Designing Buildings - User contributions [en]

Fee consideration for architects

2014-07-06T18:20:50Z

Xelasanti: Protected "Fee consideration for architects" ([edit=author] (indefinite) [move=author] (indefinite))

'''Fee considerations for architects'''

The [http://www.designingbuildings.co.uk/wiki/RIBA RIBA] are moving towards resource based fee calculation - promoting the [http://www.designingbuildings.co.uk/wiki/RIBA RIBA] fee calculator as a tool with outputs that can be used to explain fee calculation to [http://www.designingbuildings.co.uk/wiki/Clients clients].

'''[http://www.designingbuildings.co.uk/wiki/RIBA RIBA] fee calculator'''
*The RIBA Practice committee highly recommends architects to spend whatever time they need to carefully asses, formulate and present the details of the fee required for any job.
*The Fee can then be explained and agreed with the client to form a basis of a transparent and successful relationship.
*Spending an adequate time on fee calculation will ensure an appropriate charge for architect’s services and avoid loosing money on a project and hopefully demonstrate profit.

 

'''Pointers to good practice: (then project considerations)'''

*To establish the extent of services so that client has a clear understanding of the role and service the architect is about to engage, it is crucial that an appointment document is completed and signed by both parties.
*This will make clear, in writing what service you are providing and conditions of engagement.
*Once a clear scope and deliverables are set, we can only then begin to asses the time involved in carrying out the works…
*And start to asses corresponding fee that relates to the specific package of the work.
*Issue the client with a programme and cash flow forecast so that the client knows when to expect an invoice. This allows the client to prepare their finances accordingly.
*In addition it is imperative to make sure payment terms are 14 days and that we are been paid promptly.

'''Pointers to good practice: (to back up business considerations)'''

*Be prepared to stop working for non-payment of fees
*Make sure to send out a letter of suspension of services for late payment payment.
*This warning letter prompts the client to pay on time next invoice date.
*This is a good tactic to protect our business as we can record the continued late payment of serial offenders, and will be very useful should we need to take them to court to collect payment.
*This goes without saying that all record of events should be kept through minutes, emails and letters to support any verbal discussions. If any verbal discussions occur it is vital that they are backed up in writing in the event of any dispute.
*Should the final payment not come through, we must chase it up through the final claims court

'''Fee considerations for architects'''

 

'''Projects specific issues and business issues to be considered before calculating a fee.'''

'''Project specific considerations'''

*What Is being asked for?/ How were you approached?
*Is the [http://www.designingbuildings.co.uk/wiki/Client client] clear about what they want?
*What is the extent of services required? Full, partial, just feasibility etc?
*Basic fee or additional services?
*Are [http://www.designingbuildings.co.uk/wiki/Contract_administrator contract administrator] / [http://www.designingbuildings.co.uk/wiki/Lead_consultant lead consultant] roles Included?
*What is the [http://www.designingbuildings.co.uk/wiki/Procurement_route procurement route]?
*Does sufficient information exist about the services being asked for?
*Are the services asked for beyond your expertise?
*Will additional [http://www.designingbuildings.co.uk/wiki/Consultants consultants] be needed?
*Is the [http://www.designingbuildings.co.uk/wiki/Programme programme] reasonable?
*If there is a [http://www.designingbuildings.co.uk/wiki/Target_cost target cost], is it reasonable?
*What is the level of project complexity?
*Does it include work to an existing building or conservation work?
*Are there elements of repetition that may reduce the fee.
*Is there potential to use knowledge from previous projects.
*Likely expenses.
*Is it possible to benchmark against other practices / projects?
*Is there any requirement to give a maximum price?

