A Guide to Building Delivery Ready, Set, Build.
Getting Started So You Want to Build a Building? For many individuals faced with the responsibility of administering the construction of a building, the task can seem daunting. Understanding the basics of the design and construction process can alleviate apprehension and provide a good solid foundation of common terminology. You ll understand advantages as well as the disadvantages of different approaches and gain insight into how to select consultants that will work in the best interests of your organization. If you or your associates have questions or concerns about a particular project you plan to build, we encourage you to contact the experienced group of construction professionals at Flintco by calling toll-free, 1-800-947-2828.
Owners Depending on the size of the proposed project and your organization, you may choose to form a Long Range Planning Committee to develop a needs assessment and/or appoint staff within your organization to oversee and help determine the design and construction process you want to use. Regardless of the type of organization, many owners are comprised of laypeople who do not work in the building industry. Without day-to-day involvement in these professions, one may not be familiar with related terms, trends and practices; however, armed with some good sound information, individuals who have been tasked with getting a new building in place can proceed through the design and construction process with confidence. The Players Who Will Be Involved in the Design and of Your Building? Architect Also known as the designer, the architect can be a professional individual or a firm. The architect serves as the principal design consultant responsible for preparing the plans and specifications for the project. The various engineering consultants responsible for the building s systems-civil, structural, mechanical, electrical, etc., would then come under the supervision and, depending on the delivery system, may come under the contractual responsibility of the architect. Builder Sometimes referred to as general contractor, construction manager, main contractor, or prime contractor, the builder is responsible for the overall construction of the building. Although the contractor may have professionals on staff to self-perform some work items, most of the work will be overseen by the contractor, but performed through the efforts of subcontractors for such items as paving, utilities, foundations, framing, roofing, mechanical, electrical, plumbing and building finishes. Governmental and Regulatory Agencies Depending on the location of the building site, you may need to get formal approvals throughout the design and construction process. There will be municipal (city, town) or county design and zoning guidelines, building code regulations, plan review and/or permitting processes that must be followed. The architect and civil engineer on the project are well-versed in these issues and can help guide you as the project progresses.
What are the Steps in Design and? Planning and design of any facility begins with programming, which involves making decisions based on user needs. This task could entail determining the type and amount of space required, equipment, services such as telephone and data requirements, furnishings, and how people and spaces relate to one another. Programming can be determined by a building committee comprised of a stakeholder group of users and with the assistance of a design professional, such as an architect and should also include input from a qualified construction firm. After programming, the first step in the design of your facility will be schematic design meaning scheme or diagram. During this phase, the architect and their design team, comprised of all the engineering disciplines such as mechanical, electrical, structural, and plumbing, will use the information gained in programming to: ❻ Examine room sizes and how different functions relate to one another ❺ Create a basic floor plan showing walls, doors, elevators, etc. ❹ Provide simple single line drawings of all building systems including mechanical and electrical ❸ Develop elevation studies showing the building s exterior design ❷ Outline specifications indicating quality of materials and systems ❶ Develop the schematic design cost estimate (construction firm) Save money. Save time. Save headaches. It s important to involve construction experts early in the planning and design process. When a construction firm is involved in a project during the planning and design phases, the work that is conducted is known as preconstruction services. Studies show that preconstruction is the phase when 95 percent of the overall project Preconstruction Savings savings can be achieved, which supports the emphasis on participation of the construction firm while the design is being developed. This is because the construction firm provides valuable insight regarding the constructability, cost and scheduling impact of what is being designed. 95% Opportunity for Savings 5% Pre- Opportunity for Savings
