excellence and efficiency

Avalon Construction & Design, Client’s Guide - Edition August 2018

1

Excellence and EfficiencyA Guide to our complete

Building & Design Services

Excellence and EfficiencyA Guide to our complete

Building & Design Services

Avalon Construction & Design3C Blake Mews, Kew Gardens

London, TW9 [email protected]

+44 (0)208 834 7072

First edition, August 2018


32

SUMMARY

Preface 5 Introduction 6

1. Efficiency of the process 81.1. Construction industry overview 101.2. Inefficiency of the design process 161.3. Design Delivery Management and BIM 21

2. Technology and tools 262.1. Building Information Modeling 282.2. Off-line tools 342.3. On- site tools 38

3. Procurement routes 423.1. Procurement routes at a glance 443.2. Traditional Tender 483.3. Construction Management 503.4. Design & Build 523.5. Integrate Project Delivery 54

4. Financial evaluation 564.1. Gross Development Value (GDV) 584.2. Construction Cost (CC) 604.3. Project Cost (PC) 614.4. Development Cost (DC) 614.5. Profitability of the investment 62

NOTEThis is an interactive document.

You can navigate the content by clicking on paragraph’s title or page.Every page has main navigation buttons on the side to jump from one chapter to

another.To go directly to the summary, use the button to the right side of page.

The document is optimized for PC and IPad (Acrobat Reader App required).Interactive functions don’t work opening the document with a browser preview.

5. Design Process 645.1. Design Phases: Design and Delivery 665.2. Design after Delivery 775.3. RIBA work stages and optimised design process 925.4. Design process step by step 965.5. Client’s role 105

6. Professional fees 1106.1. Construction Cost and fees 1126.2. Fee Stage payment 1156.3. Stage payment and Design programme 1176.4. Anticipating stages 118

7. Construction & Design Integrated 1207.1. Construction and Design Services 1227.2. Construction and Design Integrated 1287.3. CDI+ Efficiency 1387.4. CDI+ fee savings 1417.5. CDI+ process 142


54

Preface

Resolving problems and providing solutions is the basis of every business, the true meaning of its existence.

In addition to good practice, business principles and values, it is the ability to apply those solutions that matters.

Implementing innovation and new technologies, like BIM, is the way to achieve excellence and efficiency in the design and construction process.

This is only possible with a team of very professional, creative and passionate people.

I am proud of the processes we have developed based on our team’s expertise, knowledge and experience.

This guide would be of great help for anyone who is planning a building project or any construction or design professional who would like to further expand their knowledge.

M. Bogdantsaliev Founder and MD


76

Introductionby Carlo BughiHead of Architecture and Design Management

The scope of this guide is to offer a clear description of the design and construction process and the way we work.

Building or renovating a house can be very stressful: the time scale always seems longer than expected and the financial implications too often become clear just at the end of the process.

People facing such kind of process for the first time could be worried by the uncertainty of the outcome and it is that uncertainty we would like to avoid.

The whole process has a bright start (expectations and desires) and, hopefully, a bright end (great results and cost effectiveness for client satisfaction). Too often, anything in the middle is blurry.

The purpose of this document is to remove such blurriness, by explaining, step by step, what will happen along the process.

This guide is mainly addressed to private clients who are directly managing a project but professionals such as Project Managers, who are in charge on behalf of a client, will find described in detail the way we approach the project to remove the traditional issues they are used facing on a daily basis.

We will start by describing the endemic inefficiencies of the Construction industry, providing opinions of professionals working in the field. They describe how, despite great technological progress (materials, tools, systems), the industry is still stuck in traditional processes which are inadequate for the complexity of a building.

We will offer a panoramic of the most recent technological tools and approaches (Building Information Modeling, On-site monitoring systems, Off-line documentation) we have implemented to boost our efficiency.

We will describe the procurement routes: the way a client hires a contractor to build or to design and build a project to clarify roles and responsibilities depending on the kind of contract.

We will give an indication of the preliminary financial evaluation including Construction Cost and Professional fees to be considered in the initial budget.

We will describe in detail the design process, step by step, listing goals, outcome and timeline and we will clarify how the professional fees are calculated.

We will conclude by describing Avalon’s exclusive Construction & Design Integrated services where efficiency and optimisation are the key factors to ensure the most efficient process and the highest level of results, in the perfect balance of Quality/Cost/Time.

9

Effi

cien

cy o

f the

pro

cess

12

34

56

7

Go

to su

mm

ary

>>2

34

56

7

8


Efficiency of the process

1.1. Construction industry overview >>

1.2. Inefficiency of the design process >>

1.3. Design Delivery Management

and BIM>>

11

Effi

cien

cy o

f the

pro

cess

12

34

56

7

Go

to su

mm

ary

>>2

34

56

7

10


1.1 Construction industry overview

In a recent article published in the Daily Telegraph (11 July 2018, see the yellow box with an abstract), David Savage describes the critical situation of the construction industry in the UK.

Recalling the memorable report by the Farmer Review in 2016 “Modernise or Die”, Savage points out that the problem is not about technologies to be used in construction (to design, to build, to manage the whole process) but about “the ability of companies to actually put these into practice”.

The author remarks how “Construction contracts are repeatedly cited as barriers to innovation” where “a lack of trust between parties leads to complicated and hierarchical contracting arrangements” described as “adversarial”.

This situation is translated into a median profit margin of around 1,5% in 2016.

In this scenario, it is not just companies’ profit at stake but also the quality of the product and of the process as whole.

The balance between Quality, Cost and Time looks like a chimera rather than an achievable result. One of the problem is that design is getting more complicated: client expectations, rules, regulations and required minimum

It’s time for construction to build a digitised future,by David Savage

The construction sector is an untapped productivity boon. It needs radical reform. [...]The fact that change is often back-loaded is something the UK construction sector would do well to bear in mind. One of the least digitised industrial sectors (it competes with agriculture), construction has underestimated the effect of technological change over the long term. [...]Low digitised construction is a major lag on the economy. Ac-cording to a recent McKinsey re-port, the sector accounts for 13pc of global GDP, employs 7pc of the world’s population, yet productiv-ity has only increased by 1pc each year over the past 20 years as against nearly 3pc annually for the world economy as a whole. If construction labour productivity had risen at the same rate, this would have added $1.6 trillion per year to the global value of the sector – a figure equivalent to the GDP of Canada.In the UK, the problem is par-ticularly acute due to the indus-try’s under-invested, adversarial structure.The challenge was put starkly by the Farmer Review in 2016, which reported on the current

and future state of the UK construction industry. It was memorably subtitled “Modernise or Die”. This was not the first effort to round up and address the industry’s troubles. Similar reviews were undertaken by the John Major and Tony Blair governments.[...]Unsurprisingly, the £420m that Business Secretary Greg Clark has pledged to invest in construc-tion technology caught the eye. Developments in areas such as building information modelling (BIM), additive manufacturing (3D printing), robotics, AI, smart materials, drones, off-site manu-facturing and augmented reality have the potential to increase productivity and profitability.These are all areas that the indus-try will explore as part of mod-ernisation. All will also require new, high-value skills and jobs in construction – with the necessary training and education.However, the key challenge here is not the availability of new and exciting technologies that enable us to rethink design, improve the supply chain and revolutionise on-site execution. It’s the ability of companies to actually put these into practice.Construction contracts are repeatedly cited by the industry as barriers to innovation. A lack

13

Effi

cien

cy o

f the

pro

cess

12

34

56

7

Go

to su

mm

ary

>>2

34

56

7

12


of trust between parties leads to complicated and hierarchical contracting arrangements where the driver is typically transfer-ring – or avoiding the transfer of – risk to the contractor. In these kinds of negotiations, to provide incentives to innovative design and delivery is not always high on the list of priorities.The adversarial nature of contrac-tual relationships in construc-tion is further aggravated by the complexity and fragmentation of the industry. UK construction accounts for around 2m work-ers, but they’re employed by an astonishing 200,000 businesses. In such a crowded field, different parties will inevitably seek to protect their own positions, pass-ing risk on via subcontract terms. And consider the typical profit margins in the construction industry: the top 100 contractors had a median profit margin of 1.5pc in 2016, creating an envi-ronment where there is a critical need to invest but very little spare revenue to put into R&D.As the Government now ac-knowledges, its role as a major construction client is a vitally important one. It has helped with the adoption on BIM across the sector.Now it has promised to become more effective in using its scale in

the procurement process to help create more sustainable business models. This should help to en-courage private sector investment and consolidation, while at the same time reducing the likeli-hood of another Carillion.But the greatest opportunity lies in the function of the Construc-tion Leadership Council which, supported by Department for Business, is bringing together all stakeholders to develop agreed proposals to improve contrac-tual and payment practices. We hope that this will promote the collective desire to collaborate and create an environment where innovation comes with less risk. If so, the boost to productivity will entail tremendous benefits for all. The football fans have noticed the water, let’s hope they work together, and fast.

(David Savage is the Head of Construction and Infrastructure at Charles Russell Speechlys)

[see https://www.telegraph.co.uk/authors/davi-savage/]

performance makes the design process far more complex compared with twenty years ago.

Moreover, what the industry offers in terms of materials, systems and solutions, is incomparable with anything available on the market just a decade ago.

Looking on the bright side, the average quality of the buildings (and the quality of an average building) should potentially rise. The downside is that, to get that quality, designers and contractors have to manage a far more complex process.

When things are getting complicated, specialisation is the natural answer: someone for the design, somebody else for the delivery and execution.

Last year Rab Bennetts published in AJ (The Architects’ Journal) an article about the habit of splitting the process into two parts, design and delivery, where the first goes from concept to planning and the second from planning to completion. This phenomenon (called ‘novation’) is a factor eroding the profession.

Putting aside any concern about architects’ reputation, it is clear how the inadequacy of managing a consistent path, from Design to Delivery and Execution, has a major impact on the quality of the process and, inevitably, on the quality of the result when considering Time and Cost in the balance.

15

Effi

cien

cy o

f the

pro

cess

12

34

56

7

Go

to su

mm

ary

>>2

34

56

7

14


Rab Bennetts on novation: “Delivery is an essential part of design”.

[...]The rise of the delivery architect could hardly be more threatening to those of us who see conceptual design and execu-tion as a continuous process and the position of the architect as pivotal to its direction. At a time when a more fragmented profes-sion is the last thing the industry needs, why is this happening and what can be done?I was recently told by a senior manager at one of the UK’s larg-est contractors that he had ’never’ met an architect who could both design and deliver. [...]Various government-inspired reports over 25 years, [...] have identified similar issues but with little impact on a profession that is perceived as too remote from the needs of the industry and its clients.Prompted by the consistency of this feedback, [...] I described the stereotypical architect as viewed by the industry, [...] [like] someone who exceeds budgets, doesn’t issue information on time, designs for their peers, doesn’t understand commercial realities and so on. My caricature went down like a lead balloon of course, but my point was that, unless the issue of service

delivery is addressed, the architect’s position will continue to be eroded, possibly at an even faster pace than the last 30 years. [...]The ‘accelerating search for authenticity’ [...] encapsulates not only the intellectual basis for architectural form and the avoid-ance of superficiality, but also the mechanism – the motiva-tion, if you like – for responsible delivery. In-depth knowledge of construction and engagement with industry are as essential for authenticity as they are for the profession’s reputation, with management of the design process as the means to achieve the end. Meeting deadlines and budgets, not to mention fighting off those who would dumb down the design, is a craft in itself.Mastering this craft is far more difficult than submitting to the role of the stylist of course, requiring experience, discipline and nous, but if the rewards are seen in the substance of the architecture they will also be evident in the improving health of the architect’s standing in ‘the art of making’.

(Rab Bennetts is founding Direc-tor at Bennetts Associates)

[see https://www.architectsjournal.co.uk]

What is described as a separation of the design process from an architect’s perspective reflects a deeper separation between who is designing (not just the architect but also the structural engineer, service engineer, specialists, etc) and who will build (the Contractor).

Still, “in-depth knowledge of construction and engagement with industry” are, according to Bennetts’ article, the key factors in meeting “deadlines and budgets, not to mention fighting off those who would dumb down the design” and this requires “experience, discipline and nous”. These are the means to meet the needs of the industry and its client.

Architecture seen as “the Art of Making” is what Bennetts suggests the industry requires but this can be achieved with a closer connection between Designers and Builders.

As recalled by Savage in his article, key factors are contracts promoting collaboration and the opportunities coming from technology.

Payment term is also a factor directly impacting on the efficiency of the process. Payment stages reflect the design effort spent by the design team along the project life span and, as we will see, the distribution of this effort in a traditional process is far from efficient.

17

Effi

cien

cy o

f the

pro

cess

12

34

56

7

Go

to su

mm

ary

>>2

34

56

7

16


1.2 Inefficiency of the Design Process

Technology should be a tool to enhance efficiency and not considered a take-away solution.

As David Light writes in his article (see box below), “BIM is not a software solution; it is a process, underpinned by technology and collaborative working”.

BIM approach (which will be described in the second chapter of this guide) puts together technology (tools), it

BIM Implementation by David Light

BIM is not a software solution; it is a process, underpinned by technology and collaborative working. In many instances the use and reuse of data throughout the lifecycle of a construction project is not used efficiently. Much information is wasted due to mistrust, information not being complete, lack of process and standards, as well as a lack of understanding of what data is available. The BIM process attempts to maximise the return on investment by defining a fluid flow of data use. Underpinning this is a clear strategy to ensure the delivery of information and data is defined in the manner which is usable throughout the

whole project life cycle. This more complete information stands to improve the quality, efficiency and sustainability of buildings delivered to clients.Implementing BIM requires a fundamental shift in working practices compared to the tradi-tional design and collaboration process. BIM is about changing the workflow for the future. It requires effort and leadership to move teams forward from established tried and tested tradi-tional delivery methods. In many ways it’s about changing hearts and minds, moving people out of their comfort zones into new ways of working and thinking.Patrick MacLeamy also devel-oped the concept of “shifting the effort,” otherwise known as the MacLeamy Curve. The

MacLeamy Curve diagram highlights that the further you are through the design process, the higher the cost of design change. This also has a direct correlation with potential project delays, wastage and increased delivery costs. For this reason the BIM process draws the project stakeholders together earlier so that the individual parties can coordinate their design input, encouraging a more integrated approach to project design and delivery.[...] we see BIM as a better way to design and construct buildings. It allows us to test the efficiency of our designs quickly and easily, helping to create verifiable life cycle costing, and enables us to give clients unprecedented insight into how a building will work in reality long before

construction starts. BIM also as-sists in establishing a connection in the process for operations, maintenance, facility manage-ment and property management that is undertaken during the design and construction stage and is lost once the building is complete and the keys are handed over to the client. In many cases the architect understands the building intimately, maintaining that connection with client and the building throughout its life-cycle is an opportunity, which if harnessed should help inform the next design iteration; one might call this BIM360, true building lifecycle management.(David Light is BIM Manager at HOK)[https://www.thenbs.com/knowl-edge/bim-implementation-hok-buildingsmart]

promotes collaborative working (so addressing separation among disciplines), and it requires renewed process (as claimed by Savage in his article).

However, BIM is not an off-the-shelf solution.

To be implemented, BIM requires changing the workflow since the traditional way of working (the sequence Design, Delivery, Execution) is not adequate anymore to face the complexity and the challenges of the industry.

19

Effi

cien

cy o

f the

pro

cess

12

34

56

7

Go

to su

mm

ary

>>2

34

56

7

18


The MacLeamy Curve (see front page) shows the design effort in relationship to the cost of the design change (magenta curve) and the ability to impact cost & performance (green curve).

In a traditional process, the Design Programme concentrates the effort at delivery stage and it is manifestly inefficient because at that moment the ability to impact on performance (quality) is dramatically dropping down: the red hatch area shows that all the efforts exceeding the performance curve have little or no effect over the quality of the project.

That effort produces design changes (many of them to solve issues overlooked at previous stages and compensate past lack of coordination) just when the Cost of Design Changes is growing faster.

The “Cost of design change” curve shows how a late change in the project has a higher impact on the cost. As mentioned earlier, that cost doesn’t correspond necessarily to an investment in the quality of the project (better systems, finishes, material) but it is more often just time/money spending to compensate the inefficiency of the whole process.

The traditional model is not wrong in principle: it is just inadequate to manage current projects where the level of complexity is not comparable with what was just twenty years ago. It needs to be updated.

21

Effi

cien

cy o

f the

pro

cess

12

34

56

7

Go

to su

mm

ary

>>2

34

56

7

20


The “Ability to impact cost & performance curve” suggests that an early effort (in terms of design and coordination) gives the highest pay off in terms of quality.

Concentrating the effort earlier in the process, with a peak at Stage 2, makes that effort as efficient as possible (always below the green curve) and it limits (or avoid at all) late and expensive changes.

This strategy is described as “Shifting the effort” by Mac Leamy and it suggests that the preferred process, in terms of efficiency and cost control, is Integrated Project Delivery (IPD) (light blue in the graphic).

Integrated Project Delivery (see Chapter 3 on Procurement routes) requires an earlier involvment of the Contractor (ideally from stage 0) and this, combined with Building Information Modeling, can ensure overall savings around 20% of the Construction Cost.

It is common sense that rules which apply to big projects (as typical IPD projects) hardly apply to small ones. However, efficiency is not a goal just for big enterprises. Small/medium business ventures can not afford a waste of time and money, even if the total amount is smaller.

Process and Technology must proceed together: on one side BIM promotes and helps collaborative ways of working but it is undermined by traditional and inefficient process; on the other side, more efficient processes require new technology to be sustainable.

1.3 Design Delivery Management and BIM

Talking about “collaboration”, “coordination”, “team effort” is pointless without somebody responsible to manage collaboration across disciplines.

The introduction to the Royal Institution of Chartered Surveyors (RICS) guidance note about “Managing the design delivery” recaps the essence of any enterprise: optimisation of resources (energy, time, money) to achieve the best result possible (quality, profits).

http://www.rics.org/Global/Managing_the_design_delivery_1st_edition_PGguidance_2012.pdf

23

Effi

cien

cy o

f the

pro

cess

12

34

56

7

Go

to su

mm

ary

>>2

34

56

7

22


The RICS guide describes the Design Delivery Process as follows:

“The process of delivering design process starts with the client’s brief and ends up as a design delivered to the project team in a way that is timely and aligned with the requirements of the contract and of construction.”

“Design delivery management (DDM) is a key process connecting links in the construction value chain. It is an essential connection between the interpreted response to the client’s needs (which is what the design is in essence), and the construction process which brings that response into reality as a building, structure or facility.”

“It also refers to one of the areas in the construction process where mistakes are made most frequently, and made repeatedly. These problems extend from misinterpretations of the brief (or toleration of an inadequate brief) to the supply of information that is late, uncoordinated or plain wrong.”

“It is undoubtedly true that the cost of poor information in terms of disruption and wasted energy is very high. If the design delivery was reliably right, many of the problems of construction would disappear.”

So, Design Delivery Management is a necessary role to ensure quality of both the process in terms of efficiency and the final result.

The RICS guide suggests that “In order to avoid any confusion with other roles that may already exist within a project, we shall refer, for the purposes of the discussion, to the design delivery manager (DDM). This is not intended to suggest that the DDM is likely to be a separate appointment carrying that title; in all likelihood, the DDM will do his or her work as part of another role, such as:• project manager• design team leader• project leader/lead consultant/contract

administrator• in ‘design and build’ situations, as part of the

contractor’s general management structure, or as part of a subsidiary design group.

Let’s start with a question: who does benefit from process efficiency? We would say: mainly the Client does (developer or private client).

Excluding small projects (let’s say under 1 million construction cost), the clients usually hire professionals (Project Managers, Quantity Surveyors) to act on their behalf and control the process. This is a role of supervision and control and it is a good rule that controller and controlled are roles which cannot overlap.

Therefore, even though the Client benefits the most from the efficiency, it should not be somebody representing the client and acting on their behalf working as Design Delivery Manager.

25

Effi

cien

cy o

f the

pro

cess

12

34

56

7

Go

to su

mm

ary

>>2

34

56

7

24


Very often the design team leader, or project leader (who usually correspond to the Architect) assumes the role of Design Delivery Manager at least during Design and Delivery phase.

However, the habits of changing the architect along the way (the phenomenon of ‘novation’ as described in the first paragraph) could create a situation where this coordination role is a subject to be covered by different professionals along the way. It would be counterproductive thinking that the role itself is supposed to be a link between disciplines and along the whole life span of the project.

Besides that, the emerging of novation itself (as described)seems to be suggesting that architects may lack those hard and soft skills which are required by the role.

The biggest beneficiary of efficiency beside the client is the builder who is the most affected by partial, uncoordinated, incomplete information causing mistakes and delay on site. Whatever the contract, that’s the reason why the Design Delivery Management role should be preferably provided by the Main Contractor at least during the construction or even during the delivery phase.

