Designing Buildings - User contributions [en]

Brief considerations

2014-03-23T19:02:18Z

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Fee considerations for architects

2014-03-23T19:01:28Z

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Fee considerations for architects

2014-03-23T18:52:42Z

Tkarch4571:

FEE PROPOSALS

 BACKGROUND >The monopolies commission and OFT have forced RIBA to abandon Fee Scales. >The RIBA are moving towards resource based fee calculation - promoting the RIBA fee calculator as a tool with outputs that can be used to explain fee calculation to clients. 

PROJECT CONSIDERATIONS >Extent of Services Full, Partial, Feasibility? included in basic fee or 􀀁additional services􀀂? Procurement route. CA/ Lead consultant roles Included? Do you have sufficient information about the services being asked for? Anything beyond your expertise? Consultants Needed? >Project Targets Is the Programme reasonable? If a target cost are given is it reasonable? >Project Complexity >Existing building/ Conservation work >Repetition. -Identical units may reduce fee. -Reuse of design on another site may increase fee. Consider License fees >Likely Expenses >Benchmark with other practices/Your own projects. > What Is being asked for?/ How were you approached? >One to one or Competition? > Beware any requirement to state the ultimate fee. (maximum price) >Is the client clear about what they want to achive. 

PROFFESSIONAL OBLIGATIONS >Fee confirmed in writing and explained to client. (ARB.Code.ST11+RIBA.Code SST2.2) >Proper resources for the delivery of services. (ARB.Code.ST2/ RIBA Code Standard 2.2./ CDM regs) >RIBA chartered Practice Requirements. % of Chartered Architects. >Appropriate PII Cover >An Employment Policy in place. 

WIDER PRACTICE/ BIUSNESS CONSIDERATIONS >Resources. >Added PII cover required? >Cash flow + fee forecasting. >New Client Risk. - Financial status. Credit checks. Ask around the industry. >Will the client be open to Value incentives? If so should the practice take the risk? >Benefits. Avoid redundancy. A way into more work. Interesting work.. Practice Portfolio. 

CALCULATION CONSIDERATIONS. 

WORK STAGE FEES >Common to time charge the early stages >Procurement route? >Is appointment for 􀀁Normal service?􀀂 or Stage by Stage? >A tension -Architects add most value up to planning. Vs More resources are required in late Stages. >[Does reducing front loaded fees deny this Value?] 

AKNOWLEDGING ADDED VALUE Incentive fees: (ie % of value increase on land if planning is received.), Equity Shares. Value Framework (Developer led where fees are agreed traditionally and then expressed as a % of the overall project profit margin) 

RESOURCE CALULATION Three methods.1.Empitical Data. 2.Prediciton. 3.Prediction checked against empirical data. (recommended) 1.Empirical Data - Practice records. (ie. % identify fee earning hours. Keep good time sheets) Building Cost Information Service (a useful check). Colander. RIBA Business benchmarking. 2. Calculated Prediction. Consider: -Provisionally allocate resources and check against practice workload. -Schedule activates and requirements -Identify real costs of staff -Identify ancillary costs. Ie travel, PII, hard/software. -The MARGIN. (Direct costs minus indirect costs.) Direct Costs – Payroll, NI, Pensions, CPD. Indirect Costs – Overheads and Profit. - Think about how added Value can affect margin. License fees for repeated work. 

TYPICALLY 70% 30% 10% - Salary Overheads Proffit. 

HOW TO DEFINE THE FEE FOR THIS CLIENT FEE INCLUDES: Fee for basic normal services. Fee for additional services. Time charge provision. Expenses and dispersements 

TYPES OF TRADITIONAL FEE >Percentage Fee. - Rough and ready old school way. Geared towards full services + well defined project. Not so suitable now. Risky with regards to changes. >Lump Sum. – Client benefits form certainty. For each work stage or one sum split between work stages. >Fixed Lump Sum. - Unwise to agree fixed lump sum with no variation provision. >Variable Lump Sum. - Adjusted based on updated cost info at the end of each stage. Best spread of risk + Transparency. >Time Charge - Acknowledge staff level and rate. Agree provision for inflation. 

PRESENTATION TO CLIENT. >The objective is to engage, influence and persuade. >Include proof of value. QA status. Specialist skills in house Recent completed projects Staff CVs >If client has not confirmed terms of agreement then include: Terms and conditions Other consultant roles Programme matters

Fee considerations for architects

2014-03-23T18:46:35Z

Tkarch4571: Created page with " FEE PROPOSALS BACKGROUND >The monopolies commission and OFT have forced RIBA to abandon Fee Scales. >The RIBA are moving towards resource based fee calculation - pr..."