From Design to Finish Design Development takes the approved schematic design to the next level of detail where materials, fixtures, colors, equipment and overall building elements are defined. At this phase a refinement of the requirements occurs that provides: More detailed interior floor plans showing walls, dimensions, chases, elevators, etc. More detailed elevations showing the different exterior views front, side, and back A more in-depth outline of specifications regarding materials, finishes, and building systems (i.e., structural, mechanical) A design development estimate from the construction firm Armed with decisions made in the previous phases, the design team will then produce construction documents that reflect the owner s selected design elements. In this stage the design team will develop a comprehensive set of plans and specifications (collectively known as construction documents) that will be used to submit to the appropriate authority for permits, and to bid and price the cost of construction. Usually the construction documents are reviewed by the owner and/or building committee at the 50 and 100 percent completion points for final approval prior to bidding. It is important that the construction documents be as complete as possible to avoid contractual changes during construction. At 100 percent completion, the construction documents are also referred to as the contract documents. There are several methods to deliver construction and some public entities dictate the method of soliciting construction bids and the specific construction delivery method. Regardless of the selected method of construction delivery, the construction firm provides the owner with a price for construction based on the construction documents. This price is the result of the construction firm dividing the scope of work into bid packages (i.e. painting, drywall, finish cabinetry, flooring, mechanical, etc.) and issuing them to the subcontractor community for competitive bidding. The subcontractor pricing received is then rolled up with all other associated project costs specific project requirements, general conditions, construction contingency, general office overhead and fee. The result is a total construction cost, which is then presented to and mutually agreed upon with the owner. Once the contractor and subcontractors are on board, the construction phase will begin in earnest. Depending on the size and complexity of the facility, the time period necessary for construction can vary widely. Initially, the site will be prepared, which includes clearing, utilities and earthwork required to make way for the foundation. will proceed to the framing phase, after which the subcontractors responsible for the various building systems mechanical, electrical, and plumbing will be on site to conduct their work. During the construction process, the construction firm will have on-going responsibility for the overall administration essential to successful construction: schedule control, cost control, quality control, and safety. The level of responsibility the construction firm holds in these areas is based upon the delivery system selected. The construction firm will also be responsible for overseeing the subcontractors, material suppliers, and vendors. The construction firm will report on a pre-defined basis to the owner on the progress of construction in relation to cost and Earthwork Framing Contracts Awarded Topping Out Interior Finish Out Close In Building Mechanical/Electrical/Plumbing Inspections scheduling, and will also submit to the owner progress payment applications based on work put in place to date. Inspections by local public officials, such as a county or municipal entity, may be conducted at specific steps along the way for such building systems as framing, electrical, and plumbing. Upon completion of the building, the owner and representatives from the design team prepare a punchlist of any items of work requiring corrective action or completion by the construction firm. The construction firm may also oversee commissioning (testing of performance) on equipment as it is installed and provide the owner, upon completion of the project, with a maintenance and operations overview of the facility that includes manuals and warranties on equipment. The architect provides the owner with a final set of construction documents referred to as the as builts, which are the contract documents updated with any changes to the scope that occurred during the course of construction. Punchlists Warranty Manuals and Keys Delivered Equipment Testing and Commissioning Bid Packages Distributed Documents Specification Review Value Analysis Preconstruction Estimates Schematic Drawings Design
The Primer What are the Different Delivery Types and Advantages of Each? Project Delivery System* - The process selected to execute a construction project for the purpose of assigning responsibilities and risk to the project team. Common delivery systems include: Design/Bid/Build Design-Build Management-Agency Management-At Risk Design/Bid/Build (General Contracting) Design-Build Two +F o u r P r o j e c t D e l i v e r y S y s t e m s Three Four Management Management- Agency At Risk Since each construction project is different, the project delivery system should be tailored to the individual requirements of that unique project. Typically the owner chooses the project delivery system that will be employed, but may rely on the professional input of design and construction consultants to determine which project delivery system will best fit the project. With public funded projects, the method of construction delivery may be specified by the local or state jurisdiction. Selection of a delivery method is typically based upon how your organization operates, internal resources available and their level of expertise or knowledge, funding requirements, and overall schedule for delivery. Design/Bid/Build Design-Build Management-Agency Management-At Risk * Source: Management Association of America (www.cmaanet.org)