We could say that DDM is necessary to manage the process and BIM is the tool to ensure its efficiency. In the case of big projects, specific professionals (BIM Managers and BIM coordinator) manage BIM.

However, in case of small/medium size projects BIM management and coordination and Design Delivery Management could coincide in the same role/company: whoever is in charge of BIM is in a better position to know what information is missing/wrong/uncoordinated and he/she can act faster to coordinate the rest of the team.

It is not a secret that the construction industry in Europe (including UK) is not very open to change and that the majority of Developers and Contractors (especially small and medium ones) have not adequate knowledge about the BIM process.

Still, BIM is beneficial to constructors, developers and designers especially where margins for profit are narrow, the timeline is tight, and the necessity of a prompt reaction to changes/issues is essential, as happens in small/medium size projects.

The real BIM promoters today should be those small/medium contractors (the big ones are already there) given that BIM is now mature and it is no longer unknown territory and this is exactly what Avalon is doing.

Implementing BIM means adopting specific technologies and tools to be used at every stage of the process (Design, Delivery, Construction) and, as described in Chapter 2, we can summarise them as proper BIM software (office tools), Off-line tools (deliverables) and On-site tools (to monitor progression of works).

27

Tec

hnol

ogy

and

tool

s 2

34

56

7

34

56

7

26

1

Go

to su

mm

ary

>>1


Technology and tools 2.1. Building Information Modeling >>

2.2. Off-line tools >>

2.3. On-site tools >>

29

Tec

hnol

ogy

and

tool

s 2

34

56

7

34

56

7

28

1

Go

to su

mm

ary

>>1


2.1 Building Information Modeling (BIM)

Building Information Modeling (BIM) is a construction industry norm using 3d software for visualisation and the estimation of quantities and costs and determining across the design and project team, a coordinated process.

BIM should be used at every stage of the Design and Construction process.

BIM is not just about a 3D model but it includes schedules, specifications, quantity and costs. BIM allows also true building lifecycle management.

Implementing BIM in the Design and Design Management process brings several benefits including:

• Cost savings of at least 20% by avoiding errors and poor coordination resulting in delays during construction as demonstrated by The British Government, which has introduced BIM for all public works.

•Delivering three dimensional models as PDF so, other than Acrobat Reader, no special software is required. The model can be explored both externally and internally and therefore, can provide a virtual visit of the project.

•Accurate cost assessment at early stage and detailed cost estimation all along the construction process based on a coordinated model to keep the budget under control.

•The3Dmodeloftheproposedbuildingallowsthebest coordination between Technical Team and Construction Team avoiding mistakes and providing virtual simulation of what will happen on site during the construction.

•Anyissue resolved before work on site begins.

•Comparedtoatraditional2Dapproach,saving around 50% of time to deliver Technical information which enables dedication of more time to more important matters such as construction coordination and controlling the processes.

31

Tec

hnol

ogy

and

tool

s 2

34

56

7

34

56

7

30

1

Go

to su

mm

ary

>>1


The level of detail and information in the model is classified as Level Of Development (LOD).

From LOD 100 to LOD 500, the model follows the stages of development of the project from inception to completion (as-build information).

Level of Development doesn’t consist just as graphic or 3D details but it is fundamentally related to the level of information embedded into the model.

For example, at LOD 300 the information regarding a floor could be precise but generic (timber instead of ceramic), it becomes specific at LOD 350 (Oak,14 mm thickness, herringbone) and ready for procurement at LOD 400 (a specific product with specs, price, delivery date, etc.)

LOD 100 to 300 are appropriate during the design phase, LOD 300 and 350 are necessary for the Delivery phase, LOD 400 is essential for construction.

33

Tec

hnol

ogy

and

tool

s 2

34

56

7

34

56

7

32

1

Go

to su

mm

ary

>>1


There are many BIM software packages available.

Among others, we chose Nemetchek Allplan for several reasons.

Allplan has appreciable functionalities in comparison with other softwares: superb export into 3D pdf to be explored in real time and to be shared with client and team partners, facilitated data exchange between platforms, on-line federated model for coordination across disciplines, deliverables in PDF format embedding 2d and 3d navigable information, etc.

Beside that, Allplan has incomparable qualities in the case of projects regarding existing and historical buildings, which are very common in the UK.

There is an historical reason for that: Allplan has been developed in Europe where the problem of working with historical building is a daily business.

Since the very beginning (1984), Allplan developed tools and options to deal with the kind of project which is somehow more complex than the multi-storey repetitive skyscraper.

Software developed in the USA is more likely focused on big scale new build projects since Main contractors and Big developers are the biggest advocate of BIM and they pushed software companies to work on that direction.

Avalon’s Head of Architecture and Design Management, who is in charge also of BIM management and coordination, has almost 20 years’ working experience with Allplan.

He worked at Nemetschek as Competence Center (2005-2014) and he was professor at the Univeristy of Ferrara (Italy) teaching BIM and training more than a thousand students and professionals. He was guest speaker at the first Webinar about BIM and Architecture organised by Allplan UK in July 2018.

35

Tec

hnol

ogy

and

tool

s 2

34

56

7

34

56

7

34

1

Go

to su

mm

ary

>>1


2.2 Off-line tools

There is a motto saying: “there is no I in team” but we should remind ourselves that there is an I in BIM which stands for Information.

We should not overestimate the importance of the Information in itself. If the information, although accurate, is not properly shared or buried among thousand of other information, is pretty much useless because is not accessible.

On the other hand, too much information is dangerous too, such as information shared at the wrong time or with the wrong recipient.

Most depends on habits and behaviours and, as it has been told, “Of the three key components to successfully integrating BIM, behaviours are the most difficult to change” [BIM and Construction Management:proven tools, methods, and workflows, by Brad Hardin and Dave McCool, John Wyley & Son, 2015].

Starting from a very basic level, there is a common conviction that making a drawing and dropping an email is enough to communicate. But, communication presumes that a proper exchange has taken place between the sender and the recipient, and focusing on HOW this exchage happens is essential.

The information must be correct, unambiguous, complete and accurate, but overlooking the way the information is delivered, an instruction given on site could be misinterpreted and this, in the construction industry, happens all the time.

We are talking here about the accessibility and readability of the information of standard documents like pdfs, drawings and spreadsheets and their printed copy.

Without full accessibility and readability of these kind of documents (which are used every day on site) there may be the information (somewhere) but there will never be the knowledge of it.

The “findability” of the information during the construction stage (when any delay is very expensive) is, with accessibility and readibility, crucial.

To avoid waste of time and the risk of uncoordinated or out of date information, we organise the construction package as an interactive document (see graphic next page).

Just by clicking on tabs or areas in the drawings, everybody is allowed to navigate across the documents, (DRAWINGS, REPORT, SCHEDULES, etc), hiding or unhiding Information (MEP, Structural, etc) filtering the information (organised with layers) exported from our BIM system into the PDF documents.

37

Tec

hnol

ogy

and

tool

s 2

34

56

7

34

56

7

36

1

Go

to su

mm

ary

>>1


We adopted an organisational model (same of many BIM systems) implementing navigation through the documents and tags to get additional information.

We can also embed 3D information, very useful to understand complicated details and junctions and everything is accessible with a basic Acrobat reader.

This system has been tested also to manage international projects with cross-disciplinary teams.

Interactive construction documents

Just by clicking on tabs or areas in the drawings, everybody is allowed to navigate across the documents, (DRAWINGS, REPORT, SCHEDULES, etc), hiding or unhiding Information (MEP, Structural, etc) filtering the information (organised with layers) exported from our BIM system into the PDF documents.

39

Tec

hnol

ogy

and

tool

s 2

34

56

7

34

56

7

38

1

Go

to su

mm

ary

>>1


2.3 On-site tools

Specific tools have been implemented for monitoring site work and to give easy access also to the Client’s Project Manager and Quantity Surveyor.

SITE-WALK 360° Immersive 3D construction walkthroughs allow owners, general contractors, and facilities managers to “walk” through their construction site remotely. Utilizing sophisticated reality-capture technology, our virtual tours provide complete documentation. Site-Walk 360° is ideal for:• QA/QC, Inspection and monitoring• Validation of as-built conditions• Capturing hard-to-visualize spaces

HIGH-RES PHOTOS, LINKED TO PROJECT PLANS• Capture the current conditions of your site, adjoining

properties, or construction progress in between contractors • Document underground and in-slab utilities, exterior

weatherproofing, and the Mechanical, Electrical, and Plumbing (MEP) systems

• Memorialize the finished as-built condition of your project at Certificate of Occupancy or turnover with overlapping, inspection-grade coverage.

• Update the visual record with regular interior and exterior progress updates, taken approximately once a month throughout construction, from broad and encompassing angles.

• Flip through several progression shots with the click of a button for a detailed account of construction progress. [https://www.multivista.com]

[https://matterport.com]

41

Tec

hnol

ogy

and

tool

s 2

34

56

7

34

56

7

40

1

Go

to su

mm

ary

>>1


DRONE PHOTOGRAMMETRY SURVEY

The complexity both of the site and the building, or in case of historical building, it would be beneficial using Photogrammetry instead of traditional survey method.

Point clouded generation from photogrammetry is cost-effective, portable, and versatile, so it has always had a loyal following among practitioners.

Photogrammetry has always presented a very compelling “business proposition”, for several reasons:

• Accuracy: The survey generates a cloud of points with a tolerance within 10 mm for any points of the building, even the less accessible.

• It’s cost-effective. Photogrammetry requires only a camera, a drone, and software that can be run on a standard computer.

• It’s easily available. Photogrammetry equipment can fit in the back of any surveyor’s truck, and you can operate it yourself.

• It’s versatile. All the information generated by the Photogrammetry Survey could be translated into an accurate BIM model and very accurate 2D information

form

ato

fogl

io A

3 or

izzo

ntal

e

paolo allodoli 45020 Villanova del Ghebbo (RO) - Via della Libertà n. 30 - cell. 346 9790824 e-mail : [email protected] allplan 2018 - Arch. Angela Romito Rilievo Vicenza _PB05

ORTOPIANO sito di interessecon CURVE di LIVELLO h2mscala 1:1000

ORTOPIANO sito di interessecon CURVE di LIVELLO h0,25mscala 1:1000

francesco allodoli architetto - Comune di Villanova del Ghebbo (RO), Chiesa di San Michele Archangelopaolo allodoli grafico

francesco allodoli architetto _cell. 3492648814 _tel. 0425669895 _e-mail [email protected] _indirizzo via della libertà 30, 45020 villanova del ghebbo -ro-

Z:\Lavori Paolo\cerbero\Lavori\Lavori personali_Frank\CARLO BUGHI\2017 11 30b a Carlo mail presentazione lavori\Materiale inviato\pag. 1

video Youtube CANALE https://www.youtube.com/user/Grendiza URL Video https://www.youtube.com/watch?v=W7BiTL53IoQfrancesco allodoli architetto - Comune di Villanova del Ghebbo (RO), Chiesa di San Michele Archangelo

paolo allodoli grafico


Z:\Lavori Paolo\cerbero\Lavori\Lavori personali_Frank\CARLO BUGHI\2017 11 30b a Carlo mail presentazione lavori\Materiale inviato\pag. 1

video Youtube CANALE https://www.youtube.com/user/Grendiza URL Video https://www.youtube.com/watch?v=W7BiTL53IoQ



Z:\Lavori Paolo\cerbero\Lavori\Lavori personali_Frank\CARLO BUGHI\2017 11 30b a Carlo mail presentazione lavori\Materiale pag. 2



Z:\Lavori Paolo\cerbero\Lavori\Lavori personali_Frank\CARLO BUGHI\2017 11 30b a Carlo mail presentazione lavori\Materiale pag. 4

3D model point-cloud based of a portion of land (above), bird eye photo of a church (top right) and point-cloud based model of the same building.Surveying a piece of land with this technology and processing the information with BIM, it is possible to obtain levels information.The point-cloud based model provide a very accurate survey just of the external envelope of the building (see image at the bottom) keeping geometrical information (position XYZ for every point on the surface) and colour as a normal photo.The model can be used to generate accurate drawings as elevation and roof plans: since every single point (accuracy can be 1 point every 10 mm) has a specific position in the space, the model gives distances and dimension information.

[Images courtesy of Paolo Allodoli, Elaborazioni aeree -Italy]

43

45

67

45

67

42

11G

o to

sum

mar

y >>

2

Pro

cure

men

t rou

tes

32


Procurement routes

3.1. Procurement routes at a glance >>

3.2. Traditional Tender >>

3.3. Construction Management > >

3.4. Design & Build >>

3.5. Integrate Project Delivery >>

45

45

67

45

67

44

11G

o to

sum

mar

y >>

2

Pro

cure

men

t rou

tes

32


3.1 Procurement routes at a glance

Design Building Wiki is an open source platform (like Wikipedia) of shared information about the Construction Industry collected directly by professionals involved in the field. It is an important tool for professionals and whoever is interested in developing a project to run quick research or get clarifications about anything regarding the building process.

[see https://www.designingbuildings.co.uk]

Design Building Wiki defines Procurement as “the process of purchasing goods or services. There are many different routes by which the design and construction of a building can be procured. The selected route should follow a strategy which fits the long-term objectives of the client's business plan. Considerations are likely to include:• Speed.• Cost.• Quality.• Specific project constraints.• Risk.• Asset ownership.• Financing.

The main ways to select and appoint the contractor (described in detail ion the next pages) are: Traditional Tender (TT), Construction Management (CM), Design & Build (D&B).

Each of them has advantages and disadvantages:

• TT gives a good Cost/Quality balance but at the expense of time;

• CM aims at balancing Time and Quality but the construction cost could be higher;

• D&B is time and cost effective but often the quality will suffer.

• IPD offers the best Quality/Cost/Time balance

47

45

67

45

67

46

11G

o to

sum

mar

y >>

2

Pro

cure

men

t rou

tes

32


David Savage’s article in the Daily Telegraph (see Chapter 1), suggests that in the Quality/Cost/Time balance one of the three is destined to suffer with the traditional construction process.

Along with the Mac Leamy Curve (see Chapter 1), it seems that just Integrated Project Delivery finds the best balance.

However, IPD is not so common as the others in case of standard residential projects.

IPD is preferred in the case of big projects, (hospital, airport, infrastructures, etc) where huge investments are at stake and efficiency is mandatory.

It is clear that IPD contracts could be too far complicated and unsuitable for small/medium size residential projects.

However, it appears that IPD efficiency is due to a key factor: Owner, Design Team and Construction team start working together from day one.

There is no reason for not applying the same collaborative approach to managing a small/medium size project, whatever the kind of contract the contractor is appointed for.

The goal is achieving a better collaboration increasing the efficiency of the whole process.

In a traditional Tender, the Contractor steps into the process after the design and delivery phase has been completed without the opportunity of giving any contribution (value engineer, alternatives for materials and systems, possible improvement and savings) at this stage.

Ideally, the provided information is sufficient to start the work on site, but uncoordinated or missing information is very likely. The effort to coordinate, integrate and provide missing information, makes this process very time consuming.

In a Traditional Tender, if the tender package has been properly developed, the offers coming from contractors invited to tender will differ by around 5%.

With such a little difference the selection will likely be done on the basis of other factors (previous experience, reputation, reliability, references) which could be evaluated independently from the cost.

That is the reason why the Tender could be negotiated: just one contractor is contacted to price the works and to negotiate the terms of contract.

If the tender is negotiated, the contractor could be appointed earlier in the process, to start working with the design team at the very beginning of the delivery phase and even before, from the very beginning of the design: it will be in the Contractor’s best interest making the process efficient and the delivery phase consistent and

49

45

67

45

67

48

11G

o to

sum

mar

y >>

2

Pro

cure

men

t rou

tes

32


correct.The ‘traditional’ procurement route, sometimes referred to as ‘design bid build’ (or ‘bid build’ by contractors) remains the most commonly used method of procuring building works.The client first appoints consult-ants to design the project in detail and then prepare tender documentation, including draw-ings, work schedules and bills of quantities. Contractors are then invited to submit tenders for the construction of the project, usu-ally on a single-stage, competitive basis. This may be referred to as a ‘traditional contract’. The contractor is not responsible for the design, other than temporary works, although some traditional contracts do provide for the con-tractor to design specific parts of the works.Typically, the client retains the design consultants during the construction phase to prepare any additional design informa-tion that may be required, to review any designs that might be prepared by the contractor, and to inspect the works. Normally, one consultant (often, but not

necessarily, the architect) will be appointed to administer the contract.Traditional construction contracts are most commonly lump-sum contracts, however, measurement contracts and cost reimbursement contracts can also be used for ‘traditional’ projects where design and con-struction are separate, sequential activities.This form of procurement is suitable for both experienced and inexperienced clients. Fully developing the design before tender gives the client certainty about design quality and cost, but it can be slower than other forms of contracting, and as the contractor is appointed only once the design is complete, they are not able to help improve the buildability and packaging of proposals as they develop.[SEE https://www.designing-buildings.co.uk/wiki/Tradition-al_contract_for_construction]Of various approaches to mak-ing buildings, the traditional design–bid–build process is one in which a building owner hires an architect to design a

building and provide a complete set of design and construction documents (drawings); a pool of general contractors bid to deliver the project’s construc-tion; the architect is hired by the building owner to aid in selecting a general contractor from those bidding on the job; the architect’s set of stamped, completed and approved plans are handed off to the contracted GC, to establish a contractual agreement which binds the contractor to build the building exactly as shown in the drawings, approved plans / blue

prints. From the plans/blue prints and under the GC’s supervision, the project is built.The traditional design–bid–build approach remains suitable for many projects, and where the ar-chitect remains in control of the project and beyond the design phase to supervise construction fully, or otherwise, it is definitely preferable.

[See https://en.wikipedia.org/wiki/Architect-led_design–build]

3.2 Traditional Tender

51

45

67

45

67

50

11G

o to

sum

mar

y >>

2

Pro

cure

men

t rou

tes

32


Construction management is a procurement route in which the works are constructed by a num-ber of different trade contractors. These trade contractors are con-tracted to the client but managed by a construction manager.Construction management differs from management contracting, in that management contractors place contracts with works contractors (equivalent to trade contractors in construction management) direct, whereas construction managers only manage the trade contracts, the contracts are placed by the client.Construction managers are effectively acting as a consultant to the client, the client takes the risk for the trade contractors’ performance. In legal terms the management contractor is acting as a principal whereas the construction manager is acting as an agent.As the client is required to place and administer the trade contracts (of which there may be a large number) and perhaps to accept price uncertainty, construction management is

only appropriate for experienced clients.The construction manager is generally appointed early in the design process so that their expe-rience can be used to improve the cost and buildability of proposals as they develop, as well as to advise on packaging, the risks of interfaces between packages, and the selection of trade contrac-tors.Construction manager’s are often appointed at the end of the concept designstage.Appointing a construction man-ager enables some trade packages to be tendered earlier than oth-ers, and sometimes, even before the design is completed. For example piling might commence whilst the detailed design of above ground works continues.This can shorten the time taken to complete the project, however it means that there will be price uncertainty until the design is complete and all contracts have been let.

[see https://www.designing-buildings.co.uk/wiki/Construc-tion_manager]

The functions of construction management typically include the following:Specifying project objectives and plans including delineation of scope, budgeting, scheduling, set-ting performance requirements, and selecting project participants.Maximizing the resource ef-ficiency through procurement of labor, materials and equipment.Implementing various operations

through proper coordination and control of planning, design, estimating, contracting and con-struction in the entire process.Developing effective communica-tions and mechanisms for resolv-ing conflicts.

[See https://en.wikipedia.org/wiki/Construction_management]

Above: Characteristics of construction project stages of various project

management approaches

3.3 Construction Management

53

45

67

45

67

52

11G

o to

sum

mar

y >>

2

Pro

cure

men

t rou

tes

32


Design and build is a term describing a procurement route in which the main contrac-tor is appointed to design and construct the works, as opposed to a traditional contract, where the client appoints consultants to design the development and then a contractor is appointed to construct the works.Design and build can be seen as giving a single point of respon-sibility for delivering the entire project. Some clients, however, consider it is only appropriate for simple projects, where design quality is not the main considera-tion.The contractor can either be appointed to carry out all of the design work, or if the client wishes to have greater influence over the design, a concept design and outline (or performance) specification can be prepared by a consultants employed by the client, and then the contractoris appointed to complete the design and carry out the construction.The contractor may use their own in-house designers to design the building, or they can appoint consultant designers, or the cli-

ent’s designers can be employed by the contractor to complete the design (either by novation or consultant switch).If the contractor is appointed at the outset of the project (so that they can contribute to the development of the design from the beginning), they may be appointed through a two-stage process. In the first stage, the contractor is selected on the basis of a fee, preliminaries, overheads and profit.They then work with the design team (who may be employed either by the contractor or by the client at this stage) to develop the design, on the basis of which a fixed price is negotiated for the second stage; construction, when the design team may be novated to the contractor if the contractor does not already employ them.It is very important therefore that the client gives a great deal of consideration to the prepara-tion of employer’s requirements, and if they have not appointed their own design team, they may wish to appoint independent client advisers to help them do this. Similarly, if any design-

ers appointed by the client are novated or switched to work for the contractor, the clientmay then wish to appoint independent client advisers to review contrac-tor’s design proposals, administer the contract and monitor works on site.