FEE PROPOSALS BACKGROUND >The monopolies commission and OFT have forced RIBA to abandon Fee Scales. >The RIBA are moving towards resource based fee calculation - promoting the RIBA fee calculator as a tool with outputs that can be used to explain fee calculation to clients. PROJECT CONSIDERATIONS >Extent of Services Full, Partial, Feasibility? included in basic fee or 􀀁additional services􀀂? Procurement route. CA/ Lead consultant roles Included? Do you have sufficient information about the services being asked for? Anything beyond your expertise? Consultants Needed? >Project Targets Is the Programme reasonable? If a target cost are given is it reasonable? >Project Complexity >Existing building/ Conservation work >Repetition. -Identical units may reduce fee. -Reuse of design on another site may increase fee. Consider License fees >Likely Expenses >Benchmark with other practices/Your own projects. > What Is being asked for?/ How were you approached? >􀀁One to one􀀂 or 􀀁Competition?􀀂 > Beware any requirement to state the ultimate fee. (maximum price) >Is the client clear about what they want to achive. PROFFESSIONAL OBLIGATIONS >Fee confirmed in writing and explained to client. (ARB.Code.ST11+RIBA.Code SST2.2) >Proper resources for the delivery of services. (ARB.Code.ST2/ RIBA Code Standard 2.2./ CDM regs) >RIBA chartered Practice Requirements. % of Chartered Architects. Appropriate PII Cover An Employment Policy in place. WIDER PRACTICE/ BIUSNESS CONSIDERATIONS >Resources. >Added PII cover required? >Cash flow + fee forecasting. >New Client Risk. - Financial status. Credit checks. Ask around the industry. >Will the client be open to Value incentives? If so should the practice take the risk? >Benefits. Avoid redundancy. A way into more work. Interesting work.. Practice Portfolio. CALCULATION CONSIDERATIONS. WORK STAGE FEES >Common to time charge the early stages >Procurement route? >Is appointment for 􀀁Normal service?􀀂 or Stage by Stage? >A tension -Architects add most value up to planning. Vs More resources are required in late Stages. >[Does reducing front loaded fees deny this Value?] AKNOWLEDGING ADDED VALUE Incentive fees: (ie % of value increase on land if planning is received.), Equity Shares. Value Framework (Developer led where fees are agreed traditionally and then expressed as a % of the overall project profit margin) RESOURCE CALULATION Three methods.1.Empitical Data. 2.Prediciton. 3.Prediction checked against empirical data. (recommended) 1.Empirical Data - Practice records. (ie. % identify fee earning hours. Keep good time sheets) Building Cost Information Service (a useful check). Colander. RIBA Business benchmarking. 2. Calculated Prediction. Consider: -Provisionally allocate resources and check against practice workload. -Schedule activates and requirements -Identify real costs of staff -Identify ancillary costs. Ie travel, PII, hard/software. -The MARGIN. (Direct costs minus indirect costs.) Direct Costs – Payroll, NI, Pensions, CPD. Indirect Costs – Overheads and Profit. - Think about how added Value can affect margin. License fees for repeated work. TYPICALLY 70% 30% 10% - Salary Overheads Proffit. HOW TO DEFINE THE FEE FOR THIS CLIENT FEE INCLUDES: Fee for basic normal services. Fee for additional services. Time charge provision. Expenses and dispersements TYPES OF TRADITIONAL FEE Percentage Fee. - Rough and ready old school way. Geared towards full services + well defined project. Not so suitable now. Risky with regards to changes. Lump Sum. – Client benefits form certainty. For each work stage or one sum split between work stages. Fixed Lump Sum. - Unwise to agree fixed lump sum with no variation provision. Variable Lump Sum. - Adjusted based on updated cost info at the end of each stage. Best spread of risk + Transparency. Time Charge - Acknowledge staff level and rate. Agree provision for inflation. PRESENTATION TO CLIENT. >The objective is to engage, influence and persuade. >Include proof of value. QA status. Specialist skills in house Recent completed projects Staff CVs >If client has not confirmed terms of agreement then include: Terms and conditions Other consultant roles Programme matters

Brief considerations

2014-03-23T18:38:33Z

Tkarch4571:

Important to understand that the brief is an evolving document in an itterative process. The brief reprasents the evolving position of the desired project outcomes. It is key to remain open to opertunities and spot threats.

>POW STAGE 0 - STRATEGIC BRIEF

-Establish client expectations and motives -Establish Outline Project Objectives

-Test the Client's buisness case. - Question/Test the desired outcomes

-Question the Site. - Question Refurbishment or New build? Need for a building?

-Is there a better way to meet the client's objectives?

-Establish DQIs appropriate to the project. Enables a clear touchstone for future discussions

-Identify decision makers.

OUTPUT - forms the basis of feasibility studies. Should be formalised and signed off by client.