Design/Bid/Build In Design/Bid/Build, also known as the general contracting project delivery method, the process is linear, where one phase is completed before another phase is begun. Under the design/bid/build example, the architect is selected under a separate contract that is based on a negotiated professional fee. The construction firm is most often selected based on the lowest bid, and there may be many subcontractors under his contract/direction. Architect/ Engineer Owner General Contractor Contractor is competitively bid per the Public Bid Laws. Subcontractors Subcontractors are competitively bid to General Contractors. Design-Build The hallmark of a Design-Build project is that one organization, either the architect or the construction firm, is soley responsible to the owner for both design and construction of the facility. In the design/build project delivery method, a single point of contact has been proven to foster better communication, reduce adversarial roles between design and construction, and accelerate project delivery. Perhaps the biggest advantage of the design/build process is speed of delivery. Because construction is occurring concurrent with design phases, the delivery of the project can be sped up by 25 percent or more as compared to the design/bid/build method. In addition to providing the owner with one source of accountability for the entire project development process and speed of delivery, using design/build fosters a team effort to achieve cost and schedule savings and to enhance overall value to the owner. The two most essential considerations in selecting a design/build team to construct your facility are their depth of experience in working together and proven record of performance in similar projects. Architect/Engineer Owner Design-Builder Subcontractors Subcontractors are competitively bid or negotiated with the Design-Builder. 26 Months 20 Months Time Savings Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Phase 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Select Project Design Team Select Project Design Team Programming Programming Schematic Design Schematic Design Design Development Design Development Documents Constructability Review Bidding Select Prime Contractor Documents Occupancy Occupancy + + Advantages Disadvantages Advantages Disadvantages Architect serves as owner s advocate with extensive owner interaction One bid package for construction Traditional method Understood by all parties - owners, architect designer, contractor Often easier to manage the linear process Contractor in potential adversarial role with architect and engineer Restricted owner control due to separation of roles and responsibilities Accurate cost estimating during design phase from architect requires knowledge of latest construction techniques and market No opportunity for contractor input prior to construction Low bid method increases probability of costly change orders Requires owner resources to manage Owner may have to act as referee to resolve disagreements Linear or sequential process, in which phases or tasks don t overlap If a project is over budget on bid day, it causes delays and additional costs for redrawing and re-bidding Early and continued architectcontractor collaboration leads to reduced litigation Active owner participation contributes to a better end product Single point of accountability, one-stop shopping for both design and construction services Accuracy of estimates enhanced through early involvement of construction arm Less detail required to begin construction Fewer change orders saves time and expense Speeds up entire design and construction process - saving months on schedule Owner can select team based on qualifications or through bid process Less owner control over final design and possibly less design influence by architect Possibly reduced architect-end user interaction Fewer checks and balances Requires owner s expertise Care must be taken to balance quality with profit
The Primer Management Methods The Management (CM) method of project delivery provides the owner with flexibility in selecting a contractor based on several factors other than solely on price. Those qualifications include project-specific expertise, history of performance and stability. Under a CM method of delivery, the owner selects the contractor based on qualifications and then the contractor s fee is negotiated. The owner has open book access to all project costs. This includes participation in the bidding and selection of subcontractors and vendors, which represents the most costly component of development. Throughout the course of construction, the construction manager basically serves as an extension of the owner s staff. Many owners select CM knowing that the lowest initial price derived through the design/bid/build bidding process does not always ultimately turn out to be the lowest price nor the best value by the end of construction. When a project includes CM in the mix, the transition from design to construction is also more apt to be a smooth one. Within the overall label of construction management there are two different project delivery systems, with variances related primarily to pricing and contractual obligations: * CM At-Risk The CM holds the subcontractor and vendor contracts, taking on the financial risk of the project by providing the