojec ts .
Compens at ion F O RM U LA

Fo r m u la As s u me:
A = Architect ’ s rate / hour
C = Consultant ’s rate / hour
M u l t iple Di r ec t Pe rs onnel E x pen s e s T = Rate per hour of
Technical Staff , Researchers
and others involved in the
This cost-based method of compensation Project
is applicable only to non - creative work
AN , CN , TN = No . of hours
such as accounting, secretarial , research,
spent by Architect ,
data gathering , preparation of reports , Project .
Consultants and Technical
and the like . This method of Staff
compensation is based on technical hours
spent and does not account for creative M = Multiplier to account
for overhead and
work since the value of creative design reasonable profit . The value
cannot be measured by the length of time may range from
the designer has spent on his work . The 1 . 5 to 2 . 5 depending on the
computation is made by adding all costs set- up of the Architect ’ s
office . the complexity of
Projectand
of technical services ( man- hours x rate) the
and then multiplying it by a multiplier to
cover overhead and profit = Fee + R

R = Reimbursable expenses such as transportation , housing and living allowance of

Consultant , transportation , per diem , housing and living allowance of local consultants
and technical staff if assigned to places over 100 km . from the area of operation of the
Architect . Cost of printing of extra set of drawings, reports , maps, contract
BIDDING AND

NE GOTIATION
PHASE
Bidding &
Nego t ia t ion Pha s e
Re spon s ibili t ie s

The A r chi t ec t prepares t he bid doc u men ts .

Assist t he o w ne r f r om t he early phase of establishing a list of po t en t ial con tr ac t o rs
t o award t he con stru c t ion con tr ac t .
Furnishes comple t e sets of bidding doc uments
Assists in organizing and cond uc ting p r e - bid r eferences.
Responds t o inquiries f r om bidde rs
Assists t he o w ne r in obtaining proposals f r om t he con tr ac t o rs .
Analyze t he bid results and prepares abstracts of bids.
Bidding &
Nego t ia t ion Pha s e
Doc u men ts t o F u lfill A r chi t ec t ' s Obligation:

1. In v i t a t ion t o Appl y fo r Eligibility and t o Bid (IAEB)

2. Eligibili ty Doc u men ts / Data Sheets
3. In stru c t ion s To Bidders (ITB)
4. Bid Data Sheets (BDS)
5. Gene r al/ Specific Condi t ions of Con tr ac t ( GCC / SCC)
6. Specifications
7. Drawings
8. Bill of Quant it ies
9. Fo r m s and Q u alifica t ion Info r ma t ion
Bidding &
Nego t ia t ion Pha s e
Sample Doc u men ts
Bidding &
Negotiation Phase
Sample Doc u men ts
 Choosing
Contractors

Evaluated b y an Check su bcon tr ac t o r ' s Ve r if y if the compan y i s Review p r e v io us fi r m ' s

external acc reditation st affing , r es o ur ces , licen s ed , bonded , and project.
s cheme su ch a s and managemen t. i s s ec ur ed .
CHAS o r ano the r
SSIP membe r
s cheme .

Con s ide r kno wledge , Check s afe ty r eco r d s .

s kill s , and
ex pe r ience .
Con tr ac to r ' s Bond

PROVIDES ASSURANCE TO THE PROJECT OWNER THAT THE CONTRACTOR WILL PERFORM
CONSTRUCTION ACCORDING TO THE TERMS STATED IN THE AGREEMENT .

PERFORMANCE PROTECT AGAINST OVERALL JOB INCOMPLETION AND PROTECT AGAINST NONPAYMENT OF
MATERIALS FROM SUPPLIERS AND LABOR FROM SUBCONTRACTORS.
BOND
CAN COMPLETE THE JOB ACCORDING TO THE CONTRACTUAL POLICY .

ENSURE THE PROJECT COMPLETION WITHIN THE TERMS OF THE CONTRACT

SURETY A THREE-PARTY CONTRACT COMPRISED OF THE SURETY, THE CONTRACTOR, AND THE
OWNER .
BOND
HAS THE RIGHT TO CONTRACT BALANCE AND INDEMNITY FROM CONTRACTOR FOR COSTS
ASSOCIATED WITH SETTLING A CLAIM .

GUARANTEE TO PAY THEIR SUBCONTRACTORS AND SUPPLIERS AS AGREED IN THE PROJECT

GUARANTEE IT GUARANTEES TO SUPPLY A PERFORMANCE AND PAYMENT BOND TO THE OBLIGEE IF THEY
ARE A LOW BIDDER.

BOND GUARANTEES TO COMPLETE THE PROJECT IN ACCORDANCE WITH THE CONTRACT AND TO
COMPLETE THE WORK SATISFACTORILY AND WILL NOT FAIL AFTER THE CONTRACTOR
LEAVES.
Con tr ac t o r ' s All -
Ri s k Insurance
CARI

Al s o kno w n as contrac t w o r k s in sur ance

An insurance polic y that p r o v ide s coverage fo r p r ope rty damage and
Thi r d - pa rty inj ury o r damage claim s
It en sur es bu ilding s and civil engineering pr ojec ts against actual
Physical damage o r de stru c t ion of the w o r k in p r og r e ss incl uding
Eq u ipmen t and machine ry w i t hin the job site and t hi r d - pa rty liabili ty .
It cov ers the contract w o r k u ndert aken and p r o v ide s cov er fo r the bu ilding w o r k
i ts elf .
Coverage w ill st a rt u pon the st art of w o r k o r unloading of item s at the s i t e .
Con tr ac t o r ' s General
Liability Insurance
CGLI

Al s o kno w n as comme r cial general liabili ty .