[See https://www.designingbuildings.co.uk/wiki/Design_and_build_procurement_route]

From top to the bottom: Three models of contractor-led design–build,

Three models of architect-led design–build; Design and Construction interaction.

3.4 Design and Build

55

45

67

45

67

54

11G

o to

sum

mar

y >>

2

Pro

cure

men

t rou

tes

32


Integrated project delivery (IPD) is a collaborative alliance of peo-ple, systems, business structures and practices into a process that harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction.The construction industry has suffered from a productiv-ity decline since the 1960s[3][4] while all other non-farm industries have seen large boosts in productivity. The problems in contemporary construction include buildings that are behind schedule and over budget as well as adverse relations among the owner, general contractor, and architect. Using ideas devel-oped by Toyota in their Toyota Production System and computer technology advances,[5] the integrated project delivery method is designed to solve these key construction problems. The new focus in IPD is the final value created for the owner, the finished building. Rather than each participant focus-ing exclusively on their part of

construction without considering the implications on the whole process, the IPD method brings all participants together early with collaborative incentives to maximize value for the owner. This collaborative approach al-lows informed decision making early in the project where the most value can be created. The close collaboration eliminates a great deal of waste in the design, and allows data sharing directly between the design and construc-tion team eliminating a large barrier to increased productivity in construction.Integrated project delivery is a delivery system that seeks to align interests, objectives and practices, even in a single business, through a team-based approach. The primary team members include the architect, key technical consultants as well as a general contractor and key subcontractors. The IPD system is a process where all disciplines in a construction project work as one firm, creating faster delivery times, lower costs, no litigation and a more enjoyable process for the entire team – including the owner.

IPD combines ideas from integrated practice[7] and lean construction to solve several problems in contemporary con-struction such as low productiv-ity and waste, time overruns, quality issues, and conflicts dur-ing construction among the key stakeholders of owner, architect and contractor. The growing use of building information modeling in the construction industry is allowing far greater information collaboration between project participants using IPD and considered an important tool to increasing productivity through-out the construction process.Unlike the design–build project delivery method which typically places the contractor in the lead-ing role on a building project,

IPD represents a return to the “master builder” concept where the entire building team includ-ing the owner, architect, general contractor, building engineers, fabricators, and subcontractors work collaboratively throughout the construction process.

Note: Job Order Contracting, JOC is form of integrated project delivery that specifically targets repair, renovation, and minor new construction. It has proven to be capable of delivering over 90% of projects on-time, on-budget, and to the satisfaction of all participants and stakeholders

[See: https://en.wikipedia.org/wiki/Integrated_project_delivery]

“Integrating Project Delivery”

by Martin Fischer, Howard W. Ashcraft, Atul Khanzode, Dean Reed

Wiley, 2017

3.5 Integrated Project Delivery

57

56

7

56

7

56

112 2

Go

to su

mm

ary

>>3 3

Fina

ncia

l eva

luat

ion

4


Financial evaluation

4.1. Gross Development Value (GDV) >>

4.2. Construction Cost (CC) >>

4.3. Project Cost (PC) >>

4.4. Development Cost (DC) >>

4.5. Profitability of the investment >>

59

56

7

56

7

58

112 2

Go

to su

mm

ary

>>3 3

Fina

ncia

l eva

luat

ion

4


4.1 Gross Development Value (GDV)

Even though the project is a private development, the Client may require to be reassured about the financial sustainability of the investment. The first figure to be defined for this purpose is the Gross Development Value (GDV).

Gross development value, or GDV as it is commonly known in property circles, is an important valuation metric that all investors and property developers need to be familiar with when building their project and financial appraisals.

The gross development value of a property investment project can be calculated to give a near accurate figure of what that property or real estate development project may be worth on the open market once all development works have been completed.

In case of extension or refurbishment, it would be appropriate estimating the increment of the GDV (the increased value of the property as a consequence of the works) to compare that figure with the costs.

The first thing to be checked is Unitary Value (value to estimate per square meter) for similar property in the area. A rough estimation of the Unitary Value could be done with a quick research with Real Estate agents in the area or on-line research (i.e. Zoopla).

However, in case of extension, alteration and refurbishment, the estimation per square meter should be not in relationship with other parameters such as the number of rooms.

For example, a small extension could not have a huge impact on the value of the property if the project doesn’t generate a new room.

On the other side, a small extension could allow to bring the internal spaces within National Standard or London Plan and Building Regulation parameters (minimum size of rooms, provision of storage space, compliance with Building Regulation in terms of accessibility, energy efficiency, etc) or to transform a single bedroom into a double bedroom.

These kind of alterations have an impact on the value of the property even if the increase of the area is not significant since they put an existing building on the same level as new build properties which must comply with all the new standards and regulations.

A proper evaluation of the Gross Development Value (or Increased Gross Development Value) should be done by a specialist (building surveyor, real estate agent, etc).

Having said that, the Unitary Value (the value on the market per square meter) could be a good starting point at the beginning, since it gives a parameter to be compared with the preliminary Cost per square meter).

61

56

7

56

7

60

112 2

Go

to su

mm

ary

>>3 3

Fina

ncia

l eva

luat

ion

4


The GDV is calculated considering the Gross Internal Area or GIA (basically, the footprint including internal partition and excluding external walls) as follows:

GDV = Unitary Value x GIA

The unitary value should be applied as follows:• at 100 % to new Gross Internal Area (GIA) • at 50% to the spaces converted into habitable space• 10% the existing GIA subject to renovation

4.2 Construction Cost (CC)

CC is calculated considering two separate costs per square meter: Unitary Construction Cost for the new build and extension (uCCNB) and Unitary Construction Cost for refurbishment/alteration (uCCRA).

The CC cost per square meter is based on the quality of the finishes, site constraint, technical difficulties, etc and must be balanced with the budget.

Just to give an example, CC could vary from £ 1,800/m2

for a standard detached new build house in Reading to £ 5,000/m2 for high-end single house in central London.

The Unitary Construction Cost should be applied to the Gross External Area or GEA (the footprint including external walls) in case of new build and extension and to the Gross Internal Area (GIA) for refurbishment/

alteration as follows:

CC = uCCNB x GEA + UCCRA x GIA

4.3 The Project Cost (PC)

At the beginning of the project, it is possible just to estimate the preliminary Construction Cost (CC) and Professional Fees where the latter is a percentage of the CC as follows.

The sum of Construction Cost and Professional fees gives the Project Cost (PC).

A rough estimation suggests that the total professional fee for small medium size residential projects (Architect, Engineers, Quantity Surveyor, etc,) is around 15% of CC.

PC = CC +Professional Fees

PC = CC+15% CC

4.3 Development Cost (DC)

The Development Cost is the total of all costs incurred from initiation to implementation of a project: not just the Project Cost (basically design plus construction) but all the cost to realise the project.

The Development Cost could vary from project to project and it depends on several factors: acquisition of the land or of the building to be demolished, altered, extended,

63

56

7

56

7

62

112 2

Go

to su

mm

ary

>>3 3

Fina

ncia

l eva

luat

ion

4


financial costs, VAT exemption, fees to be paid to Local Authorities, etc.

A preliminary Development Cost can be calculated at feasibility stage when budget and objectives of the project are discussed with the client and agreed with the project brief.

When all these costs are known, it is advisable to add an extra 10% as margin for contingency.

4.4 Profitability of the investment

The margin of profit is calculated as percentage of the Net Profit over the total investment (which corresponds to the Development Cost).

The Net Profit is calculated as follows:

Net Profit = Increased GDV – DC

The profitability is calculated as follows:

Profitability = Net Profit/DC

All the figures above, if a Preliminary Financial Evaluation is required, are summarised with a spreadsheet.

The increased GDV should be confirmed by a Real Estate Agent in the Area.

Please, note costs are potentially subject to VAT.

16

\\architecture\dropbox\dropbox\architectural\current projects\clarendon road\wip\documents\clients guide - stage 0.doc DATE: 15/06/2018

The profitability is calculated as follows:

Profitability = Net Profit/DC

Profitability = £ 705,625/£ 1,624,375= 43%

The table below summarise this calculation.

GIA

(m²)

Per

cent

age

of U

nita

ry V

alue

Uni

tary

Val

ue

Val

ue

Unitary Value £20,000

New GIA 80 100% £20,000 £1,600,000Transformed GIA 15 50% £10,000 £150,000Refurbished GIA 290 10% £2,000 £580,000

Total Increased GDV £2,330,000

GIA

/GE

A (m

²)

Per

cent

age

of U

nita

ry V

alue

Uni

tary

Val

ue

Val

ue

New GEA 100 £6,000 £600,000Transformed GIA 15 £2,500 £37,500Refurbished GIA 290 £2,500 £725,000External/Landscape £50,000

Total Construction Cost (CC) £1,412,500Professional Fees (% of CC) 15% £211,875

Total Development Cost (DC) £1,624,375

NET PROFIT (TOTAL) £705,625PROFITABILITY (% OF DC) 43%

Increased GDV

Development Costs

Above: Spreadsheet showing a preliminary financial evaluation

65

46

7

67

64

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


Design Process

5.1. Design Phases: Design and Delivery >>

5.2. Design after Delivery >>

5.3. RIBA stages and optimised process >>

5.4. Design process step by step >>

5.5. Client’s role >>

67

46

7

67

66

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


5.1 Design phases: Design and Delivery

The design process is traditionally organised into a Pre-Construction Phase (Design and Delivery) and Construction Phase (Execution).

5.1.1 Design Phase

From the concept to the final configuration of the project, the Design Phase ends with the Planning Permission if this is required (to learn more about cases where Planning Permission is not required, see https://www.gov.uk/planning-permission-england-wales ). Deliverables of this phase includes feasibility study, drawings (layout, elevation, sections), Computer Generated Images (CGIs) and, reports plus anything required to submit Pre App and Planning Application.

The team could include just the Architect at this phase.

However, the involvement of other consultants (Structural engineer, Listed Building Consultant, Surveyor, party wall surveyor, etc) could be advisable and, in specific case, mandatory (if required, for example, to support the Planning Application).

The scale of the drawings and the level of details is usually 1:50 (small projects such as single flats, extensions, etc), 1:100 (medium size project such as detached, semi-detached and terrace house, etc), 1:200 (block of flats).

12/04/2017 CB CH material amendment to 00647/131A/P3

@ A3 1:100

H = -3.30 m

H = -0.05 m

H = -3.30 m

timber louvres

waterstorage

tank

riser

Bathroom3.60 m²

LG.07

LG.08Storage6.74 m²

LG.02Dining18.08 m²

LG.09Patio23.10 m²

LG.04Kitchenette4.67 m²


LG.09Storage2.4 m²

LG.03Lobby2.56 m²

LG.05Gym15.92 m²

LG.06Utility

7.31 m²

LG.01Living47.17 m²

9640

2680

1630

3050

100

2190

200

1100

200

1420

100

5160

1860100

2270200

4760

4800

4190

1630

3430

200

870

9380

+1.00

timber balustrade

timber balustrade

glas

s ba

lust

rade

brid

ge

timbe

r bal

ustra

de

timber balustrade

timbe

r bal

ustra

de

patio at lower level

riser

void

G.06Ensuite3.43 m²

G.06Guest room14.44 m²

G.05Lobby3.23 m²

G.07Painting room9.65 m²

-0.40

G.01Entrance8.64 m²

G.04Lobby3.77 m²

G.03Kitchen24.88 m²

G.08Storage2.4 m²

3700

120

1800

120

1100

120

6770

3650

850

4560 2910

4950

4390

10000

1450

0

9380

REV D C NOTESDATE CLIENT:

GENERAL NOTES ADDRESS

PROJECT

DRAWING TITLE

DRAWING N° SCALE:PURPOSE OF ISSUE: FORMAT:

hampson williamsunit 5 bickels yard151-153 bermondsey street london SE1 3HAe:[email protected] t:020 7378 9560 f:020 7378 9565 hampson williams ltd

Osterley Park

Lower ground and ground floor level

HW365_P

Gurvinder Jagdev

1001

131A Jersey Road, Isleworth - London TW7 4QP

PLANNING

N

0 1 2 5 m

scale 1:100@A2 1:200@A41001

2 Ground floor plan1

scale 1:100@A2 1:200@A41001

Lower ground plan

space for lift accommodation space for lift accommodation


@ A3 1:100

+1.00 +1.00

void

void

riser

roof

light


F.04Ensuite4.20 m²

F.05Bedroom16.88 m²

+2.00


F.07Ensuite4.20 m²

F.02Bridge2.72 m²

F.01Study gallery27.79 m²

F.08Storage2.5 m²

+2.00

F.03Lobby13.39 m²

3700

120

3020

120

1500

120

1500

120

3850

4560 2910

3670

850

2110

7280

32704380

10000

1450

0

voidvoid

priv

acy

scre

en

riser

S.02Bedroom20.05 m²

S.03Ensuite6.33 m²

S.04Dressing room6.94 m²

S.05Lightwell3.31 m²

S.01Bridge5.56 m²

S.05Meditation room10.08 m²

+4.60

S.06Storage2.5 m²

3810120

2550

3200

3200

2780

120

1620

1860

120

4850

10000

1450

0



PROJECT

DRAWING TITLE



Osterley Park

First and second floor level

HW365_P

Gurvinder Jagdev

1002


PLANNING

N

0 1 2 5 m

scale 1:100@A2 1:200@A4

21

scale 1:100@A2 1:200@A41002 1002

First floor Second floor plan


@ A3 1:100

Extention to

131 Jersey Road

[Ref 00647/131/P6]

privacy screen

lightweel

Lower ground level

Ground level

First level

Second level

rooflight

privacy screen

131 A133 131

Overhang as per approved

to be removed

Overhang as per approved

to be removed

No windows facing the rooflight

3.9

1.8

1.0

1.8

2.1

2.4

2.5

1.8

4.1

- 04/12/2017 CB CH material amendment to 00647/131A/P3

[Ref 00647/131/P6]

H = 0.05 m



PROJECT

DRAWING TITLE



Osterley Park

Section

HW365_P

Gurvinder Jagdev

1200


PLANNING

N

0 1 2 5 m

1

scale 1:100@A3

Section

1200


@ A3 1:100

THE OVERHANG ON THE ROOF

STRUCTURE BEHIND THE FACADE TO IMPROVE

THERMAL PERFORMANCES ON THE NORTH SIDE

SIGNIFICANT REDUCTION OF THE BULK BY AVOIDING

glass balustrade

glass

overhang as perapproved schemeto be removed

polycarbonate glass polycarbonate glassslates






PROJECT

DRAWING TITLE



Osterley Park

North and West elevation

HW365_P

Gurvinder Jagdev

1501


PLANNING

N

0 1 2 5 m

21

scale 1:100@A3 scale 1:100@A3

North elevation West elevation

1501 1501


@ A3 1:100

THE OVERHANG ON THE ROOF SHADE SYSTEM ON THE SOUTH SIDE

glass timber brise-soleil

SIGNIFICANT REDUCTION OF THE BULK BY AVOIDING

rooflight

glassslates







PROJECT

DRAWING TITLE



Osterley Park

HW365_P

South and East elevation

Gurvinder Jagdev

1502


PLANNING

N

0 1 2 5 m

21


South elevation East elevation

1502 1502


@ A3 na



PROJECT

DRAWING TITLE



Osterley Park

HW365_P

Materials > summary

Gurvinder Jagdev

1510


PLANNING

N

0 1 2 5 m

Tim

ber

bris

e-so

leil

[See

HW

365

1513

Mat

eria

l > S

hadi

ng s

yste

m]

Poly

carb

onat

e fa

çade

+ g

laze

d w

indo

w

[See

HW

365

1512

Mat

eria

l > P

olyc

arbo

nate

]

West South

East North

Fibre Cement Slates[See HW365 1511 Material > Slate]


@ A3 1:100

+1.00 +1.00

void

void

riser

roof

light


F.04Ensuite4.20 m²


+2.00


F.07Ensuite4.20 m²

F.02Bridge2.72 m²

F.01Study gallery27.79 m²

F.08Storage2.5 m²

+2.00

F.03Lobby13.39 m²

3700

120

3020

120

1500

120

1500

120

3850

4560 2910

3670

850

2110

7280

32704380

10000

1450

0

voidvoid

priv

acy

scre

en

riser

S.02Bedroom20.05 m²

S.03Ensuite6.33 m²

S.04Dressing room6.94 m²

S.05Lightwell3.31 m²

S.01Bridge5.56 m²

S.05Meditation room10.08 m²

+4.60

S.06Storage2.5 m²

3810120

2550

3200

3200

2780

120

1620

1860

120

4850

10000

1450

0



PROJECT

DRAWING TITLE



Osterley Park

First and second floor level

HW365_P

Gurvinder Jagdev

1002


PLANNING

N

0 1 2 5 m

scale 1:100@A2 1:200@A4

21

scale 1:100@A2 1:200@A41002 1002

First floor Second floor plan



@ A3 1:100

H = -3.30 m

H = -0.05 m

H = -3.30 m

timber louvres

waterstorage

tank

riser

Bathroom3.60 m²

LG.07


LG.02Dining18.08 m²

LG.09Patio23.10 m²

LG.04Kitchenette4.67 m²


LG.09Storage2.4 m²

LG.03Lobby2.56 m²

LG.05Gym15.92 m²

LG.06Utility

7.31 m²

LG.01Living47.17 m²

9640

2680

1630

3050

100

2190

200

1100

200

1420

100

5160

1860100

2270200

4760

4800

4190

1630

3430

200

870

9380

+1.00

timber balustrade

timber balustrade

glas

s ba

lust

rade

brid

ge

timbe

r bal

ustra

de

timber balustrade

timbe

r bal

ustra

de

patio at lower level

riser

void

G.06Ensuite3.43 m²

G.06Guest room14.44 m²

G.05Lobby3.23 m²


-0.40

G.01Entrance8.64 m²

G.04Lobby3.77 m²

G.03Kitchen24.88 m²

G.08Storage2.4 m²

3700

120

1800

120

1100

120

6770

3650

850

4560 2910

4950

4390

10000

1450

0

9380



PROJECT

DRAWING TITLE



Osterley Park

Lower ground and ground floor level

HW365_P

Gurvinder Jagdev

1001


PLANNING

N

0 1 2 5 m

scale 1:100@A2 1:200@A41001

2 Ground floor plan1

scale 1:100@A2 1:200@A41001

Lower ground plan


Drawings for planning application include plans (layouts), elevations, sections. Even though the project is not scrutinised from a Building Regulation perspective at this stage, it is preferable develop the project taking in consideration these aspects as well. CGIs (Computer Generated Images, 3D visualisations) help in explaining the project. Inspecificcases(conservationarea)theycouldberequiredtodemonstratetheimpactof the proposal on the surrounding area or the use of materials.

69

46

7

67

68

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


5.1.2 Delivery Phase

During the Delivery phase the project is developed to provide all the necessary information for pricing and construction.

Architectural, Structural, Mechanical (cooling, heating, extract systems), Electrical (small power and lighting), Plumbing (drainage, water supply, etc) information must be coordinated.

At this stage, the design team includes more professionals who must be coordinated by the Design Manager. Contractor or subcontractor could be also involved at this stage.

Beside drawings (whose level of detail and scale of representation goes from 1:200 to 1:10/5/2) and reports, deliverables also include also schedules (windows, doors, finishes, fixtures, etc) and specifications (description of materials, performance, features).

Every single component to build the building is represented, dimensioned, described, listed and positioned.

The level of information has to be adequate to ensure an accurate estimation of the Construction Cost and allowing the Contractor (who will build the building) to plan the construction programme (time line and sequences).