owner with a guaranteed maximum price (GMP) for construction and a set date for completion, along with a negotiated professional fee (typically a percentage of the cost of construction) for the CM services. This GMP is best provided at the completion of the construction documents. * CM Agency Under this form of CM, the owner holds all subcontractor and vendor contracts and the CM serves as an extension of their staff, managing all the contracts, but holding no financial risk. The risk is contracted with each prime contractor/subcontractor. Architect/Engineer Owner Manager Subcontractors Subcontractors are competitively bid to the Manager. CM-At Risk The CM - At Risk (CMc) method of project delivery is increasingly being utilized by private and public sector clients, since it blends assessment of pricing, scheduling and qualifications while limiting the owner s risk. This method features a cohesive three-party team of owner, separate architect-designer, and the construction firm serving as construction manager. Under separate contracts, both the architect-designer and construction manager are chosen via the qualifications-based selection process. The CMc firm enters into a GMP contract with the owner, which assures the project will be constructed for no more than the amount designated in the signed contract, and no longer than the agreed completion date. Utilizing a GMP provides peace of mind to the owner, since any budget overruns on the contracted scope of work in excess of the GMP is assumed by the CMc. If the project is delivered below the GMP, cost savings are typically shared between the owner and the CMc. Getting past budget concerns allows the project to proceed with regular open communication and the knowledge that the CM always has the owner s best interests in mind. A previously established scope of work designates pre-construction services, such as estimating, scheduling, constructability reviews, value analysis, specification review, and quality control review, that save the owner both time and money. Vendors and subcontractors can be pre-qualified based on bonding, experience and performance requirements. In the case of public sector projects, this exercise can greatly enhance the participation by local suppliers and subcontractors who will be included in the competitive bidding. Contracts with the subcontractors and vendors are then held with the CM firm, who assumes responsibility for their performance. + Advantages GMP assures owner that project will be constructed for amount signed and within a set duration in the contract Selection based on construction firm s qualifications Pre-construction services are provided by qualified individuals that are current with construction costs and trends Produces more predictable and manageable results through a collaborative effort Increases opportunity for local participation of vendors, materials suppliers, and subcontractors Non-adversarial effort reduces risks for owner, architect-designer, and construction manager Saves time and money by reducing change orders Option to fast-track by phasing bid packages allows quicker facility usage Allows for more owner control in selecting CMc staff and subcontractors Disadvantages Potential for less competition because of lack of qualified CMs CM is extension of owner s staff, to a point, because they still have an at risk contract manager holds all subcontracts Management Process 24 Months Time Savings { Owner Month Select Design Professional Select Management Professional Programming* 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 CM-Agency + Schematic Designs Pre- Services Estimating Value Analysis Quality Control Review Spec Review Design Development Documents Phased Bid Packages Balance of Phased Bid Packages Occupancy *Owners, Architect and CM Involvement Owner Review and Involvement Project Completion In the CM-Agency (CMa) project delivery method, also known as Pure CM, the construction manager acts as an extension of the owner s staff and the general contractor role is eliminated. In this scenario the owner, rather than the general contractor or construction manager-at risk, holds all subcontracts. Essentially, each subcontractor becomes a prime contractor and is responsible for cost, schedule, quality, and safety on the project. The construction manager oversees these tasks in the role as a consultant. The construction manager competitively bids the different elements of construction to trade contractors (or subcontractors), such as electrical, mechanical, plumbing, framing, etc. Architect/Engineer Manager Subcontractors Subcontractors are competitively bid to the Manager. Advantages CM-Agency is truly on the owner s side as the risk is contracted to the prime contractor Selection based on construction firm s qualifications Pre-construction services are provided by qualified individuals that are current with construction costs and trends Produces more predictable and manageable results through a collaborative effort of entire team Increases opportunity for local participation of vendors, materials suppliers, and subcontractors Non-adversarial effort reduces risks for owner, architect-designer, and construction manager Saves time and money by reducing change orders Owner holds all subcontracts Option to fast-track by phasing bid packages allows quicker facility usage Allows for more owner control in selecting CMa staff and subcontractors Disadvantages Multiple contracts held by owner can create administrative challenges Potential challenge to determine who is at fault if project is delivered late with multiple prime contracts