'''Wider practice / business considerations'''
*Is this a new [http://www.designingbuildings.co.uk/wiki/Client client]?
*What is their financial status?
*Have you performed credit checks and asked about them around the industry?
*Will the [http://www.designingbuildings.co.uk/wiki/Client client] be open to [http://www.designingbuildings.co.uk/wiki/Value value] incentives? If so should the practice take the [http://www.designingbuildings.co.uk/wiki/Risk risk]?
*Are there sufficient resources?
*Is additional PII cover required?
*Assess [http://www.designingbuildings.co.uk/wiki/Cash_flow cash flow] and [http://www.designingbuildings.co.uk/wiki/Fee_Forecasting fee forecasting].

'''Calculation considerations'''

'''Work stage [http://www.designingbuildings.co.uk/wiki/Fees fees]'''

*It is common to time charge during the early stages.
*What is the [http://www.designingbuildings.co.uk/wiki/Procurement_route procurement route]?
*Is the [http://www.designingbuildings.co.uk/wiki/Appointment appointment] for normal service?
*[http://www.designingbuildings.co.uk/wiki/Architects Architects] add most [http://www.designingbuildings.co.uk/wiki/Value value] up to planning, but more resources are required in later stages.

'''Acknowledging added [http://www.designingbuildings.co.uk/wiki/Value value]'''

*Incentive [http://www.designingbuildings.co.uk/wiki/Fees fees]: (ie % of [http://www.designingbuildings.co.uk/wiki/Value value] increase on land if planning is received.)
*[http://www.designingbuildings.co.uk/wiki/Equity Equity] shares.
*[http://www.designingbuildings.co.uk/wiki/Value Value] framework ([http://www.designingbuildings.co.uk/wiki/Developer developer] led where [http://www.designingbuildings.co.uk/wiki/Fees fees] are agreed traditionally and then expressed as a % of the overall project profit margin).

Explain professional obligations and potential employment issues relating to project resourcing

 

'''Professional obligations'''
*The fee should be confirmed in writing and explained to [http://www.designingbuildings.co.uk/wiki/Client client].
*You should have proper resources for the delivery of the services required.
*You should have appropriate [http://www.designingbuildings.co.uk/wiki/Professional_indemnity_insurance Professional Indemnity Insurance] (PII) cover.
*You should have an Employment Policy in place.
*

'''Calculation considerations'''

'''Resource calculation'''

Empirical data
*Practice records (ie. % fee earning hours. Keep good time sheets)
*[http://www.designingbuildings.co.uk/wiki/Building_Cost_Information_Service Building Cost Information Service]
*Colander.
*[http://www.designingbuildings.co.uk/wiki/RIBA RIBA] Business [http://www.designingbuildings.co.uk/wiki/Benchmarking benchmarking].
*

Calculated prediction.

*Provisionally allocate resources and check against practice workload.
*Schedule activates and requirements.
*Identify real [http://www.designingbuildings.co.uk/wiki/Cost costs] of staff.
*Identify ancillary [http://www.designingbuildings.co.uk/wiki/Cost costs] such as travel, PII, hard/software.
*Direct [http://www.designingbuildings.co.uk/wiki/Cost costs]; payroll, NI, pensions, CPD etc.
*Indirect [http://www.designingbuildings.co.uk/wiki/Cost costs]; overheads and profit.

Ideally, perform a calculated prediction and test it against empirical data.

Typically, 70% 30% 10% - Salary Overheads Profit.

[[Category:Articles_needing_more_work]]

Fee consideration for architects

2014-07-06T18:20:38Z

Xelasanti: Created page with " '''Fee considerations for architects''' The [http://www.designingbuildings.co.uk/wiki/RIBA RIBA] are moving towards resource based fee calculation - promoting the [http://www...."