-3.30

-0.40

±0.00

+2.00

+4.50

+9.74

-0.40

±0.00

+4.50

2200

2300

2000

2090

2260

1950

1100

1000

2500

2130

1460

870

2100

BOILER

extract from lower ground utility, wc, plantroom

190

2010

extract from wc

screed+UFH+floor

screed+UFH+floor

socket unit

acoustic insulation+floor

AC (cooling/heating) unitboxed with lighting

AC (cooling/heating) unitboxed with lighting

AC (cooling/heating) unitboxed with lighting below

and shelves above

2030

3660

2900

3760

Lover ground level

Second floor level

First floor level

Ground level

6520 3510

10030

1206080

2403080

120

2009240

200

9640

300

2900

500

2900

3520

2850

-3.30

-0.40

±0.00

+2.00

+4.50

+9.74

-0.40

±0.00

+4.50

socket unit

3660

6660

AC (cooling/heating) unitboxed with lighting below

and shelves above

AC (cooling/heating) unitboxed + sockets

screed+UFH+floor

AC (cooling/heating) unitboxed with lighting + desk

1800

1800

2260

2080

1820

600

extract from kitchen

2200 24

00

2500

screed+UFH+floorscreed+UFH+floor

glazed floor

F.09Bedroom

F.02Library

G.02Formal living

G.03Kitchen

LG.04Dining room

LG.02Family room

Lover ground level

Second floor level

First floor level

Ground level

6520 3510

10030

1206080

2403080

120

2009240

200

9640

300

2900

500

2900

3520

2850

@ A1 1:50

12/20/2016 CB CH First issue

CLIENT:

hampson williams

unit 5 bickels yard151-153 bermondsey street london SE1 3HAe:[email protected] t:020 7378 9560 f:020 7378 9565 hampson williams ltd

Osterley ParkGurvinder JagdevREV D C

SCALE:

HW365 P 1501

ADDRESS

PROJECT

DRAWING TITLE

DRAWING N° PURPOSE OF ISSUE:


GENERAL NOTESNOTESDATE

1501 1501

Section 1-1 and 2-2

TENDER

N

0 1 2 5m

1 2


Section 1-1 Section 2-2

@ A1 1:50

S.G.EF

S.G.CS+F

S.G.DS+F

S.G.BS+F

S.G.AF

S.F.AF

S.F.BS+F

S.F.CF

S.F.DS+F

S.F.EF

S.S.BSH.I+F

S.S.CSH.I+F

S.S.DSH.I+F

S.S.ESH.I+F

ABCDE

low

er g

roun

dgr

ound

first

seco

nd

S.LG.AS+F

S.LG.BS+F

S.LG.CS+F

S.LG.DS+F

S.LG.EF

-0.40

±0.00

+2.00

+3.76

+4.50

+9.74

1200 1700 1700 2050 2050

1700 2050 20501200 1700

1200 1700 1700 2050

2200

2360

2560

2100

460

3310

1420

640

2530

2050

570

2050

2140

2050

2150

2050

690

2660

1630

2050

310

2200

2200

2200

2200

1200 1700 1700 2050 2050

2500

2500

2500

2500

2500

2001100

2001600

2001600

2001950

2001950

200

9400

1300 1800 1800 2150 2150

timber brise-soleil

glass

zinc

perforated metal sheet steel frame

-0.40

±0.00

+2.00

+4.50

+6.76

E.F.04S+F+F

E.F.05H+F

E.S.02.1DH

S.S.02.2RL

1500 6140

4960

1400 1410 3680

6490

14500

2000

2300

580

4960

timber cladding

timber cladding

zinc

polycarbonate

glass

polycarbonate

E.F.05H+F

FIRST FLOOR SECOND FLOOR

E.F.04S+F+F E.S.02.1

DH

WEST FACADE

2160

1140

2060

2640 2030 1410

12/19/2016 CB CH Firts issue

CLIENT:

hampson williams


REV D C

SCALE:

ADDRESS

PROJECT

DRAWING TITLE

DRAWING N° PURPOSE OF ISSUE:

GENERAL NOTESNOTESDATE

Osterley ParkGurvinder Jagdev

HW365 P 1212


South and East elevations

1212 1212 1212

1212 1212 1212

TENDER

1

scale 1:50@A1

South elevation


East elevationWindows details

12 am / 21 July

12 am / 21 December

EXT

INT

EXT

INT BRISE-SOLEIL

Dimensions and distance

of the brise-soleil elements

have been calculated in order

to obtain maximum protection

during the Summer and

maximum solar gain

in Winter.

2 3

4 4Shade system detail 4 Timber cladding detailWindows drawing schedule

scale 1:25@A1

Drawing at Delivery stage have an higher level of information (com-pare the elevations and the sections above with those for planning). Specifications of materials, dimensions, description and dimensions of components (windows, doors, etc) are necessary to price the construc-tion.

71

46

7

67

70

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


2400

niche

1500

1600

800

Wall: Washbale white paint

Vanity unit: white corian

Shelves sliding panels: mirror

Glass screen

1.04

.1H

O.M

1

1

2

3

4

5

Wall/Floor: Shadestone light nat 600x600 Ceramica Sant'Agostino floor to ceiling

1

1

2

3

5

4

Basin: Fine semi recessed basin One tap hole H180x600x450 Britton

WC: Wall hung wc toilet with dual Flush concealed wc cistern

Linear shower drain system

Chrome heated towel railJubeck988x500

1

PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:

PURPOSE OF ISSUE: DRAWN BY: CHECKED BY:

hampson williams


REVISION: DATE:NOTES: GENERAL NOTES:

PURPOSE OF ISSUE:

I=Information, C=Comment, P=Planning, T=Tender, S=Construction

REVISION: DATE:NOTES:

ch

KEY PROJECT DATES:

2253 1:25@A3

cb

First issue

HW361 T

New Road

TENDER

Dane Cummings

2253

21/10/2016

Ensuite flat B-D

Ensuite flat B-D

0 1 2

1

PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams



PURPOSE OF ISSUE:



ch

KEY PROJECT DATES:

2305

cb

First issue

HW361 T

New Road

TENDER

Dane Cummings

Footpath and entrance

2305Footpath and entrance

21/10/2016 0 1 2

1

Post box

Doorbell

Electric meter

Telecom meter

Large delivery box

LED strip

LED strip

Entrance

Services box

Cover for gas meter

Plants

Bike rack

Timber fences

Cicle rack

timber cover

metal case

openable cover

1

2

3

4

5

61 2

3

4

6

5

PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams



PURPOSE OF ISSUE:



ch

KEY PROJECT DATES:

2305

cb

First issue

HW361 T

New Road

TENDER

Dane Cummings

Footpath and entrance

2305Footpath and entrance

21/10/2016 0 1 2

1

Post box

Doorbell

Electric meter

Telecom meter

Large delivery box

LED strip

LED strip

Entrance

Services box

Cover for gas meter

Plants

Bike rack

Timber fences

Cicle rack

timber cover

metal case

openable cover

1

2

3

4

5

61 2

3

4

6

5

Some specific areas could just show the “design intent”, outlining the aspect to be taken into consideration for pricing, leaving room for the contractor to suggest the best option to be agreed. For example, in the bathroom above, the WC has been described as “wall hung wc toilet” without specifying a specific model but the tiling has a specific size, brand and colour. In some cases, some information are mandatory (size/colour) and other a suggestion (brand). Instead of a specific prod-uct it is possible to specify its characteristics (performance, dimension, etc) leaving the contractor to match the specification.

128

1009010

1025

3225

128

10010015

235

128

1001005

225200100

5 128

325200100

15 128

335

128

1001104

7555

385

128

10011020

250

128

1001104

36270

20100

204

804

4020

288

HW361 - LAND TO THE REAR OF, 3 NEW ROAD, LONDON, N8

External walls build ups

HW361 T

Dane Cummings

TENDER

REV D issue for tender 28.10.2016

D

PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams



PURPOSE OF ISSUE:



ch

KEY PROJECT DATES:

1:5@A1 / 1:10@A3PL4003

ac

U Value (Be Lean) = 0.18 W/m2K

EW 2.1

Horizontal and vertical battens

INTEXT

U Value = 0.168 W/m2K

Timber Shingles [H64.120]

Breather Membrane [H21.130A]

Kingspan Kooltherm K5 [H21.120A]

Plasterboard [K10] on dabs

EW 1.1

Cavity

U Value (Be Lean) = 0.18 W/m2KU Value = 0.18 W/m2K

INTEXT

EW 1.3B


EXT INT

Concrete

Metal Cladding

EW 1.3C

INTEXT

Kingspan Kooltherm K106 [F30.150A]

Brickwork [F10.110]


Plasterboard [K10] on dabs Plasterboard [K10] on dabs

EW 1.2B


EXT INT

Brick Slips

Concrete

EW 1.2C

INTEXT




INTEXT

EW 3.1U Value = 0.169 W/m2K



External Render [M20.160]


EW 4.1

INTEXT

Vertical Timber Cladding [H21.110A]


Insulation [H21.120B]

OSB [K11.435A]

Air Gap

Plasterboard [K10]

Insulation [H21.120B]

U Value = 0.16 W/m2KU Value (Be Lean) = 0.18 W/m2K

INT

U Value = 0.17 W/m2K

EXT

EW 5.1

Zinc Cladding [H31.120] on metal supports




Blockwork [F10.355A]Blockwork [F10.355A] Blockwork [F10.355A]

Blockwork [F10.355A]Blockwork [F10.355A]

Blockwork [F10.355A]

DO NOT SCALE FROM THIS DRAWINGTHIS DRAWINGS IS FOR PRICING PURPOSES ONLYThis drawing to be read in conjunction with Structural design drawings and specification by GDCPartnership and M&E design drawings and specification by A&GPartnership Consultant.THE CONTRACTOR SHOULD NOTIFY THE ARCHITECT OF ANY DISCREPENCIES BETWEEN SITE CONDITIONS AND THE INFORMATION DESCRIBED ON THIS DRAWING

NOTE- All Plasterboard are finished with Plaster [M20.280A] where not otherwise stated.

225

5931

315

225

3020

3030

5

2523

022

530

2030

560

600

2515

525

090

3020

30

3322

018

3020

30

351

HW361 - LAND TO THE REAR OF, 3 NEW ROAD, LONDON, N8

Floors build-ups

HW361 T

TENDER

REV D issue for tender 28.10.2016

D

PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams



PURPOSE OF ISSUE:



ch

Dane Cummings

KEY PROJECT DATES:

1:5@A1 / 1:10@A3PL4003

ac

IF 1.1 IF 2.1

B1 - OFFICES

B1 - OFFICES

Concrete slab

Pedestal [K40.320]

Flooring

Concrete slab

B2 - FLAT FF

B2 - OFFICES GF

Fermacell Gypsum [K11.295]Flooring

Underfloor heating [T90.475]Jupiter Ideal EPS

IF 3.1

Double Plasterboard [K10]


Underfloor heating [T90.475]Jupiter Ideal ECO

Timber web joists 219x72

OSB [K11.435A]

IF 2.2

Concrete slab



B2 - FLAT SF

B2 - FLAT FF

False ceiling supports




B2 - FLAT TF

IF 2.3

B2 - FLAT SF


Concrete slab

Screed

False ceiling supports

DO NOT SCALE FROM THIS DRAWINGTHIS DRAWINGS IS FOR PRICING PURPOSES ONLYThis drawing to be read in conjunction with Structural design drawings and specification by GDCPartnership and M&E design drawings and specification by A&GPartnership Consultant.THE CONTRACTOR SHOULD NOTIFY THE ARCHITECT OF ANY DISCREPENCIES BETWEEN SITE CONDITIONS AND THE INFORMATION DESCRIBED ON THIS DRAWING

Ref: Timber frame interface detail/Head

Rationel DWG TF002-B

Ref: Timber frame interface detail/Head

Rationel DWG TF002-B

2

2

Plasterboard

External insulation

Insulated timber frame panel

UC 203x203x46 (Ref Structural Engineer drawings)

UB 203x133x30 (Ref Structural Engineer drawings)

Roller blind

Floor + farmacell Gypsum

UFH+Jupiter Ideal ECO+OSB

1 2 3

EW 4.1

4

91

256

4

1

2

3

4

5

Timber cladding+air gap

6

7

8

9

IF3.1EF3.1

PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams



PURPOSE OF ISSUE:



ch

KEY PROJECT DATES:

6342 1:5@A3HW361 T

New RoadDane Cummings

TENDER

6342

cb

First issue 17.10.2016

Cantelivered slab over the window [B3]

Cantelivered slab over the window [B3]1Scale 1:10 @A3

Build-ups describe the layering of every single component (walls and floors for example) and Detailed Junction, show how these components work together. Detailed junctions show the interface

of the building with manufactured components (windows, doors, other

off-site produced items). Build-ups should report dimension and required

performance (U value matching the Energy report or Building Regs, Acoustic

performance, Fire rate resistance, etc) and they should possibly have notes

referred to external reports (i.e. Energy Report, Building Control report, etc.)

73

46

7

67

72

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


IW1.1

IW1.4

IW2.4

EW1.1

EW1.1

EW1.1

EW1.1

EW1.1

EW1.1

EW1.0

EW1.0

EW1.1

IW2.1

IW2.0

IW1.1

IW1.1

IW1.2

IW1.1

IW2.0

IW2.0

IW1.0

IW1.0

IW1.0

IW1.0

IW1.0

G.11

Stair

G.10

Storage

2.2 m²

G.05

Utility

6.0 m²

G.04

Kitchen

9.6 m²

G.03

Living

32.9 m²

G.11

Storage

1.2 m²

G.01

Vestibule

4.7 m²

G.06Study

4.76 m²

G.09

Bedroom 2

12.4 m²

G.02

Hallway

9.5 m² 4.0 m²Bathroom 1

G.08

11.9 m²

G.07

Bedroom 1

12.0 m²

1020

0

2103090

350

3505850

350

8400

1370

4390

5760

2320

3680

4300 6540

350

3120

150

1980

250

4060

310

4860

740

3420

740

450

100

1740

2160

1600

2790

1220 3780

650 550300

910 1400

3800

1980 2320 1250 4110 740 450

3220

8440

180

2710

150

1740

2790

3660

2110

3880

3300 150

1090

200 50

2110

150

1740

350

3690

1510150

2010

55

44

33

22

11

D

D

C

C

A

A

B

B

6 6

77

E F G H

E F G H

88

9 9

1995 2305 1100 1100 565 3335

1220

1220

1220

1830

2440

1830

1875

4270

HW357 1028

Michael Mifsud 300 Lordhip lane, London SE22

TENDER CB CH

H2 - Wall typologies: Ground floor

GENERAL NOTES: PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams

unit 5 bickels yard151-153 bermondsey street london SE1 3HAe:[email protected] t:020 7378 9560 f:020 7378 9565 hampson williams ltd -

PURPOSE OF ISSUE:



1:50@A1

15.01.16- Issue for tender

0

1 2 3 4

5000 mm

5 m

Ground floor plan 01Scale 1:50@A1

1) Creation of a service gap (variable dimension) for typologies *.2 and *.32) OSB+plasterboard instead of 2 layers of plasterboard 3) Consider option with vapour barrier4) Studs' dimensions have to verify by structural engeneer5) Consider option without acoustic insulation as typology *.4 for the internal walls

N

1028

External wall150 mm stud

withoutinternalservice gap

withinternalservice gap

Internal wall150 mm stud

withONE SIDEservice gap

withTWO SIDESservice gap

withoutservice gap




withoutservice gap

EW1.0

EW1.1

IW2.0

IW2.1

IW2.2

IW1.0

IW1.1

IW1.2

Every component should be named with a code to reference it in the Specification document and general drawings at bigger scale. Some-time it could be convenient to have build-ups and plans in the same drawing for an immediate reading. The component code in the build-up detail could be associated to a colour (i.e. orange for external wall and green for partition) for a quick reading of the position of these components. However, since a coloured drawing could be printed in grey scale, the information cannot be supported just by the colour. The

IW1.1

IW1.4

IW2.4

EW1.1

EW1.1

EW1.1

EW1.1

EW1.1

EW1.1

EW1.0

EW1.0

EW1.1

IW2.1

IW2.0

IW1.1

IW1.1

IW1.2

IW1.1

IW2.0

IW2.0

IW1.0

IW1.0

IW1.0

IW1.0

IW1.0

G.11

Stair

G.10

Storage

2.2 m²

G.05

Utility

6.0 m²

G.04

Kitchen

9.6 m²

G.03

Living

32.9 m²

G.11

Storage

1.2 m²

G.01

Vestibule

4.7 m²

G.06Study

4.76 m²

G.09

Bedroom 2

12.4 m²

G.02

Hallway

9.5 m² 4.0 m²Bathroom 1

G.08

11.9 m²

G.07

Bedroom 1

12.0 m²

1020

0

2103090

350

3505850

350

8400

1370

4390

5760

2320

3680

4300 6540

350

3120

150

1980

250

4060

310

4860

740

3420

740

450

100

1740

2160

1600

2790

1220 3780

650 550300

910 1400

3800

1980 2320 1250 4110 740 450

3220

8440

180

2710

150

1740

2790

3660

2110

3880

3300 150

1090

200 50

2110

150

1740

350

3690

1510150

2010

55

44

33

22

11

D

D

C

C

A

A

B

B

6 6

77

E F G H

E F G H

88

9 9

1995 2305 1100 1100 565 3335

1220

1220

1220

1830

2440

1830

1875

4270

HW357 1028


TENDER CB CH

H2 - Wall typologies: Ground floor


DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams


PURPOSE OF ISSUE:



1:50@A1


0

1 2 3 4

5000 mm

5 m

Ground floor plan 01Scale 1:50@A1

1) Creation of a service gap (variable dimension) for typologies *.2 and *.32) OSB+plasterboard instead of 2 layers of plasterboard 3) Consider option with vapour barrier4) Studs' dimensions have to verify by structural engeneer5) Consider option without acoustic insulation as typology *.4 for the internal walls

N

1028

External wall150 mm stud

withoutinternalservice gap

withinternalservice gap




withoutservice gap




withoutservice gap

EW1.0

EW1.1

IW2.0

IW2.1

IW2.2

IW1.0

IW1.1

IW1.2

colour must be considered an aid to simplify the understanding of the drawings, but the drawing must be unambiguous also printed in grey scale. Colour blindness affects 8% of the male population and entrusting colours to deliver information is inadvisable.The build-up describe WHAT, plans and section and elevation say WHERE, detailed junctions say HOW, and external reports say WHY. Quantity could be derived by the drawings or by schedules.

75

46

7

67

74

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


LivingG.03

IDTYPOLOGY

Roomreference

Position

IDTYPOLOGY

Roomreference

Position

G-01HD

G.09Bedroom 2

G-02F

fixed

G-03HD

G.08Bathroom 1

G.07Bedroom 1

fixed

fixed

fixed

fixed

fixed

G.06Study

G-04F F

G-05 G-07PW

G-06F

pivo

t

G.03Living

G-08F

G.04

G-09

Kitchen

G-10F

UtilityG.05

1.04Ensuite bathroom

1-01F+R

1-02D+F+R

1.03HD+R

1-04F

1-06F+R

1-05D+F+R

1-07HD+R

Rooflightfixed

Rooflightfixed

fixedfixed

fixed

fixed

fixed

Rooflightfixed

Hallway1.01 1.06

Bedroom 3 Bedroom 41.07

Hallway1.01

Bathroom 21.08

Master Bedroom1.02

Rooflightfixed

Rooflightfixed

Rooflightfixed

hing

ed

hing

ed

hingedhinged

hingedhinged

HW+F

fixed

hing

ed

2400

740

1400

740

2400

740 12102400

2400

1940

1330

2400

2400

1745

1000

1600

1400

550

720890

1850

730

4600

2880

760

1200

740

350

3090

1900

740

2500

2070

123011

40

670930

730

1000

2100

2230

980

1170

670

1860

740

1880

730

3740

600

HW357 2120


H2 - Windows

TENDER AC CH


DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams


PURPOSE OF ISSUE:



1:50@A1


0

1 2 3 4

5000 mm

5 m

N

Scale 1:50@A1

Scale 1:50@A1

Ground floor windows

First floor windows 02

01

2120

2120

171 VENTILATION DUCTS IN EXTERNAL WALLING• Manufacturer: Contractor's choice.

- Product reference: Submit proposals.• Placement: Across cavity, sloping away from inner leaf. Full mortar joints to seal cavity.• Protection from water penetration to inner leaf: Where barrier is not integral to duct, form stepped dpc

cavity tray with stop ends above duct, extending 150 mm on each side.

175 CAVITY VENTILATORS• Manufacturer: Contractor's choice.

- Product reference: Submit proposals.• Material/ colour: Plastics/ to match adjoining masonry.• Number and location: As per Drawings and Brick Manufacturers recommendation .

180A CAVITY CLOSERS• Manufacturer: Rockwool Ltd.

- Web: www.rockwool.co.uk.- Email: [email protected] Product reference: Rockwool RockClose

REINFORCING/ FIXING ACCESSORIES

210 CAVITY WALL TIES GENERALLY• Standard: As per Structural Engineers Specification.

- Type: As per Structural Engineers Specification .• Material/ finish: As per Structural Engineers Specification .• Sizes: As per Structural Engineers Specification .