E x p e r i e n c e P r e c o n s t r u c t i o n S t a b i l i t y I n s u r e d R e s o u r c e s C h a n g e S a f e t y D e l i v e r y Making the Grade What to Look for When Hiring a Builder Next to operational and maintenance costs, construction of new facilities is a huge part of an organization s budget. Decisions made about facilities impact your business or organization and ultimately your profitability for years to come. Although the end product is a building, when undertaking a major capital improvement program you are not purchasing a product, you are contracting for services. Few people would enter into a professional relationship with a doctor or lawyer based solely on price, and contracting with design and construction professionals is no exception. The ability to communicate with your organization, proven cost and schedule performance, specialized experience, stability and financial strength of the firm, and track record of providing constructive solutions all boils down to one thing: trust. What appears on the surface to be a good deal based on lowest bid can come back to haunt an owner with costly change orders, schedule delays, and increased operations costs of facilities that do not meet quality standards. Looking beyond initial price as the deciding factor, these are a few of the other criteria that should be considered when hiring a design and construction team Experience: Look for accredited and licensed firms who are registered professionals in your state. When reviewing credentials, it is also important to hire consultants who have knowledge and experience in designing the type of facilities your organization requires. By understanding the specialized needs of the business you re in, your design and construction team will be able to provide you with the best quality building at the best price. Preconstruction Capabilities: Ensuring that your construction firm is involved early in the planning and design process by contributing critical cost estimates, scheduling and constructability reviews can ultimately produce both time and budget savings. Look for a construction firm that has a depth of expertise in this capacity and a record of proven performance. Reputation: Has the team successfully worked together? By asking for and checking references, you will be able to determine how your design and construction team has functioned with other owners. This is one of the most important steps you can take in the selection of a design consultant to determine how they performed during the process, what particular innovative problem solving services were offered, and if there were any challenges with the design of the facility during construction. In addition, the local American Institute of Architects (AIA), Associated General Contractors (AGC) and Associated Builders and Contractors (ABC) have knowledge of your area s design and construction firms. Stability: Length of time in business is only one measure of stability. Checking on bonding capacity and examining financial stability is important to your peace of mind when selecting a consultant. They should be insured by wellknown bonding companies with superior ratings that will help alleviate your financial risk if a company is unable to complete construction for whatever reason. Adequately Insured: When conducting business, most organizations require consultants to have some level of insurance. Make sure your team has the proper and sufficient coverage for bonding the project construction, errors and omissions insurance (which is the design firm s responsibility), general liability, automobile, workers compensation, etc. Resources: Verify that your construction firm has the professional and administrative power to deliver your project and leverage within the area s subcontractor community. Quality: Ask to see your team s documented quality control program. It should describe the process for monitoring the drawings and budget during the design phase and how the team monitors the work in place during construction. Assuring good quality control during construction positively impacts the delivering of design aesthetics, as well as the long-term durability and life of your building. Dealing with Change: There has never been a perfect set of construction documents. How your design and construction team deals with changes in scope, including their documentation and approval process, performance history, and specifically, the relationship of contractor-initiated change orders as a percentage of overall construction, are all important to understand prior to consultant selection. Safety Program: Look for a construction company that has a documented and proven safety program and ask about it s accident record. Assurance of a safe work place translates directly into quality construction and reduced construction costs when your incident-free project is able to stay on budget and meet your schedule. Ask for the company s Experience Modifier Rate (EMR) which is an industry standard for assessing performance in safety. The lower a company s EMR the better that company has performed. The average EMR throughout the construction industry is 1.00. Commitment to the Community and Dedication to Delivery: Your organization Is a driving force within the communities you operate. Shouldn t your design and construction team care as much about your community as you do?