>POW STAGE 1 - INITIAL PROJECT BRIEF

-Studies to test the strategic brief. -Feasibility studies. Consider spatial aspects of the brief.

-Itterative cost appraisal.

-Consider Statutory and Environmental constraints.

-Define programme intentions.

-Define organisational structure.

-How will success be measured?

-Defines Outcomes carefully. Particularily as they could become contractual requirements

-Formalize Technical, Manegeirial and Design intent.

-Project team assembly considerations to run in parallel with initial brief development.

OUTPUT

- Should be formalised as it forms the basis of work for stage 2.

- a Collaborative project team.

>POW STAGE 2 - FINAL PROJECT BRIEF

-Agreed and signed off by client.

-Establish document's contractual status. ie ERs.

-Developed with consultant and CDMC input.

-Strategies are tested and confirmed.

-Clarifies - USE, QULAITY, ENVIRONMENTAL ASPIRATIONS, COST, PROGRAMME.

-Provides a framework for developing the project.

-Acts as a Quality Managment tool.

RISKS

Thorough briefing aids project risk managment.

CHANGE CONTROLL

-After Stage 2 change controll procedures will be in place.

-Changes will become more costly as the project progresses.

-Additional design fees after the brief is frozen. Even more fees is so late subcontractor design requires change.

- A robust and tested brief avoids back tracking.

ASSEMBLING THE PROJECT TEAM.

-Briefing and team assembly should happen in parallel.

-2013 POW shifts emphasis from design team to project team.

-Establish Who? and When? Scope of Services Required.

-Avoid abortive work/overlapping roles.

-Brief development should identify specialist input required.

BUDGET TESTING ££

-Robust breifing will pick up the need for: 

-Enabling works

-Non contract fixtures and fittings

-Initial outlay vs whole life cycle costing preference.

-At Stage 0 Ask - Do strategic outcomes match available funds?

-At Stage 2 Test the brief through itterative design and cost analysis.

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Brief considerations

2014-03-23T18:34:29Z

Tkarch4571: Created page with "Important to understand that the brief is an evolving document in an itterative process. The brief reprasents the evolving position of the desired project outcomes. It is key to ..."

Important to understand that the brief is an evolving document in an itterative process. The brief reprasents the evolving position of the desired project outcomes. It is key to remain open to opertunities and spot threats.

>POW STAGE 0 - STRATEGIC BRIEF

-Establish client expectations and motives

-Establish Outline Project Objectives

-Test the Client's buisness case

-Question/Test the desired outcomes

-Question the Site.

-Question Refurbishment or New build? Need for a building?

-Is there a better way to meet the client's objectives?

-Establish DQIs appropriate to the project. Enables a clear touchstone for future discussions

-Identify decision makers.

OUTPUT - forms the basis of feasibility studies. Should be formalised and signed off by client.

>POW STAGE 1 - INITIAL PROJECT BRIEF

-Studies to test the strategic brief.

-Feasibility studies. Consider spatial aspects of the brief.

-Itterative cost appraisal.

-Consider Statutory and Environmental constraints.

-Define programme intentions.

-Define organisational structure.

-How will success be measured?

-Defines Outcomes carefully. Particularily as they could become contractual requirements

-Formalize Technical, Manegeirial and Design intent.

-Project team assembly considerations to run in parallel with initial brief development.

OUTPUT

- Should be formalised as it forms the basis of work for stage 2.

- a Collaborative project team.

>POW STAGE 2 - FINAL PROJECT BRIEF

-Agreed and signed off by client.

-Establish document's contractual status. ie ERs.

-Developed with consultant and CDMC input.

-Strategies are tested and confirmed.

-Clarifies - USE, QULAITY, ENVIRONMENTAL ASPIRATIONS, COST, PROGRAMME.

-Provides a framework for developing the project.

-Acts as a Quality Managment tool.

RISKS

Thorough briefing aids project risk managment.

CHANGE CONTROLL

-After Stage 2 change controll procedures will be in place.

-Changes will become more costly as the project progresses.

-Additional design fees after the brief is frozen. Even more fees is so late subcontractor design requires change.

- A robust and tested brief avoids back tracking.

ASSEMBLING THE PROJECT TEAM.

-Briefing and team assembly should happen in parallel.

-2013 POW shifts emphasis from design team to project team.

-Establish Who? and When? Scope of Services Required.

-Avoid abortive work/overlapping roles.

-Brief development should identify specialist input required.

BUDGET TESTING ££

-Robust breifing will pick up the need for: 

-Enabling works

-Non contract fixtures and fittings

-Initial outlay vs whole life cycle costing preference.

-At Stage 0 Ask - Do strategic outcomes match available funds?

-At Stage 2 Test the brief through itterative design and cost analysis.

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