211 CAVITY WALL TIES USED WITH PARTIAL FILL INSULATION GENERALLY• Standard: As per Structural Engineers Specification.

- Type: As per Structural Engineers Specification.• Manufacturer: Contractor's choice.

- Product reference: Contractor's choice.• Material/ finish: As per Structural Engineers Specification.• Sizes: As per Structural Engineers Specification.• Tie mounted insulation retaining clips: As recommended by the manufacturer.

214 CAVITY WALL TIES FOR ALL CAVITY WALLS• Standard: To BS EN 845-1.

- Type: As per Structural Engineers Specification.• Manufacturer: Contractor's choice.

- Product reference: Contractor's choice.• Material/ finish: As per Structural Engineers Specification.• Sizes: As per Structural Engineers Specification.• End types: As per Structural Engineers Specification.• Design embedment length (minimum): As per Structural Engineers Specification.• Movement: As per Structural Engineers Specification.• Additional requirements: As per Structural Engineers Specification.

LAND TO THE REAR OF 3 NEW ROAD F30

HAMPSON WILLIAMS Page 12 of 205 TENDER: 28 Oct 2016

project name 3 NEW ROADproject number HW361Document name HW361 9201 SC Solid and timber doors shedule [B2]Date 9:43 AM

ID POSITION WALL INTERFACE DOORFRAME/ARCHITR

AVEDOOR LEAF

IRONMONGE

RYGENERAL

Structural opening

(TBC from

manufacturer)

Wall features Quality Handing REF NOTES

FloorRoom

IDRoom (TBC) H Thickness Material Type Fire rate

DOOR

SIZE(DIN) Type Material Colour Material Door stop Colour Handle Lock

Thumb turn

lockNBS

w h

[mm] [mm] [mm] [mm] [mm] C

O

C

O

joinery FLAT A 1.01 plantroom 1280 2100 100 IW 1.0 60FD 0 0 - manufacturer painted White manufacturer painted NO TBC INT/EXT EXT HW361 9202

1.01.A FLAT A 1.01 ENTRANCE DOOR 1010 2400 263 PW 2.1 F.LE 60FD 926 2340 left Architrave Veneer NO TBC INT/EXT INT/EXT HW361 9202

1.06.1 FLAT A 1.01 Bathroom 1010 2100 100 IW 1.0 A1.M1 30FD 926 2040 left Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT HW361 9202

1.03.1 FLAT A 1.03 Bedroom 1010 2100 100 IW 1.0 A1.M1 30FD 926 2040 right Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

1.02.1 FLAT A 1.02 Kitchen+Dining+Living Room 1010 2100 100 IW 1.0 A1.M1* 30FD 926 2040 right Architrave manufacturer painted White manufacturer paintedFire & Smoke door

holdersTBC INT/EXT HW361 9202

1.07.1 FLAT A 1.01 Storage 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 left Architrave manufacturer painted White manufacturer painted NO TBC EXT HW361 9202

1.06.1 FLAT A 1.06 Bathroom 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 left Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

1.05.1 FLAT A 1.05 Bedroom 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 right Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

1.04.1 FLAT A 1.03 Ensuite 910 2207 100 IW 1.0 HO.S1 30FD 826 2040 left hidden Metal Plastered manufacturer painted NO TBC INT/EXT YES HW361 9202

1.01.B FLAT B 2.01 ENTRANCE DOOR 1010 2400 263 PW 2.1 F.LE 60FD 926 2340 right Architrave Veneer White manufacturer painted NO TBC INT/EXT INT/EXT HW361 9202

1.02.1 FLAT B 1.02 Kitchen+Dining+Living Room 910 2100 100 IW 1.0 A1.M1* 30FD 926 2040 right Architrave manufacturer painted White manufacturer paintedFire & Smoke door


1.07.1 FLAT B 1.07 Storage 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 right Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT HW361 9202

1.06.1 FLAT B 1.06 Bathroom 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 left Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

1.05.1 FLAT B 1.05 Bedroom 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 left Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

1.03.1 FLAT B 1.03 Bedroom 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 right Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

1.04.1 FLAT B 2.04 En-Suite 1010 2192 100 IW 1.0 HO.M1 30FD 926 2040 left hidden Metal Plastered manufacturer painted NO TBC INT/EXT YES HW361 9202

joinery FLAT C 2.01 plantroom 1280 2100 100 IW 1.0 60D 0 0 - INT/EXT EXT HW361 9202

2.01.C FLAT C 2.01 ENTRANCE DOOR 1010 2400 263 PW 2.1 F.LE 60FD 926 2340 left Architrave Veneer White manufacturer painted NO TBC INT/EXT INT/EXT HW361 9202

2.06.1 FLAT C 2.01 Bathroom 1010 2100 100 IW 1.0 A1.M1 30FD 926 2040 left Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT HW361 9202

2.03.1 FLAT C 2.03 Bedroom 1010 2100 100 IW 1.0 A1.M1 30FD 926 2040 right Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

2.02.1 FLAT C 2.02 Kitchen+Dining+Living Room 1010 2100 100 IW 1.0 A1.M1* 30FD 926 2040 right Architrave manufacturer painted White manufacturer paintedFire & Smoke door


2.07.1 FLAT C 2.01 Storage 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 left Architrave manufacturer painted White manufacturer painted NO TBC EXT HW361 9202

2.06.1 FLAT C 2.06 Bathroom 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 left Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

2.05.1 FLAT C 2.05 Bedroom 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 right Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

2.04.1 FLAT C 2.04 Ensuite 910 2207 100 IW 1.0 HO.S1 30FD 826 2040 left hidden Metal Plastered manufacturer painted NO TBC INT/EXT YES HW361 9202

2.01.D FLAT D 2.01 ENTRANCE DOOR 1010 2400 263 PW 2.1 F.LE 60FD 926 2340 right Architrave Veneer White manufacturer painted NO TBC INT/EXT INT/EXT HW361 9202

2.02.1 FLAT D 2.02 Kitchen+Dining+Living Room 910 2100 100 IW 1.0 A1.M1* 30FD 926 2040 right Architrave manufacturer painted White manufacturer paintedFire & Smoke door


2.07.1 FLAT D 2.07 Storage 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 right Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT HW361 9202

2.06.1 FLAT D 1.06 Bathroom 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 left Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

2.05.1 FLAT D 2.05 Bedroom 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 left Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

2.03.1 FLAT D 2.03 Bedroom 910 2100 100 IW 1.0 A1.S1 30FD 826 2040 right Architrave manufacturer painted White manufacturer painted NO TBC INT/EXT YES HW361 9202

2.04.1 FLAT D 2.03 Ensuite 1010 2192 100 IW 1.0 HO.M1 30FD 926 2040 left hidden Metal Plastered manufacturer painted NO TBC INT/EXT YES HW361 9202

edited CB

checked CH1 of 2

PROJECT HW361 HOUSES 1-4 TITLE

DWG No.

ISSUE TENDER

DATE 20/10/2016

REVISION ` `

FLOOR FINISH

product /

colour ref SKIRTING FINISH

product /

colour ref WALL FINISH

product /

colour ref CEILING FINISH

product /

colour ref NOTES

GROUND FLOOR ROOM REF

Entrance / Dining G.01 Tiles on BAL adhesive 10mm Porcelain TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA

Stairs G.02 Timber 16-18 mm Engineered TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA n/a WHITE / TBA

Hall G.03 Tiles on BAL adhesive 10mm Porcelain TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA

Living / Dining / Kitchen G.04 Tiles on BAL adhesive 10mm Porcelain TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA

Coats G.05 Tiles on BAL adhesive 10mm Porcelain TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA

WC G.06 Tiles on BAL adhesive 10mm Porcelain TBA Tiles on BAL adhesive 10mm Porcelain TBA Matt Vinyl Paint / Tiles WHITE / TBA Matt Vinyl Paint WHITE / TBA

WC G.07 Tiles on BAL adhesive 10mm Porcelain TBA Tiles on BAL adhesive 10mm Porcelain TBA Matt Vinyl Paint / Tiles WHITE / TBA Matt Vinyl Paint WHITE / TBA

FIRST FLOOR

Hallway 1.01 Timber 16-18mm Engineered TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA

Bedroom 1.02 Timber 16-18mm Engineered TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA


Bathroom 1.04 Tiles on BAL adhesive 10mm Porcelain TBA Tiles on BAL adhesive 10mm Porcelain TBA Matt Vinyl Paint / Tiles WHITE / TBA Matt Vinyl Paint WHITE / TBA

Storage 1.05 Timber 16-18mm Engineered TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA

SECOND FLOORHallway 2.01 Timber 16-18mm Engineered TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA


Bedroom / Living 2.03 Timber 16-18mm Engineered TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA

Bathroom 2.04 Tiles on BAL adhesive 16-18mm Engineered TBA Tiles on BAL adhesive 10mm Porcelain TBA Matt Vinyl Paint / Tiles WHITE / TBA Matt Vinyl Paint WHITE / TBA

Plantroom 2.05 Tiles on BAL adhesive 16-18mm Engineered TBA Tiles on BAL adhesive 10mm Porcelain TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA

THIRD FLOORLanding 3.01 Timber 16-18mm Engineered TBA Satinwood WHITE / TBA Matt Vinyl Paint WHITE / TBA Matt Vinyl Paint WHITE / TBA


Bathroom 3.03 Tiles on BAL adhesive 10mm Porcelain TBA Tiles on BAL adhesive 10mm Porcelain TBA Matt Vinyl Paint / Tiles WHITE / TBA Matt Vinyl Paint WHITE / TBA

NOTES

* Refer to A9000 Specification generally

* All paint to be applied as per manufacturers recommendations

HW361 9300

FINISHES SCHEDULE

3 New Road, London N8

hampsonwilliams

5 bickels yard 151 bermondsey street london se1 3ha

t: 020 7378 9560

f: 020 7378 9560

e:[email protected]

PROJECT HW357

TITLE

REFERENCE HW357 - SOW

DATE February 2016

REVISION TENDER

Read in conjunction with HW drawings

Check Excel Document format prior to submitting tender return

Summary of Costs £

1.00 GROUNDWORK & EXCAVATION 0.00

2.00 CONCRETEWORK 0.00

3.00 DRAINAGE 0.00

4.00 SUPERSTRUCTURE / TIMBER FRAME 0.00

5.00 EXTERNAL WALLS & CLADDING 0.00

6.00 ROOFING 0.00

7.00 INTERNAL LININGS 0.00

8.00 RAINWATER SYSTEM 0.00

9.00 INTERNAL DOORS 0.00

10.00 ROOFLIGHTS 0.00

11.00 WINDOWS & EXTERNAL DOORS 0.00

12.00 IRONMONGERY 0.00

13.00 SURFACE FINISHES 0.00

14.00 DECORATIONS 0.00

15.00 KITCHENS 0.00

16.00 BATHROOMS / SANITARYWARE 0.00

17.00 INSULATION 0.00

18.00 EXTERNAL PAVING / HARD LANDSCAPE

CDP 01.00 SUPPLY & INSTALL MECHANICAL & ELECTRICAL SERVICES TOTAL 0.00

A UTILITIES 0.00

B SOIL & WASTE SYSTEMS 0.00

C WATER 0.00

D HEATING 0.00

E ELECTRICAL 0.00

F COMMUNICATIONS / ALARMS / SECURITY / FIRE / HIFI 0.00

G VENTILATION 0.00

BUILDING WARRANTY 0.00

Sub-total 0.00

PRELIMINARIES 0.00

OVERHEADS & PROFIT 0.00

Sub-total 0.00

CONTINGENCY @ 10% 0.00

TOTAL (excl.vat) 0.00

SCHEDULE OF WORKS: PRICING DOCUMENT

300 LORDSHIP LANE SE22 8LY

hampsonwilliams

5 bickels yard 151 bermondsey street london se1 3ha

t: 020 7378 9560

f: 020 7378 9560

e:[email protected]

OPTION 1

PROJECT HW365/option 1

TITLEREFERENCE HW365DATE April 2016REVISION PRELIMINARY

Read in conjunction with HW drawingsCheck Excel Document format prior to submitting tender return

Summary of Costs Description Spec Unit Quantity Rate Sub total Item Subtotal cathegory

1.00 GROUNDWORK & EXCAVATION £183,140.00 21% of CC1.01 Groundwork and excavation Ross construction quote 1.00 £30,000.00 £30,000.001.02 Concrete work Glatthaar quote (slabs, walls, insulation included) 1.00 £110,000.00 £110,000.001.03 Pilings PROVISIONAL PRO RATA 33.00 £580.00 £19,140.001.04 Muck away Ross construction quote m³ 600.00 £40.00 £24,000.00

2.00 DRAINAGE £35,000.00 4% of CC2.01 Summary of costs for drainage PROVISIONAL PRO RATA 1.00 £35,000.00 £35,000.00

3.00 SUPERSTRUCTURE / TIMBER FRAME £200,360.00 23% of CC3.01 CLT superstructure Quote from KLH 1005.00 £152.00 £152,760.003.02 CLT upgrade one side domestic grade Quote from KLH 700.00 £18.00 £12,600.003.03 Steelworks PROVISIONAL 1.00 £35,000.00 £35,000.00

4.00 CLADDING £45,400.00 5% of CC4.01 Roof cladding Terracotta TILES m² 200.00 £150.00 £30,000.004.02 Walls cladding Western red cedar m² 140.00 £110.00 £15,400.00

5.00 INSULATION £9,140.00 1% of CC5.01 external walls insulation 120 mm m² 140.00 £21.00 £2,940.005.02 Roof insulation 120 mm + 60 mm m² 200.00 £31.00 £6,200.005.03 LWG floor insulation 100 mm (included in Glaathaar quote) m² 0.00 £17.00 £0.005.04 LWG walls insulation 100 mm (included in Glaathaar quote) m² 0.00 £17.00 £0.00

6.00 RAINWATER SYSTEM £10,000.00 1% of CC6.01 Summary of costs for rainwater system 1.00 £10,000.00 £10,000.00

7.00 WINDOWS & EXTERNAL DOORS £146,500.00 16% of CC7.01 North glazed façade Fixed glazing system m² 56.00 £1,000.00 £56,000.007.02 South Glazed façade (LWG doors excluded) Fixed glazing system m² 43.00 £1,000.00 £43,000.007.03 Windows Openable m² 28.00 £1,200.00 £33,600.007.04 Rooflights Fixed glazing system m² 5.00 £2,000.00 £10,000.007.05 External doors Solid cladded door 2.00 £1,600.00 £3,200.007.06 Ironmongery External doors 2.00 £350.00 £700.00

8.00 INTERNAL LININGS £18,750.00 2% of CC8.01 Ceiling linings Battens+board from 50% to 100% m² 200.00 £25.00 £5,000.008.02 Walls linings Battens+board from 25% to 50% of internal walls m² 550.00 £25.00 £13,750.00

0.00 INTERNAL DOORS £21,580.00 2% of CC9.01 Hindged doors Frameless solid core Lacquered Smooth finish STD dimension 12.00 £750.00 £9,000.009.02 Sliding doors 7.00 £1,200.00 £8,400.009.03 Ironmongery 19.00 £220.00 £4,180.00

10.00 SURFACE FINISHES £31,200.00 4% of CC10.01 Screed m² 330.00 £15.00 £4,950.0010.02 Flooring type A (bed, dining, etc) Engineering Timber m² 270.00 £55.00 £14,850.0010.03 Flooring type B (bathrooms, kitcken, utility, etc) Resin (Senso) m² 60.00 £115.00 £6,900.0010.04 Wall covering type B (bathrooms, kitcken, utility, etc) Resin (Senso) 50% of walls m² 50.00 £90.00 £4,500.00

11.00 DECORATIONS £10,600.00 1% of CC11.01 Paint to ceiling 50% of main rooms ceilings + 100 % bathrooms m² 200.00 £10.00 £2,000.0011.02 Paint to walls from 25% to 50% of internal rooms m² 500.00 £10.00 £5,000.0011.03 Special paint to walls PROVISIONAL m² 40.00 £90.00 £3,600.00

SCHEDULE OF WORKS: PRICING DOCUMENT

Osterley Park

hampsonwilliams5 bickels yard 151 bermondsey street london se1 3hat: 020 7378 9560f: 020 7378 9560e:[email protected]

The Specification document (top of the page) organised by catego-ries, lists every single component to build the building. Specification describe all the properties of every single layer shown in the drawings. Specification detail where the use of a certain material/product is mandatory, where is necessary to match required performance (for ex-ample: the U value of the wall is given by the U value of all the layers), where the material is Contractor’s choice or to be agreed at later time.Doors and windows schedules (center of the page) have a code to be used in the drawings as reference giving dimension and required quantity.

A pricing document (above) is provided to the contractors invited to tender to make easier comparing different offers. The pricing document can be more or less detailed, and it should give also an indication of the quantity otherwise it will be up to the contractors to work them out. Extracting quantity information from the drawing is a laborious task and it is ikely to have differences and discrepancies comparing offers, making the tender analysis laborious and complicated.

BIM allows to extract quantity information in a matter of seconds and, if the model is accurate and well-coordinated, that information is totally reliable. Providing Pricing document with quantity based on BIM analisys makes the tender process quicker and more reliable.

77

46

7

67

76

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


5.2 Design after delivery

When the construction starts on site, the Design Team’s job is probably not finished yet.

In some cases, the design responsibility passes from the Architect to the Contractor (that’s the case in a Design & Build contract).

Ideally the design activity at this stage should be kept at a minimum level since “design” often means “change” and the cost of any change at this stage is very high.

In the design programme (which defines what must be designed and at what stage), just those items which have no impact on the schedule of work should be left to be designed and detailed.

Unfortunately, there are other couses leading towards an intense design activity also after the Contractor has been appointed and the project is ready to start (or it’s already started) on site.

A few examples of design services required during construction follow in the next pages, explaining the reason why those services are required and in which cases they could create a problem with the programme.

5.1.3 Between Delivery and Construction

In a traditional process, the Design team deliver all the information to a Contractor for pricing and the handover from Design Team and Construction Team takes place.

This process can be managed in different ways (see chapter about the procurement route) having an impact on time and cost.

Whatever the procurement route, the contractor sets a price to build the building based on the received information.

Besides the building (whose cost depend on the design, size, quality of materials and finishes, performances, etc.), also site constraints and procurement route have an impact on the construction cost.

Components which have not be detailed yet at this stage (joinery, kitchen, staircase, etc) could be priced as lump sum.

The Construction Cost will also include Preliminary Items (site accommodation, Indemnity insurances, transport costs, site security, waste disposal skips, admin, Health & Safety measures, etc) and Technical Services (Project Manager, Design Manager, Site Manager, etc).

79

46

7

67

78

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


5.2.1 Components to be detailed

Unless absolutely everything has been detailed at delivery stage, there are always few items to be designed or detailed for off-site construction.

That’s the case with components like staircases, windows, rooflights, kitchens, etc.

All these components depend on the manufacturer who, unless differently specified, is selected after the delivery documents have been developed (for example, before the tender took place).

A staircase will need details for off-site construction (shop drawings) which could be designed by the Architect/Interior Designer or by the manufacturer themselves for Client’s approval and to be coordinated by the Architect.

However, as well as the components, the interfaces between these components and the rest of the building have to be coordinated at this stage (junctions, fire stoppings, etc).

Once again, BIM plays a fundamental role for those items to keep control of the design. Complex shapes or high-detailed joinery items requires the highest level of control to be sure that the design intent will be properly executed by the subcontractor or manufacturer.

Off-site constructionBIM LOD 300 model of the main staircase (top left), shop drawings for Off-site construction for both the pre-cast RC structure and handrail (left), the final result (above).

BIM allows control any off-site item and their interface with the main building avoiding issues when the pieces are put in place.

81

46

7

67

80

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


5.2.2 Improvements suggested by the Contractor

The Contractor could suggest improvements or most efficient/cost-effective solutions which could require small alterations to be coordinated.

Consequences in terms of design coordination for Systems (Cooling/Heating system, air conditioning, MVHR, etc) are described on the following page.

The Pros/Cons balance (benefits coming with the proposal against the time/cost of managing the change) must be carefully evaluated.

Who oversees the design must be involved for that evaluation, to coordinate the change and to provide updated drawings and information.

5.2.3 Unforeseen events

Unforeseen events could require design changes.

To give few examples: in a new building, something discovered during the excavation could lead to a different solution for the lower ground structure; unknown condition of an existing building discovered after the beginning of work could require alterations; a sudden and unforeseen shortage of specific material or unpredictable inability to a provider/manufacture to deliver in time could suggest finding alternatives and, possibly, design changes.