Protects con tr ac t o rs financiall y f r om amo u n ts they become
obligated t o pay du e t o damages o r medical payments
Protects s mall bus ine ss f r om high costs la wsu i ts and helps
q u alif y fo r leases and con tr ac ts .
Co v e r medical bill s o r the co st of r epai rs .
Does no t cover liabilities di r ec t l y arising f r om the
p r ofe ss ional services p r o v ided .
PROJECT DELIVERY
METHODS
Des ign- Bid-
B u ild ( DBB )
THE PROCESS IS LINEAR, WHERE ONE PHASE IS
COMPLETED BEFORE ANOTHER PHASE IS BEGUN WITH
NO OVERLAP

THIS IS THE TRADITIONAL METHOD OF PROJECT DELIVERY AND

HAS BEEN THE MOST WIDELY USED CONSTRUCTION DELIVERY
METHOD SINCE ANCIENT TIMES.

A PROJECT DELIVERY METHOD IN WHICH THE AGENCY OR OWNER

CONTRACTS WITH SEPARATE ENTITIES FOR THE DESIGN AND
CONSTRUCTION OF A PROJECT.
Project Management

USES SPECIALIZED, PROJECT MANAGEMENT

TECHNIQUES TO OVERSEE THE PLANNING,
DESIGN, AND CONSTRUCTION OF A PROJECT,
FROM ITS BEGINNING TO ITS END.

TO CONTROL A PROJECT'S TIME / DELIVERY,

COST AND QUALITY —SOMETIMES REFERRED TO
AS A PROJECT MANAGEMENT TRIANGLE OR
"TRIPLE CONSTRAINTS.
Design
B u ild
A METHOD OF PROJECT DELIVERY IN WHICH ONE
ENTITY THE DESIGN-BUILD TEAM - WORKS UNDER
A SINGLE CONTRACT WITH THE PROJECT OWNER
TO PROVIDE DESIGN AND CONSTRUCTION
SERVICES.

ONE ENTITY, ONE CONTRACT, ONE UNIFIED FLOW

OF WORK FROM INITIAL CONCEPT THROUGH
COMPLETION.
Ow ner - B u ild

OWNER MAY OUTSOURCE A PORTION OF THE PROJECT

OWNER RESPONSIBLE FOR DESIGN CONSTRUCTION
TO OUTSIDE CONSULTANTS AND CONTRACTORS.

OPTIONAL OWN FORCES WORK CONTRACTORS AND FIXED PRICE UNIT, UNIT PRICE, OR
SUBCONTRACTORS NEGOTIATED CONSTRUCTION
CONTRACTS
Con stru c t ion
Management
IS A PROFESSIONAL SERVICE THAT USES SPECIALIZED, PROJECT
MANAGEMENT TECHNIQUES TO OVERSEE THE PLANNING , DESIGN,
AND CONSTRUCTION OF A PROJECT, FROM ITS BEGINNING TO ITS END

CM IS COMPATIBLE WITH ALL PROJECT DELIVERY SYSTEMS,

INCLUDING DESIGN -BID -BUILD , DESIGN -BUILD, CM AT - RISK AND
PUBLIC PRIVATE PARTNERSHIPS.

PROFESSIONAL CONSTRUCTION MANAGERS MAY BE RESERVED FOR

(LENGTHY , LARGE-SCALE, HIGH BUDGET , INDUSTRIAL FACILITIES)
PROJECT SCHEDULING
TOOLS
P r ojec t Scheduling
Tools
A project schedule helps in p r io r i t iz ing the w o r k involved in a project and fini s h it off in
an o r de r l y manne r . It also helps in assigning the right pe rson fo r the task and in the
p r ope r allocation of the available r e s o ur ce s . Time management and adjustments with
the scope of a projec t are onl y possible if there is a p r ope r schedule prepared fo r the
projec t being w or ked u pon .

P r ojec t Sched u ling Tool s

GANTT CHART
CRITICAL PATH METHOD (CPM)
PROGRAM EVALUATION AND REVIEW TECHNIQUE (PERT)
CONSTRUCTION SCHEDULING CHART
P r ojec t Scheduling
A visualization technique used in project management. It is used by
project managers most of the time to get an idea about the average

Tools
time needed to finish a project . Moreover , it is a project schedule
Gantt chart is a bar chart that represents key activities in sequence
on the left vs time . Each task is represented by a bar that reflects the
Gan tt Cha rt start and date of the activity, and therefore its duration .
P r ojec t Scheduling This method estimates the maximum and minimum time required to
complete a project . It helps identify critical tasks that should be

Tools
included in the project . The scope of the project and the list of
activities necessary for the success of the project are needed for
using this method . The time taken by each activity is calculated.
C r i t ical Path Me t hod Then , all the dependent variables are identified . This helps
in identifying and separating the independent variables.
P r ojec t Scheduling
It is a way to schedule the flow of tasks in a project and estimate the
total time taken to complete it . This technique helps represent how

Tools
each task is dependent on the other . To schedule a project using
PERT, one has to define activities, arrange them in an orderly manner
and define milestones . You can calculate timelines for a project on
P r og r am E v al u a t ion and the basis of the level of confidence : (1) Optimistic timing , (2) Most -

Re v ie w Techniq u e (PERT) likely timing , and (3) Pessimistic timing

P r ojec t Scheduling
A construction schedule is a timeline fo r every task and event in a
con struction p rojec t . The construction schedule is a fundamental pa rt of the
project planning phase, as it also defines the resources needed and the
Tools teams responsible fo r each task in the construction pr oce ss. The mo r e time
invested into the con struction schedule, the fewer issues there w ill be when
the project plan will be executed; which is key to good construction project
Con s t r u c t ion Sched u ling management.
Cha rt