ISO 9001

2014-07-06T11:39:06Z

Xelasanti: Protected "ISO 9001" ([edit=author] (indefinite) [move=author] (indefinite))

''' '''
*'''The ISO 9001 standard specifies requirements for a quality management system where an organisation needs to demonstrate its ability to consistently provide products that meet the requirements of clients (in addition to other stakeholders), and any applicable regulations requirements.'''
*Regulatory requirements focus on the quality management system, management responsibility, resources management, product realisation and measurement, analysis and improvement.
*When a quality system is applied to a product as complex and unique as construction, a specific quality plan must be drafted by applying the company’s global system to the specific project.
*The plan must be drafted by the contractor before the start of the construction works and will be reviewed throughout its execution.
*The quality plan is applicable to the materials, work units and services that have been specifically chosen by the construction company in order to comply with the quality requirements stipulated in the contract.
*The quality plan is drafted for the construction works when a preventive strategy is needed to guarantee the construction quality, even though there might also be a quality manual,
*in compliance with the ISO 9001 standard requirements.

ISO 9001 is therefore belongs to
*The '''ISO 9000''' family of standards which are related to quality management systems
*and is the only standard in the family that can be certified to (although this is not a requirement).
*The standards can be used by any organization, large or small, regardless of its field of activity,
*In fact ISO 9001:2008 is implemented by over one million companies and organizations in over 170 countries.
*This makes ISO 9001 one of the most widely used management tools in the world today.

To summarize :
*the International Organization for Standardisation. ISO 9001 deals with
*the fundamentals of quality management systems,
*including the eight management principles
*on which the family of standards is based.

The principles included are as follows:

'''ISO Quality Management Principles'''

Principle 1 – Customer focus

Principle 2 – Leadership

Principle 3 – Involvement of people

Principle 4 – Process approach

Principle 5 – System approach to management

Principle 6 – Continual improvement

Principle 7-Factual approach to decision making

Principle 8 – Mutually beneﬁcial supplier relationship

Using ISO 9001:2008 helps ensure that customers get consistent,

good quality products and services, which in turn brings many business benefits.

[[Category:Articles_needing_more_work]]

ISO 9001

2014-07-06T11:38:35Z

Xelasanti:

ISO 9001

2014-07-06T11:38:20Z

Xelasanti: Created page with " '''The ISO 9001''' *'''The ISO 9001 standard specifies requirements for a quality management system where an organisation needs to demonstrate its ability to consistently prov..."

'''The ISO 9001'''

*'''The ISO 9001 standard specifies requirements for a quality management system where an organisation needs to demonstrate its ability to consistently provide products that meet the requirements of clients (in addition to other stakeholders), and any applicable regulations requirements.'''

*Regulatory requirements focus on the quality management system, management responsibility, resources management, product realisation and measurement, analysis and improvement.
*When a quality system is applied to a product as complex and unique as construction, a specific quality plan must be drafted by applying the company’s global system to the specific project.
*The plan must be drafted by the contractor before the start of the construction works and will be reviewed throughout its execution.
*The quality plan is applicable to the materials, work units and services that have been specifically chosen by the construction company in order to comply with the quality requirements stipulated in the contract.
*The quality plan is drafted for the construction works when a preventive strategy is needed to guarantee the construction quality, even though there might also be a quality manual,
*in compliance with the ISO 9001 standard requirements.

ISO 9001 is therefore belongs to

*The '''ISO 9000''' family of standards which are related to quality management systems
*and is the only standard in the family that can be certified to (although this is not a requirement).
*The standards can be used by any organization, large or small, regardless of its field of activity,
*In fact ISO 9001:2008 is implemented by over one million companies and organizations in over 170 countries.
*This makes ISO 9001 one of the most widely used management tools in the world today.

To summarize :
*the International Organization for Standardisation. ISO 9001 deals with
*the fundamentals of quality management systems,
*including the eight management principles
*on which the family of standards is based.

The principles included are as follows:

'''ISO Quality Management Principles'''

Principle 1 – Customer focus

Principle 2 – Leadership

Principle 3 – Involvement of people

Principle 4 – Process approach

Principle 5 – System approach to management

Principle 6 – Continual improvement

Principle 7-Factual approach to decision making

Principle 8 – Mutually beneﬁcial supplier relationship

Using ISO 9001:2008 helps ensure that customers get consistent,

good quality products and services, which in turn brings many business benefits.

[[Category:Articles_needing_more_work]]