JoinerySecondary staircase and cupboard integrated: CGI of the concept (top left) compared with the final result (top right)Shop drawings for joinery derive from a BIM model LOD 400 (above) ensure a perfect execution of the details.

83

46

7

67

82

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


5.2.4 Heating, cooling, Air Conditioning and Systems in general

At delivery stage all the systems have been designed giving priority to functionality and performance. The delivery documents (drawing and schedules) show no more than the ‘design intent’ where dimension of the machinery and ductwork paths are no more than place holders of the real system to be built.

Unless a very specific system has been selected at delivery stage, even considering standard size and dimension for specific components (ductworks), it is pointless for the Service Engineer to specify more at delivery stage. The design for execution will be done by the subcontractor and the Service Engineer may be required to oversee the design and the execution on behalf of the client.

Since these systems (machinery and ductworks) are bulky, their placement must have to be coordinated with structures to avoid interferences (so-called clashing points where, for example, a duct clashes with a beam) and plumbing (for example a drainage from the bathroom upstairs crossing the ceiling downstairs to be connected with the main drainage line).

As a consequence, alteration to the interior design may be required (dropping down ceilings, creating bulkheads, moving partitions, etc.) and everything has to be perfectly coordinated to be executed on site.

Simulation of construction phases and clash detection with BIM

A BIM model based on the tender package allows verifi-cation of the provided set of information is complete, fully coordinated and consistent.

Clash detection avoids issues which would be discovered too late on site requiring expensive adjustments.

Simulating the construction stages helps in understand-ing what kind of information must be provided on site at every stage of works.

In specific cases, such as Listed Building and/or con-servation area, the designed system could be subject to approval by the Local Authority where the system has an impact on the external appearance of the building (machinery on the roof, large grilles, etc.). So, it is impor-tant to verify that everything works before starting on site: requiring an alteration to the planning approval or to planning conditions already approved could cause a delay of months.

85

46

7

67

84

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


5.2.5 Setting-Out information

Setting-Out drawings are the basic tool to transfer the information from the design team to the construction team.

Architectural drawings integrated with MEP (Mechanical, Electrical, Plumbing) information show a plan when the building is completed but they are not suitable for giving instruction on site.

Too much information makes difficult reading. Filling a drawing with too much information requires using large format (A1 or A0) which are not practical on site. Very likely A1 drawings are printed in A3 reducing the original scale: the consequence is texts and dimensions are quite unreadable, especially in a dusty environment.

Service engineers use colours to provide information (i.e. hot water, cold water, return) but those colours which look clear on a black screen are confused printed on white paper.

Setting-out drawing must be clear, readable, and printed in A3 format. Colour, should not be used as the only way to transfer information (grey scale print has to be considered), with a good contrast with white background and easibily distinguishable from each other. Information must be delivered when they are needed on site: information for the structure, for masonry, partitions, etc. avoiding cramped information in the drawings.

LA2

A1L

SB1

A1L

UP

G.01

G.02

PLAN

TER

GARDEN

GARDEN BELOW

HALLWAY

LIFT

RISER

VEHICLE ENTRANCE

BIN STORE

MAIN ENTRANCE

D

WROOFLIGHTTERRACE

WG.1

D

D

DG.1

WG.2 VOID

LIVING ROOM

4.3

13.1

14.114.1

11.1 14.1

14.1

14.1

14.1

10.1

EDG.1

W

G.3WW

G.04COATS

G.05

G.03STUDY

9.2

G.4

G.5

G.6

13.1

10.2

13.1

15.1

7.2

14.3

14.3

15.1

14.1

13.1

14.3

13.2

cornice on the top

13.2

cornice on the top

cornice on the top

13.2

13.2

cornice on the top

17.3

WC 1

G.2

G.3

G.5

DG.4

4.1

8.2

7.1

+7.462

+7.512

+7.512

+7.512

+7.512

1600

1140

400 2600 400

3400

1810

4773

12480

5698

2805

1830150

2170

50

5066

7915

73

1003400

100

FIREPLACE

E=526528N=177881

12021

12031

12021

12031

11200

CB

A

1 72 3 4 5 6

D

CB

AD

72 3 4 5 61

11200

11201

11201

5520

1700

6300

3910 4900 1800 3790 2810 4520

1 Elm Park Road, ChelseaSandbay Limited

1002

1002

L - Ground floor plan

HW330

PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams

unit 5 bickels yard151-153 bermondsey street london SE1 3HAe:[email protected]:020 7378 9560f:020 7378 9565 hampson williams ltd CONSTRUCTION

01Scale 1:50@A1Ground floor

N

0

5m

5000mm

1 2 3 4

1:50@A1

REVISION: DATE:NOTES:STAGE D ISSUE 30.5.14A

B UPDATED REAR TERRACE. REVISED CLIENT LAYOUT 30.6.14

C DUMBWAITER AND DIVIDER FIREPLACE OMITTED 08.10.14

D

GENERAL NOTES:

DO NOT SCALE FROM THIS DRAWING

This drawing to be read in conjunction with Structural design drawingsand specification by Webb Yates Engineers, M&E design drawingsand specification by Eng Design and Jonathan Coles lighting and designdrawingsTHE CONTRACTOR SHOULD NOTIFY THE ARCHITECT OF ANYDISCREPENCIES BETWEEN SITE CONDITIONS AND THE INFORMATIONDESCRIBED ON THIS DRAWINGPURPOSE OF ISSUE:



REAR FRONT: TWO ROOFLIGHT AND PLANTER SETTING 01.12.14

18.12.14Wall void gap for plant, columnsE

Wall typology referencesF 10.03.15

G Changes due to the planning refusal 22.04.15

H Study/coats/wc area 22.05.15

I Minor amendement, Wall tag checked 11.06.15

L

L

16.09.15Study/WC1/Coats area changes, New furniture drawings, door type ref.

ac cb

SSL+7.097

SSL+7.097

SSL+6.512

SSL+6.512

SSL+7.497TBC

MH

CMH

EXTCMH

existing combinedconnection to Public Sewer

external Service Trench - to accomodate external drainage

RC Stair constructedout of waterproof

concrete

Prop

osed

ext

erna

l bui

ldin

g lin

e at

gro

und

leve

l

Prop

osed

ext

erna

l bui

ldin

g lin

e at

gro

und

leve

l

Proposed external building line at ground level

Proposed external building line at ground level

manholelocationtbc

RC stair belowe

RC stair

manholelocationtbc

660

1000

800

200450

300

500

100

100

100 10

0

100400

351

200

200

1725 27

5

200

500

350500

474

150

5440

upst

and

100

354

150

1016

upst

and

150

4110

upst

and

100

901

upst

and

150

1704 1492 714

1704 1492 714

1160 1492 714

1055

5382

783

1145

4052

1103

1001800

100

716

upst

and

150

4110

upst

and

100

901

upst

and

150

1700

1100 4074

2400

560

150

x 20

0 m

m H

ups

tand

150 x 200 mm H upstand

150 x 200 mm H upstand

(110 Ø RW02 - Ref CSG1369-5203)

Sump pump vents - Ref. CSG1369-5203

(110 Ø RW01 - Ref CSG1369-5202)

(Boiler flues - Ref CSG1369-5302)

(110 Ø SVP01 & SVP02 - Ref CSG1369-5202)

(n° 150 Ø Kitchen exhaust ducts - Ref CSG1369-5503)

(110 Ø Soil to WC - Ref CSG1369-5202)

(110 Ø RW03 - Ref CSG1369-5202)

200

x 20

0 m

m H

ups

tand

SSL +7.347

250

1600

2000

1001800

100

6000upstand 150 mm

4400upstand 150 mm

100 10

0

500 1341

3651upstand 150 mm

3900upstand 150 mm

1792upstand 200 mm

1792upstand 200 mm

4352

upst

and

200

mm

1792upstand 200 mm

1792upstand 200 mm

4352

upst

and

200

mm

5682

upst

and

200

mm

5682

upst

and

200

mm

200

200

415

200

900

4808

200

150

601

200

600

400

200

200

2001188

E=526528N=177881

12021

12031

12021

12031

11200

11201

11200

11201

12041

12041

CB

A

1 72 3 4 5 6

D

CB

AD

1 72 3 4 5 6

5520

1700

6300

3910 4900 1800 3790 2810 4520

1 Elm Park Road, Chelsea

HW330

Sandbay Limited

1008

1008

RC Setting Out - Ground

PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams

unit 5 bickels yard151-153 bermondsey street london SE1 3HAe:[email protected] t:020 7378 9560 f:020 7378 9565 hampson williams ltd cbCONSTRUCTION

01Scale 1:50@A1Ground floor

N

0

5m

5000mm

1 2 3 4

cb

1:50@A1






See HW drawing 2038for piling setting outadjacent to access staircase

Opening for drainage holesto be confirmed

S1

S2

Issued for construction 06.10.14

31.10.14


two terrace rooflight, slab level rear front

ch

S3

service penetrations, upstands, RC box 10.03.15S4

S4

215

1 x

1007

5

4.5

x48

4310

024.

5 x

6425

80 m

m

215

80

1339

3680

1250

1790

8.5

x28

0

80 m

m

1377

5

100

mm

1339

3680

1250

40

4118

5

18.5

x

8275

100

mm

1573

5

80 m

m15

855

100

mm

1545

1534

800

462

107

40

618 5782.5 x

17818 x

5782.5 x

9994.5 x

1007

5

4.5

x48

425

1002

5

4.5

x

4402 x

500

7425

80 m

m

100 100 100 100

7275 6175 17405

100 mm6175

267

100 mm

58080 mm

1545

1534

800

462

107

80

3287775 15805 7775

187

1382561.5 x

58080 mm

4400100 mm

200080 mm

6000100 mm

58080 mm

6000

1007

5

4.5

x48

425

1002

5

4.5

x

4402 x

500

3775

7375

80 m

m

80

1382561.5 x

58080 mm

4400100 mm

200080 mm

6000100 mm

58080 mm

4400

215

1 x

357

100

mm

280

80 m

m

1007

5

4.5

x48

4310

024.

5 x

5095

80

1382561.5 x

58080 mm

4400100 mm

200080 mm

6000100 mm

58080 mm

4400 6000

3900

1500

618 5782.5 x

17818 x

5782.5 x

9994.5 x

8925

1007

5

4.5

x48

425

1002

5

4.5

x

1790

8.5

x

4118

5

18.5

x

4402 x

4402 x

215

1 x

215

1 x

500

500

3775

598

598

7425

80 m

m73

75

80 m

m

280

80 m

m

1377

5

100

mm

8275

100

mm

1573

5

80 m

m15

855

100

mm

357

100

mm

280

80 m

m

1007

5

4.5

x48

4310

024.

5 x

6425

80 m

m

58080 mm

3900100 mm

33525

80 mm8275

100 mm44895

20 x43805

19.5 x

215

5095

100 100 100 100

808080

7275 6175 17405

100 mm6175

267

100 mm

58080 mm

1545

1534

800

462

107

40

1339

3680

1250

40

80

3287775 15805 7775

187

DRAINAGE

200

1395

E=526528N=177881

CB

A

1 72 3 4 5 6

D

CB

AD

72 3 4 5 61

5520

1700

6300

3910 4900 1800 3790 2810 4520


1022

1022

Masonry Setting out: Ground

HW330

1022

1022

1022

1022

1022

1022

cb

1:50@A1

PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams

unit 5 bickels yard151-153 bermondsey street london SE1 3HAe:[email protected] t:020 7378 9560 f:020 7378 9565 hampson williams ltd cbCONSTRUCTION

01Scale 1:50@A1N

0

5m

5000mm

1 2 3 4

cb

1:50@A1






ch


Ground floor


Detail 02Scale 1:20@A1

DetailScale 1:20@A1

03

DetailScale 1:20@A1

04

Change due to windows' check 22.07.15

A

A

Compare with HW 330-6052

Compare with HW 330-6052

DetailScale 1:20@A1

05

DetailScale 1:20@A1

06

DetailScale 1:20@A1

07

LA2

A1L

SB1

A1L

4.3

13.1

14.114.1

11.1 14.1

14.1

14.1

14.1

10.1

9.2

13.1

10.2

13.1

15.1

7.2

14.3

14.3

15.1

14.1

13.1

14.3

13.2

cornice on the top

13.2

cornice on the top

cornice on the top

13.2

13.2

cornice on the top

17.3

4.1

8.2

7.1

400

5698

85

275

315

5698

550

1800

8512480

165

551800

1001050

1501020

75

1600clear

900 900

132025

910structural

585 610

910structural

585 610

826

clea

r

1684structural

826clear91

0st

ruct

ural

826clear

375

4596

150

1803

150

5698

85

375

1651

150

2138

150

507

150

2800 150 507055

593

1210

4036

0240

400

5698

85

8512480

165


1042

1042

HW330

Partition Setting out: Ground Floor

PROJECT:CLIENT:

DWG TITLE:

REVISION:

SCALE:DWG NO:


hampson williams

unit 5 bickels yard151-153 bermondsey street london SE1 3HAe:[email protected] t:020 7378 9560 f:020 7378 9565 hampson williams ltd CONSTRUCTION


01Scale 1:50@A1N

0

5m

5000mm

1 2 3 4

1:50@A1

GENERAL NOTES:





ac cb

STAGE D ISSUE

The wall follow the perimeterof the existing staircase

The dimension line express the distancebetweent the existing masonry (blockwork or RC)

and the finishes side of the wall

Windows internal reveal have to be set after the windows placement

The position of the door is expressed by its axis.The dimension line is coloured RED.

The structural opening depends on the typology and the manufacturer.Ref. HW330 2030 Components

Ground floor

05.10.15

new position of this partition

A new position of the partition between the study and the WC 12.10.15

A

Setting-Out

From top to the bottom: Architectural plan (all the information), Struc-tural setting-out, Masonry setting-out, partition set-ting out.

Separate setting out with separate sets of dimensions (referred to the Grid for the structure and to the struc-ture for the masonry and so on) allow to check as-build information in progress.

If there’s been a mistake in a RC column, this may not be a huge problem, but if the opening for a window is referred to that column there will be an issue later (dimension of the window not matching the opening, position of the opening not matching the brick courses outside, etc).

The setting out at each stage should keep in considera-tion the as-build informa-tion in progress to have always under control the process and the result.

87

46

7

67

86

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


5.2.5 Client’s change of mind

Especially in case of private house projects, the client is subject changing his/her/their mind during the execution of the works.

Walking in the building under construction for the first time, clients who are not used reading plans and drawings become aware for the first time of dimension, proportions, lighting conditions, and other features of the project. The experience could not match their expectation leading to last minute changes.

The architect or interior designer’s task is also to make clients well aware of the building to be (CGIs, photos, visiting places, etc).

Clients think that small alterations do not have great consequences in terms of cost and schedule and often this is the case. Unfortunately, this is not always true. For example, changing the floor finishes in a room could require changing the screed underneath it, affecting the Floor Finish Level (FFL) impacting on the level of the landing of the staircase, changing the floor to ceiling height in the room (which maybe was already squeezed to comply with standard) or changing the ceiling service void to be checked again by engineer and, if there was a floor to ceiling door, change its dimension.

It looks very complicated, and it really is, but it is not impossible to be managed and this is managed every

time and every day. However, clients must be aware of the consequences of a late change in terms of delay on the schedules of work and cost.

The later the change, the higher the cost. On site, every day of delay will impact on the preliminary cost (as outlined before), design costs to coordinate the change, without mentioning costs due to re-doing the portion already completed.

5.2.6 Lack of coordination due to haste

This, with Client’s change of mind, is probably the main reason for delay and increased costs for construction.

Haste at delivery stage is one of the causes: the design team (architect, interior designer, acoustic consultant, structural engineer, service engineer, etc) is supposed to be always coordinated but this requires time and a tight schedule during the delivery phase will not certainly help.

The Design Team Leader is supposed to lead the process and, even if the client is rushing to complete the package, whoever is managing the process should take the right amount of time to ensure that everything is fine.

The “we-can-fix-this-later” approach appears to be initially practical, but it is counterproductive in the long run: a detail which requires maybe a few days to be properly coordinated and double checked during pre-construction it is likely to take weeks to be solved during

89

46

7

67

88

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


construction where a new player (the contractor) is in the game and the weekly meetings on site will dictate the pace of any decision making.

5.2.7 Lack of coordination due to cultural gap

The previous points give an idea about the complexity of delivering a building.

In comparison with two centuries ago buildings are far more complicated: there were not systems in the house: lighting was provided by a lamp hung on the soffit, heating was the fireplace, toilets were often in a separate annexe.

One century ago air conditioning systems were not common (in the USA only in public buildings) and there were no specific requirements about the energy performance of a private house.

In comparison with twenty years ago, regulations and standards have raised the mandatory level of quality to be achieved and, meanwhile, the manufacturers skyrocketed their offer in terms of materials, systems, technology and components at unthinkable levels just ten years ago.

So, on one hand, building is more complex than before, and, on the other hand, most designers and contractors still work in a traditional way.

The cultural gap is between the complexity of the

building and the way the design and construction process is managed. The relationship between Client, Designer and Contractor (ruled by specific contract and allowing the Contractor to step into the process just one minute before the work starts on site), follows models which are not the always the most effective and efficient to face that complexity, underestimating the Design Delivery Managment role (See Chapter 1).

5.2.8 Lack of coordination due to technology gap

The technology gap is between the complexity of the building (also in terms of interfaces between components, the way how every single bit of the building is interrelated with anything else like in a living organism) and the designers’ persistence in using tools which are inadequate to govern that complexity.

Computer Aided Design (CAD) has been of help to substitute paper and pencil but overlapping complex bidimensional information on the screen hoping it will work properly also in the three-dimensional reality of the site could be a hazard.

Very often, what looks fine and right on the screen or paper reveals to be ugly or wrong during the execution. This kind of mistake happens not because of the designers’ inadequacy but because the tool they use allows them just to “represent” the building in two dimensions when the building must work in the three-dimensionsional space. (See Chapter 2).

91

46

7

67

90

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


5.2.9 Lack of coordination due to designers’ lack of knowledge or experience about construction

In the article on AJ The Architects’ Journal quoted in the first chapter, the author mentions he was told by a contractor’s senior manager that “he had ‘never’ met an architect who could both design and deliver”.

Possibly, the complexity of current buildings (also in terms of statutory requirement) pushed towards a specialisation of roles, creating architects specialised in design (from concept to planning approval) and others specialised for delivery (delivery and execution).

Lack of knowledge about construction techniques could lead the designer to underestimate an issue and adopt the “we-can-fix-this-later” strategy, where later is sometimes too late. As a consequence, the designer could fail to share a problem with the rest of the team or the contractor could issue uncoordinated information.

At the other end, an inexpert designer could overestimate an issue delaying the decision-making process during pre-construction for things which will be more efficiently decided directly on site.

Working with mortar and blocks requires a minimum of tolerance: +/- 20 mm should not have an impact on the quality of the result. Lack of experience leads designers to not considering that tolerance in their design supposing that everything will be executed with millimetric

precision. However building a house is not like making a car or a space shuttle: not considering tolerance in construction doesn’t lead to precision and it is just wrong.

Readibility issue in the construction drawing is due to inexperience too. Delivering a set of information perfectly readable on the screen or printed on a large format, but pretty much useless when printed in black and white on A3 format and used in a dusty environment means missing the point of transferring information and giving instruction.

The lack of readability of the information causes lack of coordination between design team and the crew on site, giving the impression the required information has been delivered but revealing its inefficacy the moment the information must be executed.

In conclusion, many problems could be avoided on site with the right experience, right tools and strategy and the right coordination.

If the design delivery was reliably right, many of the problems of construction would disappear.

Once again, Design Delivery Management (as strategy) and BIM (as strategy and as a tool) are the best way to avoid the avoidable and to manage properly the unavoidable.

93

46

7

67

92

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


5.3 RIBA work stages and optimised design process

The Royal Institute of British Architects (RIBA) suggests to organise the Design process by stages (RIBA Work Stages).

A milestone of the design process is the Planning Application (if this is required) that, traditionally marks the difference betweenDesign andDelivery,where thelatter consists of all that information developed to cost and realise the works.This approach leads towards an unnatural subdivision of the process since Design and Building are strictly connected to a project. Very often, what has been “promised” by the Design is “betrayed” during the

construction(technicaldifficulties,unexpectedcosts,lackof compliance with Building Regulation which is required at later stage, etc).Managing the project in all its aspects with technical details, costs evaluation, value engineering exercises from theverybeginningisthebestwaytoensureanefficientprocess. An efficient process is beneficial for both theClient and the Design and Construction team.That distinction between Design and Delivery with the Planning Application in the middle, has also practical implicationsinceitisreflectedinthefeepaymentstage.

95

46

7

67

94

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


The RIBA suggests to submit the Planning Application at the end of Stage 2 or Stage 3, depending on the project and on the process. Comparing RIBA Work stages with theMacLeamyCurvewedescribed in thefirst chapter,there are few things emerging:• Theeffortrequiredtoruntheprocessinatraditional

(and inefficient) manner or with a more efficientprocessisthesamebutisjustdifferentlydistributed.

• In the traditional process design goes from stage 0 to stage 3 and Delivery is compressed in Stage 4. This modelisinefficientasexplainedinthefirstchapter,

• The preferred process requires initially a bigger effortbut,since theclientwouldreasonablypaytodevelop the project after having secured the Planning Permission, it is sensible submitting the planning application at the end of stage 2, compressing the design phase and extending the delivery phase

• The effort for the design phase is prettymuch thesame with a traditional approach (39%) or with an efficient approach (44%) so there is not a dramaticdifferenceintermsoffeeforthatphase.

• Theeffortforanefficientdelivery(48%)issensiblyhigher than the traditional (37%) but this is compensated by a lowest impact during construction (8% against 20%)

Obtaining a more efficient process (avoiding waste oftime and money), doesn’t require the Design Team to workmore, justwork better anddistributing the effortdifferentlyalongthestages.Forthatreason,theClientisnot required to pay more to receive a better service but tosplitthepaymentoftheprofessionalfeesinadifferentway.The efficient workflow follows the MacLeamy Curve

for preferred process, with a shorter Design Phase (from Stage 0 to 2) and expanded Delivery phase (Stage 3 and 4), andalimitedeffortduringconstruction(seeChapter2).

97

46

7

67

96

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


The way to coordinate the information across discipline is BIM with a Level of Development (LOD, as described in the second chapter) which follows stages/phases.The way to coordinate the work among the consultants is Design Delivery Management.So, the recipe for an optimised process has three components:•“Shiftingtheeffort”strategy(seeparagraph1.2)•DesignDeliveryManagement(seeparagraph1.3)•BuildingInformationModeling(seeparagraph2.1)

5.4 Design process step by step

Goals, Outcomes, Actions and time frame for each stage are strictly dependent on the scope of work and size/value of the project.However, it is worth outlining the typicality of each stage for an optimised process as described in the previous chapter.Stage 2 is split in sub stages (2a and 2b). Since the Planning Application (if required) must be submitted at this stage, itmakes sensedevelopingfirst theproject foranythinghaving a planning relevance (masses, shapes, external finishes,openings,etc)andthensubmittheapplication.Waiting for the planning response (it takes usually 8 weeks minimum), there is time to develop the interiors.

STAGE 0 | Strategic Definition + BriefInthecaseofsmallandmediumsizeprojects,Stage0(StrategicDefinition)includestheBrief (which, according to RIBA, should be at Stage 1). However, the Client Brief is the verykick-offoftheprocess,soitdoesn’tmakeanysensepostponingit.

Goal:Collecting all the information to develop the first designproposal to meet the Client’s expectation (Client brief), providingapreliminaryfinancialestimation,professionalfeeproposal, a preliminary time scale of the process.

Outcomes:a) Client Brief [meeting + visit on site] Clients needs and expectation, budget scale, priorities (Quality, Budget, Time)b) Planning Constraints [Report] Precedents, previous applications, Policiesc) Preliminary estimation of costs [Spreadsheet + Report] Based on the experience of previous works, providing a rough Construction Cost based on cost per square meter. The goal is checking whether the provided cost meets the budget (Client brief) and providing a basis for the design fee proposal.d) Design fee proposal [Spreadsheet + Report] The fee proposal isbasedonthescopeofworkasspecifiedbytheClientBriefand it depends on the Construction Cost and the kind of project (i.e. new build, refurbishment, extension, etc.)

Actions:A. Providing Client’s Guide Stage 0 [Avalon > Client] The Report enclosed all the information listed above from (b) to (d).B. Instructing to proceed to the next stage. [Client > Avalon] The Client, based on the information received, gives instruction to proceed to the next stage.

Players : Client, Architect, Managing Director

Jun18 Jul18 Aug 18 Sept18 Oct18 Nov18 Dec18 Jan19 Feb 19 Mar18 Apr 19 May 19 Jun19 Jul19 Aug19 Sep19 Oct19 Nov19

Clarendon RoadDESIGN PROGRAMME

STAGE 1(Pre-App)

Internal works

Extension (from excavation to shell and core)

Extension (external and internal finishes)

Site preparation

Completion

Contingency

Client's approval

Client's approval

Client's approval

Client's approval

STAGE 5 (Construction)

STAGE 4 (Technical Design)

STAGE 3 (Developed Design)

STAGE 2a (Planning Application)

STAGE 2b (Interior Design)

Dec19Jun18 Jul18 Aug 18 Sept18 Oct18 Nov18 Dec18 Jan19 Feb 19 Mar18 Apr 19 May 19 Jun19 Jul19 Aug19 Sep19 Oct19 Nov19


STAGE 1(Pre-App)

Internal works



Site preparation

Completion

Contingency

Client's approval

Client's approval

Client's approval

Client's approval






Dec19

Jun18 Jul18 Aug 18 Sept18 Oct18 Nov18 Dec18 Jan19 Feb 19 Mar18 Apr 19 May 19 Jun19 Jul19 Aug19 Sep19 Oct19 Nov19


STAGE 1(Pre-App)

Internal works



Site preparation

Completion

Contingency

Client's approval

Client's approval

Client's approval

Client's approval






Dec19

99

46

7

67

98

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


STAGE 1 | PreparationGoal:Providingafirstdesignproposaloralternativeoptionsbasedon client brief, planning constraints, budget scale.

Outcomes:a) Preliminary design proposals and presentation [drawings, CGIs, 3D model, slides]. The preliminary design is developed on the basis of the outcome of the previous stage.b) Preliminary updated financial evaluation [spreadsheet +report]. The report provides a rough estimation of costs which at this stage is based on previous experiences of similar works. Inparticularcases,itcouldalsoprovideafirstestimationofthe Gross Development Value.c) Preliminary design program [spreadsheet + document]. to be be enclosed to the documentation to illustrate the whole process from inception to completion and expected timeframe (time to design and planning timeframe). d) Pre-App [if required]. Subject to client’s approval of the design, a Pre-App must be submitted at the end of this stage if thisisadvisableduetothecomplexityoftheprojectorspecificconstraint of the area.

Actions:A. Design and Presentation. [Avalon > Client] Developing the firstdesignproposalandpresentationtotheClientB. Providing Client’s Guide Stage 1 Report. [Avalon > Client] The Report includes the information listed at points (b) to (c) C. Comments on the design proposal. [Client > Avalon] The client provides comments on the proposal to develop further the project.D. Instructing to proceed to the next stage. [Client > Avalon] The Client, based on the information received, gives instruction to proceed to the next stage or Pre-App (if this is the case)

Players Client, Architect, Managing Director

STAGE 2a| Concept Design: Planning ApplicationGoal

Increasing the Level of Development (LOD) of the project and obtaining Planning Permission

Outcomesa) Concept design proposals and presentation [drawings, CGIs, 3D model, slides]. Updated design based on client’s comments received at previous stage. Client’s approval required.b) Planning Application documents [Design Access Statement + Drawings + Reports by specialist consultant] Submitted by Avalon to the Local Authorityc) Planning Permission Issued by the Local Authority.d) Client’s guide Stage 1 [spreadsheet + report]. Reporting on the Planning Application result

ActionsA.Discussionandapprovalofthefinaldesign[Avalon+Client]TheprojectsubmittedtotheLocalAuthoritymustbethefinaldesign for anything having planning relevance4F4F . B. Submitting Planning Application [Avalon > Local Authority] as per point (b) C. Receiving Planning Permission [Local Authority] as per point (c) aboveD. Providing Client’s Guide Stage 1. [Avalon > Client] as per point (d) aboveE. Instructing to proceed to the next stage. [Client > Avalon] The Client, based on the information received, gives instruction to proceed to the next stage (if Planning Permission is granted) or to review the planning strategy (if the Planning Permission is refused).

Players Client, Architect, Design Manager and Coordinator, BIM coordinator, Structural Engineer, Service designer, Managing Director, Project Manager, others

101

46

7

67

100

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


STAGE 2b|Concept Design: Interior and coordinationThe Planning Application will regard anything having an impact on the external appearance of the building. For this reason, the focus will be on the masses, access, impact on the properties next door, amenity spaces, compliance with Policies, etc. While the waiting for a response, there will be time to develop further anything that is not subject to planning approval: interior design, layout alterations, decoration, materials, services, etc.Since all this information is independent from the Planning Permission result, whatever the outcome of the application, that information will be useful to prepare the next stage.

GoalCoordinating information, freezing internal layout

Outcomes a) Interior design [Drawings, CGIs]b)Selectionofmaterial,finishes,fittings[brochure]c) Mechanical and Electrical Information Outlines to be coordinated

ActionsA. Coordinating the Design process [Avalon]B. Freezing the Interior Design [Avalon + Client] Obtaining the Client’s approval to lock any design decision (layout, materials,finishes,services,etc)excludingallthepartsoftheproject subject to Local Authority approval.

Players Client, Architect, Interior Designer, Design Manager and Coordinator, BIM coordinator, Structural Engineer, Service designer, others

STAGE 3 | Developed Design (Delivery)Obtained the Planning Permission (which could require additional information or conditions to be discharged), the design team works more closely with the construction team and subcontractor. The decision about materials, finishes, structural works,services etc. allows an accurate estimation of costs (to be possibly adjusted) and definingtheconstructionprogramme.Thelevelofinformationmustbeadequatetogetan accurate estimation of costs and all the information must be coordinated.

GoalCoordinated and updated proposals for structural design, building services systems, outline specifications, CostInformation and Construction Programme.

Outcomesa) Project Pre-Planning Report [spreadsheet + report]. Issued early at Stage 3 and it will outline a detailed Design Programme, a list of consultants, sub-contractor to be selected/involved.b) Developed Design [drawings + 3d model+ Schedules] including update information for structural design, services systems,specificationsandpreliminaryBuildingRegscheck.c) Cost Information [spreadsheet + report]. On the basis of the Developed Design, accurate Cost report. d) Reviewed Design Programme [spreadsheet + report]. in accordance with the above updated informatione) Construction Programme [spreadsheet + report]. Updated Construction programme, timeline (client decision making, supplier chain, execution, Technical Design deadline).

ActionsA. Freezing and coordinating Detailed Design [Avalon + Client] Obtaining the Client’s approval to lock any design decision linked to the cost information as per points (b) and (c)B. Signing contract for construction works [Client & Avalon] .C. Developing Project Planning for the execution [Avalon > Client] as per point e) above

Players Architect, Design Manager and Coordinator, BIM Quantity Surveyor, Structural Engineer, Service designer, Project Manager, Project Coordinator, Site Manager, others TBC

103

46

7

67

102

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


STAGE 4 | Technical DesignThis stage is focused on providing all the information to instruct the construction team tostarttheworksonsite,startingoff-siteconstruction,toactivatethesupplierchain,todevelopworkshopdetails for specific items (i.e. staircase),providing settingoutinformation.At this stage the information to discharge conditions will be developed as well (if this is required before commencement of works on site).The level of information must be adequate, and all the information must be coordinated.

GoalPreparing Technical Design in accordance with the Project Planning Report

Outcomesa) Technical Design [drawings + schedules + 3d model] Coordinated information including architectural, structural, Mechanical Electrical Plumbing (MEP)b) Planning Condition and Building Control [Statement, Drawings, reports]

ActionsA. Developing Design [ Avalon + Client] to lock any design decision(layout,materials,finishes,services,etc)B. Updating Cost Information [Avalon > Client] as per point c) aboveC. Developing the Project Planning for the execution [Avalon > Client] as per point e) aboveD. Signing contract for construction works [Client & Avalon] The contract will be based on the information/documents listed above.

Players Architect, Design Manager and Coordinator, BIM Quantity Surveyor, Structural Engineer, Service designer, Project Manager, Project Coordinator, Site Manager, others TBC

STAGE 5 | ConstructionAssuming that all the information provided at previous stages are completed, correct, and coordinated, the design team role at this stage will be limited to overviewing the execution with periodic visits on site and meeting to solve any possible issue due to unforeseen events.

GoalOffsitemanufacturingandonsiteConstructioninaccordancewith Construction Programme and resolution of Design Queries from site as they arise which could temporarily involve members of the design team.

Outcomesa) Works progress Report check [report, photos, other TBA] Updated as agreed in the Contractb) Work in progress survey to be done (if necessary) at every significant stage (i.e. superstructure completion, structuralopening for windows, etc)c) Cost Information check [spreadsheet + report]. d) Construction Programme [spreadsheet + report].

ActionsA. Visiting and on-site meeting [ Avalon + Client] to check progress of worksB. Problem Solving [Avalon] where necessaryC. Updating as built information [Avalon] based on point b) above

Players Design Manager and Coordinator, BIM, Quantity Surveyor, Manager, Project Coordinator, Site Manager, Site coordinator, Subcontractors

105

46

7

67

104

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


STAGE 6 | Handover and close outSinceworksonsitecouldbecarriedoutslightlydifferentlyfromtheTechnicalDesignInformation (different material chosen by the client, new and better system notavailableat thetimeof thedesign,unforeseendifficulties), it is important tocollectallthatinformationduringtheworkonsiteandprovideafinalcoordinatedas-build

package.GoalHandover and close out of the contract and As-build informationOutcomesa) Administrative documents b) As-build information [drawings, spreadsheet, photos + report]. Coordinated information (architectural, structural,MEP,finishes,survey)

ActionsA. Developing documents [ Avalon + Client] as per points a) and b) above.

Players Design Manager, Project Manager

5.5 Client’s role

An efficient design process requires Clients, Designersand Contractor playing as a team and Clients are main players in the game. For projects of medium size/cost, the client is likely to have professionals working on their behalf (Project Manager, Quantity Surveyor, Building Surveyor, others). These professionals lead the Clients along the process and they are required to monitor the progress of the project and of the works when they start on site. In such cases, the Client’s role is focused in working with the designers to develop a project meeting their needs, desire, necessity. The Project Manager will deal with the administration and programme. If these professionals are missing, the client will be more engaged intheprocessand,incaseofafirstexperience,theclientcould be disorientated.The purpose of this guide is helping the client to move along the process with a little bit more knowledge and confidence. Beside that, to optimise the process, it isimportant there is clarity about the client’s role.

5.5.1 Have an idea of the budgetThe budget is always a key factor. Designing and building a house is complicated, it takes time (always longer than expected and planned) and could be expensive. The most important thing is knowing where this money will be spent and why. The budget can be limited or, even if the project is for your ownhouse,youmayconsider thefinancialopportunityof increasing thevalueof theproperty tomakeaprofitwhen/if reselling the house. In both cases a preliminary cost assessment is appropriate.

107

46

7

67

106

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


The total cost is not just the construction cost of the building, but it includes design team fees, fees to be paid forplanning,financialcosts,etc(SeeChapter4).At the beginning of the process, the construction costs is just a guesswork (cost per square meter depending onsize,siteconstraints,qualityof thefinishes,etc.)butit helps in putting together the initial budget. Ask a competent architect, quantity or building surveyor or contractor to help you out with that.

5.5.2 Be clear with your brief but don’t try to designIdeally, you will have clearly in mind what you want. If you don’t, your designer will come with options to explore your preferences and meet your expectations.When you start the process you are asking a professional to work with you: you know what you need, he/she knows how to make it possible.Your brief should include more needs and expectations thansolution:findingsolutionsandalternatives isyourdesigner’s job.Instead of “I want the room one meter wider” or “I want a big window there” it is preferable to say “I have issues with storage” or “I’d like more natural light for my study”.Yourdesignercouldfindamoreeffectivesolution thanyours and some of your solutions could be too expensive than expected (including works you were not thinking about), not practical or not feasible.

5.5.3 Select design and construction team to be team playersFinding the right professionals with the right level

of expertise is essential. More importantly, be sure that everyone is a good team player. Since designing and building is complicated (see previous chapter), coordination between team members is the key factor. Team players harmonise their skills generating a team that knows more and better than the sum of everyone. On the contrary, the highest skilled people put together may turn into a stuck team.Having the contractor as part of the team at the earliest stage is always a good idea: this will avoid possible and hiddenconflictswhentheworkstartsonsite.

5.5.4 Be a good decision makerYour main role as client is not paying the bill, it is mainly being a good decision maker.If you have something very clear in mind, something you absolutely want, say it. If this is not the case, your designers will come up with options. You are not required to decide everything at the beginning: this is neither possible or desirable. The process is designed toproceed stepby step,fixing someprinciplehere andthere to arrive at the end with a harmonic organism. You will be required to take a great amount of decisions along the way and they could seem overwhelming seen all together. Your designers’ task is put you in front of a choice at the right time giving advice about consequences and implication.If you are not fully convinced, take your time: if the house is for you, you will live in there for years or decades to come and a few weeks’ delay doesn’t matter.However, don’t make any decision an endless process: designers are professionals who must organise their

109

46

7

67

108

112 2

3 3

Go

to su

mm

ary

>>

Des

ign

proc

ess 5

4


own schedule and those of the rest of the team. When a designer is telling you that “ideally, this thing should be chosen by the end of the month”, actually, he/she is begging you not to delay your decision: he/she has a big picture in mind of all the activities happening behind the scenes. Remember: when the work starts on site any delay in taking a decision will be expensive and it will make everything more complicated: if you have a deadline, get on with it.

5.5.5 Trust your teamYou are part of the team with designers and contractor and everybody must be a good team player. The prerequisite to be a good team player is reciprocal trust. You have not the professional expertise to do it by yourself, so you asked others to help you with the project.Be open-minded: if your designer is coming with a solution you had not in mind, or is telling your that what you had in mind is not feasible or convenient, trust his/her advice.Don’t seek design solution googling ideas: designing a building is not like picking an off-the-shelf piece offurniture and designing is not a take-away service.Find your inspiration from web sites and magazines if you like and if this helps you in being clear with your brief, but, after that, trust your designers and let them do their job.

5.5.6 Don’t push, don’t rushDesigning and building a house could be extenuating and it looks always longer than expected. If you picked the right professionals and you trust them, you should know

they are working for you. If there is a solid base of trust, pushing is not solving problems or shorting the time line.During the design process delay due to unforeseen events happens:ThePlanningOfficerissickandthereisnoonetaking over, and it could take weeks before obtaining planning permission. There is nothing you can do about it. Pushing is pointless.Haste is the greatest enemy of quality. If you push to get planning permission as soon as possible, your designer could speed up the process but, inevitably, the project will proceed with unsolved issues which will require greater effortandtimetobeaddressed,later.If there is a moment to accelerate it is when the work starts on site. If the previous stage has been managed properlyandefficiently,withoutgapsincoordinatingtheinformation, that acceleration is possible.Efficiencyduringpre-constructionmeansmoreaccuracythan speed in delivery and that accuracy requires time.

5.5.7 Any doubts, just ask Since designing and building is complicated, some passages along the way may look obscure or blurry and this could make the experience less enjoyable. Furthermore, since reciprocal trust is essential, not having a clear picture about what’s going on could undermine that trust.You are not supposed to know everything, so if you have any doubt, just ask.Explaining the process is part of the job for a good designer and good contractor. And of course, knowing what happens behind the scenes is a way for you to appreciate the value of the work of the team.

111

4 5

7

57

110

112 2

3 3

4G

o to

sum

mar

y >>

Prof

essi

onal

fees

6


Professional fees 6.1. Construction Cost and fees >>

6.2. Fee Stage payment >>

6.3. Stage payment and programme >>

6.4 Anticipating stages >>

113

4 5

7

57

112

112 2

3 3

4G

o to

sum

mar

y >>

Prof

essi

onal

fees

6


6.1 Construction Cost and Fees

In general, professional fees are calculated as a percentage of the Construction Cost.For a small/medium size project the professional fees (including architect, structural engineer, Quantity Surveyor, specialist consultants, etc) amounts to around 15%.This figure may change with specific conditions orcomplexity of the project (Listed Building, Conservation Area,blockofflats,etc)orwhereotherprofessionalsandspecialists may be involved (Listed Building consultant, Acoustic Consultant, Landscape designer, Building Control, etc.).Sometimes the need to involve a specialist cannot be predicted at early stage and this would affect thepreliminary Development Costs. At this stage we will explain the method of calculation for the Architectural Services fee proposal.

6.1.1 Method of calculating the Architectural feesThe fee for Architectural services is basically calculated as a percentage of the construction costs and it takes into consideration several factors as follows:

a. Preliminary Construction cost and complexity ofproject.b. Fee scalesc. Scope of work

The preliminary Construction Cost (CC) has been described at Chapter 4.The Fee Scale calculates the fees as a percentage of the

Construction Cost and it decreases with the increasing of it: the higher the cost, the lower the percentage. The Fee Scaleconsidersdifferentclassesasfollows:• Class1>CCbetween100kand250k(£)• Class2>CCbetween250kand500k(£)• Class3>CCbetween500kand1M(£)• Class4>CCbetween1Mand2,5M(£)• Class5>CCbetween2,5Mand5M(£)

Projects below £100k and over 5M should be calculated differently.The fee scale depends also on the kind of project (new build, refurbishment, extension, etc.) and the graphic below gives an overview about the Fee Scale.

Fee scale diagram: the higher the construction cost, the lower the fee.

115

4 5

7

57

114

112 2

3 3

4G

o to

sum

mar

y >>

Prof

essi

onal

fees

6


The graphic below shows the detail for small/medium projects (between 100k and 1M) and gives an example of a£300,000CCprojectwithdifferentscaledependingonthe kind of project.

If a project combines more aspects (i.e. extension + refurbishment-alteration) it is possible to calculate the professionalastheaverageoftwodifferentscales.The fee scale above represents the architectural fees for complete Architectural Services including Design and Delivery from Stage 0 to Stage 6.If the architect is appointed for a partial Scope of Work (Design only from Stage 0 to 3, Tender Package at Stage 4 or Delivery only from stage 4 or 5 to 6) the fee scale must bedifferent.Extrafeescouldbechargedforspecificconditionsuchaslisted buildings, conservation area, complex sites, Green Belt, etc.

The fee for architectural services calculated at Stage 0 is based on factors which may change at later stage (for example, because of a Planning Restriction limiting an extension or the footprint of a new build).Therefore, it is appropriate calculating the Architectural fee for Stage 0-2 and Architectural fees for Stage 3-6 where the actual project to be built has been approved and the Level of Detail of the design allows a more accurate estimation of the Construction Cost.Please note that professional fees are subject to VAT.

6.2 Fee stage payment

Every stage of work, as described in Chapter 5, corresponds to percentage of the total fee reflecting the“effort”ofthedesignteam(timeplannedtobespentonthe project, level of detail of the information, targets, etc) which depends on the Design Programme where the goal for each stage of work has been agreed with the client.We have developed a design programme aiming at avoiding any waste of time and increasing coordination andefficiencyasfollows:

• submitting the PlanningApplication at Stage 2 tosecure theprojectbeforeputtingmore effort into thedesign process.• Developingtheinteriordesignofthehouse(whichisnot subject to planning approval) while waiting for theplanning permission.• Start developing the construction programme atStage 3.

117

4 5

7

57

116

112 2

3 3

4G

o to

sum

mar

y >>

Prof

essi

onal

fees

6


This design programme has been detailed at Chapter 6, with a step by step description including goals, outcomes, required actions and players.The repartition of the Architectural Fees follows the distributionofthedesigneffortanditisdescribedinthediagram below:

6.3 Stage payment and Design programme

The stage payment model allows allocation of the right resources at every stage, assuming the Design Programme proceeds in a linear way, step by step, Stage by Stage.The payment follows the progress of works along the stages with payment methods (upfront charges, intermediatepayment,finalpaymenttoaspecificstage)to be agreed with the client.A big project will require a large amount of man hours and it could lead to an extension of the time or the involvement of a larger team in comparison with a small project.The balance between allocated resources and time could be agreed with the client if there are specific priorities(i.e. a serious necessity of starting the work as soon as possible).A small project will require, in proportion, a larger amount of time just in terms of coordination and working on paperwork to submit a Planning Application and this is the reason why the fee scale considers a higher percentage for smaller works.There are other factors which do not depend on the Design team such as the waiting for a response to a Pre-App or a Planning Application which are not always proportionate to the scale of the project.Beside that, in every company there are other factors to be taken into consideration such as other projects which may keep the team occupied elsewhere. Obviously, unforeseen events (e.g. late response from the Local Authority, late decision from the client, unpredictable events) can’t be taken into consideration. However, based on experience, we always allow for extra

119

4 5

7

57

118

112 2

3 3

4G

o to

sum

mar

y >>

Prof

essi

onal

fees

6


time at every stage to keep the project on track all along the way.Weconsideralltheprojectsworthyofourmaximumeffortandefficiencyand,tomakethishappen,weconsiderallthose factors when we develop the Design Programme offeringthemostrealisttimescale.

6.4 Anticipating stages

As described above, the stage payment model allows allocation of the right resources at every stage assuming the Design Programme proceeds in a linear way, step by step, Stage by Stage. However, the Design Process doesn’t always proceed in a linear fashion.InspecificoccasionstheDesignTeamcouldberequiredtopartiallyanticipatesomestagestoimprovetheefficiencyof the process.For example, it may be appropriate to develop constructiondetailsforaspecificitem(e.g.astaircase)–whicharepartofStage4,TechnicalDesign–whenStage2 is not completed yet (waiting for Planning Permission).An internal Staircase could be not relevant from a Planning Perspective and, time wise, it would make sense moving forward thosedetails to allowoff-site construction andto be ready at commencement of the work on site and excluding its construction from the lump sum which is always an estimate.Another example: the client would explore alternative construction systems (i.e. steel frame versus Cross Laminated Timber) which have an impact on the ConstructionCostandontheinitialfinancialevaluation.This would require bringing the first draft design

proposal straightforward from stage 0 to Stage 2 or 3 to getsufficientinformationforpricingtobecomparedwellbefore the submission of any planning application.Inthefirstexample(detailingthestaircase),somestageswill be partially anticipated, and the client will be charged accordingly but the balance will be the same.In the second example, developing two alternatives of the structure at a decent level of detail, will also require extra time to be considered and, as consequence, an extra fee to be charged to the client.Inanycase,anyexceptiontothefirstagreement,mustbediscussed and agreed with the client.

Exploring alternative construction systems (i.e. steel frame versus Cross Laminated Timber) could require anticipating the level of detail of the structure at the very beginning of the process, partially anticipating a stage.

121

4 5

6

5 6

120

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


Construction & Design Integrated7.1. Construction and Design Services >>

7.2.Construction and Design Integrated >>

7.3. CDI+ Efficiency >>

7.4. CDI+ fee savings >>

7.5. CDI+ process >>

123

4 5

6

5 6

122

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


7.1 Construction & Design Services

The coordination among the Design Team, Construction Team and third-party consultants is the key factor in reducing waste of time and money to close to zero.Avalon Construction & Design in-house technical team includes Architects, Designers, Project Managers, Quantity Surveyors, M&E Engineers, and Design Manager working side by side with the Construction teamofferingintegratedservices to deliver the highest quality of work with absolute attention to detail.The articulation of our departments, supported by a wide network of professionals and specialists, allowsustodifferentiatethe services: Construction services (without design), Design services (without construction) and Construction and Design integrated services.

125

4 5

6

5 6

124

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


7.1.1 Construction ServicesAvalonwill give you the benefit of your complete one-stop solution, from Structural work to Joinery and Carpentry, Plumbing and Mechanical Engineering as well as Decorating and Finishing. Specilising in renovation extension and new build residential, thanks to our wide network of suppliers we deliver on time and on budget.Our in-house services includes:

• Site surveys• Soil investigation• Piling• Basement and structural work• Underpinning• Waterproofing• Roofing• Brickworks• Cladding• Insulation• Plastering and rendering• Painting and decorating• Plumbing• Joinery• Glazing• M&E• Lighting• Flooring• Bathrooms and kitchens• Cinema rooms• House automation systems

127

4 5

6

5 6

126

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


7.1.2 Design ServicesDesign services cover the whole process Design, Delivery, Construction.Our design optimised process (see chapter 5.3) is based on three pillars:• “Shiftingtheeffort”strategy(seeparagraph1.2)• DesignDeliveryManagement(seeparagraph1.3)• BuildingInformationModeling(seeparagraph2.1)

This means that our design services always include Design Delivery Management integrated with BIM management and coordination.We have three levels corresponding to the design phases as described at chapter 3:

Level 1 > Design (from concept to planning)

Level 2 > Design, Design and BIM Management and Coordination to develop the project at delivery stage

Level 3 > Design and BIM management and coordination during construction.

Di+ is independent from any involvement of Avalon for the construction.Our design team can step in at every stage in the project until completion. This means that we can provide Design services Level 1, 2 and 3, or Levels 2 and 3, or just Level 3.Even when including BIM and Design Delivery Management, Design services fees are calculated as standard Architectural fees as illustrated at Chapter 6.

Level 1 > DesignFromtheconcepttothefinalcon-figuration of the project, it ends withthe Planning Permission if this is required.From Stage 0 to Stage 2 [see Chapter 5.4]As outcomes, this phase includes feasibility study, drawings (layout, elevation, sections), Computer Gen-erated Images (CGIs) and, reports.[see paragraph 5.1.1]

Level 2 > DeliveryAt this stage the project is developed to provide all the necessary informa-tion for pricing and construction. It goes from Stage 3 to Stage 4. [see Chapter 5.4]Beside drawings (whose level of de-tail and scale of representation goes from 1:200 to 1:10/5/2) and reports, the outcomes also include schedules (windows,doors,finishes,fixtures,etc)andspecification(descriptionofmaterials, performance, features).[see paragraph 5.1.2]

Level 3 > ConstructionIn an optimised process the design activityislimitedtospecificitems(settingout,off-siteconstructiondetail, coordination).However, if the process has been managed by others and without process optimisation, an intense design activity could be required. [see Chapter 5.2]

129

4 5

6

5 6

128

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


In a traditional process there is not a direct relationship between the Design Team and the Contractor.This leads to lack of coordination during the pre-construction stage, possible mistakes and certainty of delay during construction due to a complicated process of any decision making.Whoever is acting on behalf of the client is always in between Con-tractor and Designer struggling to make the process work.

If Avalon is appointed as Main Contractor, we can provide our Construction & Design Integra-ted Services working side by side with the client selected Architect or Designer.We provide Design Delivery Management integrated with BIM Management to support Client’s designers and the Project Manager who is acting on behalf of the client.

If Avalon is also appointed to provide Architectural and In-terior Design services the level of coordination and efficiency is the highest possible, and the process is optimised at the maximum level.Construction & Design Integra-ted Plus (CDI+) is an exclusive serviceofferedbyAvalonanditisinspiredbytheefficiencyofIntegrated Project Delivery plus thebenefitofanin-houseteamofexperienced professionals.

7.2 Construction + Design integrated

Construction & Design Integrated (CDi) and Construction & Design Integrated Plus (CDi+) are inspired by the efficiencyofIntegratedProjectDeliveryofferingthebestQuality/Cost/Time balance.CDi consists in the integration of traditional construction services with Design Delivery Management (DDM) and BIM Management and Coordination (architectural and Design services are excluded).If Avalon is appointed to also provide Design services (Architectural and Interior Design), the whole process is managedunderthesameroofandweofferourexclusiveConstruction & Design Integrated Plus (CDi+).Both CDi and CDi+ are organised by levels following the design phases.

TRADITIONAL PROCESS

Construction & Design Integrated

(CDi)

Construction & Design Integrated Plus (CDi+)

131

4 5

6

5 6

130

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


CDi Level 1 > Design + Delivery +Execution

Avalon is appointed as main contractor at the very beginning of the process and, following the Integrated Project Delivery model, starts working with Client and Designers (external architects chosen by the Client) to develop the project from day one. Client’s architect is responsible of the planning strategy, but the design programme is agreed between Client, Architect and Avalon.BenefitsatDesignphase:• The early involvement of the Main Contractor (described

indetailatChapter3)generateefficiencyoftheprocesswith consistent savings in terms of time and costs allalong the project lifetime.

• At this stage Avalon supports the architects’ design withBIM management and Design Delivery Coordinationincluding also preliminary cost assessment.

CDi Level 2 > Delivery +Execution

Avalon is appointed as main contractor after planning permission has been granted. Avalon, selected via Negotiated Tender, works with the external architect chosen by the Client to develop the project during delivery phase. Avalon provides BIM management and coordination and Design and Delivery Management leading the design programme. BenefitsatDeliveryphase:• Having Avalon on board as contractor at this stage

allows skipping the tender process which is timeconsuming and expensive

• Design and Construction team develop togetherdetails and information optimising the delivery phaseconstantly updating the construction cost.

• Since the correctness and completeness of the delivery package is in the contractor’s best interest, Avalon’sinvolvement with BIM and DDM ensure that the levelofinformationagreedwiththearchitectissufficienttoproceed with the works.

• The early coordination allows a better organisationon site avoiding delays and mistakes or necessity ofintegration/amendments at later stage

133

4 5

6

5 6

132

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


CDi Level 3 > Construction PhaseAvalon is appointed as main contractor after the tender package has been produced. If Avalon is selected via Negotiated Tender, Avalon’sfirstactioniscreatingaBIMmodelbasedonthetenderpackage to check consistency and completeness of provided information (BIM Check-in). The contract value is established on the basis of reviewed and amended information (if this is necessary)agreedwiththedesignteam(BIMSignOff).IncaseofNegotiatedTender,BIMCheck-InandBIMSign-Offarepartof the negotiation process.If Avalon is selected via Traditional Tender, the contract value is established on the basis of the provided information. In this case BIMCheck-InandBIMSign-Offarepartoftheplanningactivity.Benefitsduringexecution:• BIMCheck-InandBIMSign-Offprocess• Construction interactive information (see paragraph

2.2 Off-line tool) improving the accessibility of theinformation

• On-site tools work monitoring (see chapter 2.3) • BIM model evolving with the progress of works having

always up to date as-build information

BIM Check-In and BIM Sign-offThe received set of information is supposed to be complete, clear and coordinated, but not always this happen.In order to avoid mistakes and delays during construction, the first thing we do is transforming the information into acoordinated BIM model (BIM Check-In).Thegoalof thisfirstBIMmodel is answering to the followingquestions:

• Is the information complete and unambiguous? • Is there any missing information?• Is there any clashing point (structure, MEP, etc)?• Is the set perfectly coordinated?• Is there any design item still to be developed?• Is there room for space planning improvement?• Is there room for value engineer exercise?• Is the package fully consistent with Building Regs,

Standards, Planning Conditions?Any amendments/improvements following this first analysisgenerateacoordinatemodel(BIMSign-off).

135

4 5

6

5 6

134

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


CDi +Level 1 > Design+ Delivery + Execution

Avalon is involved since day one being in charge of any aspect of the project including architectural and interior design services. Pre-App and Planning Application are included in the service.Benefits:• The early involvement of theMainContractor (describedindetailatChapter3)generateefficiencyoftheprocesswithconsistent savings in terms of time and costs all along theproject lifetime.• In comparison with CDI (where design is excluded) thecoordination is at maximum level and Clients and who isacting on their behalf (Project Manager, Quantity Surveyor,etc) have a single point of contact fastening a clear and quickcommunication.

CDi+ Level 2 > Delivery + Execution

Avalon is appointed as main contractor after planning permission has been granted. Avalon, selected via Negotiated Tender, assume Design leadership to develop the project designed by other during delivery phase. Design services are integrated with BIM management and coordination and Design and Delivery Management.•HavingAvalononboardascontractoratthisstageallowsto skip the tender process which is time consuming andexpensive•DesignandConstruction teamdeveloptogetherdetailsand information optimising the delivery phase constantlyupdating the construction cost.•Theearlycoordinationallowsabetterorganisationonsiteavoiding delays and mistake or necessity of integration/amendments at later stage•IncomparisonwithCDI(wheredesignisexcluded)thecoordination is at maximum level and Clients and who isacting on their behalf (Project Manager, Quantity Surveyor, etc) have a single point of contact fastening a clear andquick communication.

137

4 5

6

5 6

136

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


CDi+ Level 3 > Execution

Avalon is appointed as main contractor after the delivery phase has been concluded and the tender package has been produced. IfAvalonisselectedviaNegotiatedTender,Avalon’sfirstactionis to create a BIM model based on the tender package to check consistency and completeness of provided information (BIM Check-in). The contract value is established on the basis of reviewed and amended information (if this is necessary) agreed directly with the clients and who is acting on their behalf (BIM SignOff).IncaseofNegotiatedTender,BIMCheck-InandBIMSign-Offarepartofthenegotiationprocess.If Avalon is selected via Traditional Tender, the contract value is established on the basis of the provided information. In this case BIMCheck-InandBIMSign-Offarepartoftheplanningactivity.Benefits:• BIMCheck-InandBIMSign-Offprocess• Construction interactive information (see paragraph

2.2 Off-line tool) improving the accessibility of theinformation

• On-site tools work monitoring (see chapter 2.3) • BIM model evolving with the progress of works having

always up to date as-build information• In comparison with CDI (where design is excluded)

single point of contact facilitating a clear and quickcommunication.

Matrix showing the services in relationship to typical phasesDesign, Delivery and Construction.Servicescouldbemixedifthisisbeneficialfortheproject.For example: initial involvment with CDi2 after planning application and CDi3+ for the construction phase. Construction and Design Integrated services don’t depend on the form of contract: it is important to clarify that they are not necessarily Design & Build contracts or Integrated Project Delivery.The design would be a normal agreement for services and construction would be a standard JCT contract.

139

4 5

6

5 6

138

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


7.3 CDi+ Efficiency

CDi+isthemostefficientservicebringingmanybenefitsin terms of avoiding time/money wasting.LevelsofefficiencydependonthephaseCDi+ is activated.CDi+ Level 1 matches the preferred process as illustrated by the Mac Leamy curve (see paragraph 1.3).Based on the “shifting the effort effort” approach, we start designing with the construction in mind.The project proceeds smoothly being always coordinated and the budget is under control at every stage.CDi+Level1allowsavoidanceofanyinefficiencywhichis typical of the the traditional process.

CDi+ Level 2 (Avalon appointed after planning Application to develop the delivery package) creates a dramatic and positive break of the traditional process: this is the BIM Check-in moment as described at page 129.BIM (LOD 300-350) combined with Design Delivery Management, brings the design to the right level of coordination and the project can be developed consistently: buildability, Buiding Regs compliance, budget control and quality all progress together, reducing theareaofinefficiencyby60%.

Mac Leamy Curve illustrating the efficiency of CDi+ Level 1

Mac Leamy Curve illustrating the efficiency of CDi+ Level 2The peak of design effort at the beginning of CDi+ Level 2 corre-

spond to BIM Check-in and Sign-off process.

141

4 5

6

5 6

140

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


CDI+ Level 3 (Avalon appointed after tender) cannot avoid the inefficiency at delivery stage but can dropdown to zero mistakes and delay when time and costs have the biggest impact: during construction.Project coordination and consistency of information jumpsthankstoBIMCheck-InandBIMSign-Offprocess(See page 133): the goal is avoiding design changes and uncertainties due to missing or uncoordinated information during construction.

Mac Leamy Curve illustrating the efficiency of CDi+ Level 2The peak of design effort at the beginning of CDi+ Level 2 correspond to BIM

Check-in and Sign-off process.

7.4 CDI and CDI+ fee savings

With Construction & Design Integrated Plus (CDi+) including also Architectural and Interior Design Services, wecanboostourefficiency.Using BIM all along the process, our Design Team can save time at any stage of the process and we save the time by coordinating the information.Thecombinationofthesefactorsskyrocketsourefficiencyand allows us to be very competitive in comparison with the average fee for Architectural services since we directly benefitfromourownefficiency.

Comparison between average architectural fees and CDi+ at different stages of the project.

143

4 5

6

5 6

142

112 2

3 3

4G

o to

sum

mar

y >>

Con

stru

ctio

n &

Des

ign

Inte

grat

ed 7


7.5 CDi+ processThe diagram below shows the process for CDi+ Level 3.Theprocess startswith theBIMCheck-in and Sign-Offprocess as pre-construction activity.The client is involved in any design issue while the Client’s Project Manager is helped to follow the development of the design and the progress of works thanks to BIM, on-site monitoring tools, and off-line documentation (seeChapter 2).In CDi+ Level 2 (top right box) with Avalon involved at the very start of the delivery phase, BIM Check-in and Sign-Offprocesscoversthewholedeliveryphase.

“Resolving problems and providing solutions is the basis of every business, the true meaning of its existence.

I am proud of the processes we have developed based on our team’s expertise, knowledge and experience.

This guide would be of great help for anyone who is planning a building project or any construction or design professional who would like to further expand their knowledge.”

M. BogdantsalievFounder and MD

“Building or renovating a house can be very stressful and people facing such kind of process for the first time could be worried by the uncertainty of the outcome and it is that uncertainty we would like to avoid.

This guide is mainly addressed to private clients who are directly managing a project but professionals such as Project Managers, who are in charge on behalf of a client, will find described in detail the way we approach the project to remove the traditional issues they are used facing on a daily basis.”

C. BughiHead of Architecture and Design Management

excellence and efficiency

Documents