Aa Study Guide Glossary of Terms Nn Bb Cc Dd Ee Ff Gg Hh Ii Jj Kk Ll Mm ADA: The Americans with Disabilities Act (ADA) is a federal civil rights law that prohibits discrimination against people with disabilities from performing everyday public activities and guarantees equal opportunity for individuals with disabilities in public accommodations, employment, transportation, state and local government services, and telecommunications. As-builts: Also known as Record Drawings - contract documents including any changes made during the construction process. Bid Bond: A written form of security executed by the bidder as principal and by a surety for the purpose of guaranteeing that the bidder will sign the contract, if awarded the contract, for the stated bid amount. Building Information Modeling (BIM): is the process of generating and managing building data during its life cycle using threedimensional, real-time, dynamic building modeling software. Building Code: Also referred to as codes the legal design requirements for such building elements as structural, electrical, or plumbing, established by the various prevailing governing agencies covering the minimum acceptable requirements for all types of construction. There are several different building codes used throughout the United States. Which code applies to your facility s construction is based on the project location. Building Permit: A written document issued by the appropriate governmental authority permitting construction to begin on a specific project in accordance with drawings and specifications approved by the governmental authority. In addition to a building permit and the system inspections associated with this process, such as structural, electrical, and plumbing, other permits and inspections may be required within your jurisdiction, such as fire suppression system inspection and testing by the fire marshal, and certificate of occupancy required prior to move-in being allowed. Your design and construction team should advise you on what permits are required, at what juncture of development they are processed, be familiar with the building codes used in your area and assist in obtaining the necessary permits. Change Order: A written, signed document between the owner and the contractor that authorizes a change in the work or an adjustment in the contract sum or the contract time. The contract sum and the contract time may be altered only by change order. Change orders occur for a variety of reasons including those initiated by the owner to modify materials or redesign if needs change during the course of construction, or as a result of unforeseen conditions like discovering an unmarked utility, to name a few. Constructability Reviews: The process of the contractor evaluating the construction documents for clarity, consistency, completeness, and ease of construction to achieve overall project objectives. Cost: The contractor costs for labor, material, equipment, and services; contractor s overhead and profit; and other direct construction costs. cost does not include the compensation paid to the architect, engineer, and consultants; cost of the land, rights-of-way or other costs which are defined in the contract documents as being the responsibility of the owner. Documents: Documents that include architectural and engineering plans, specifications, addenda, correspondence, and original contracts associated with a specific construction project. Contingency: A sum of money, usually a percentage of the bid value, that is included in the construction budget to cover any additional costs that may arise during construction as a result of unknown events. Divisions of Work: An indexing system for organizing construction data, particularly construction specifications. Originally, 16 divisions of the facilities construction subgroup were outlined for such standard items as masonry, electrical, finishes, or mechanical. The divisions of work now include 50 separate items for subgroups such as facility services, site and infrastructure, and process equipment, which reflect the increasingly complex nature of construction. Due Diligence: The process through which a potential purchaser evaluates a target property for acquisition. When purchasing property, due diligence can include the geotechnical soils report and environmental assessments. Environmental due diligence during commercial real estate transactions can include phase I and phase II environmental site assessments. Elevation: A scale drawing of the side, front, or rear of a given structure. Environmental Assessment: A procedure to assure that the environmental implications of the decision to construct a building on a specific parcel of land are taken into account. The process involves an analysis of the likely effects on the environment, undertaking a public consultation exercise and incorporating any public comments in a final report. Experience Modifier Rate (EMR): Based on company payroll, as well as the history of worker s compensation claims over a three year period, an industryspecific formula calculates expected loss rates for the average company. In the case of EMRs, the lower a company s number is the better that company has performed. Fast Track: The process of dividing the design of a project into phases in such a manner as to permit construction to start before the entire design phase is complete. The overlapping of the construction phase with the design phase. General Conditions (of the contract): A written portion of the contract documents set forth by the owner stipulating the contractor s minimum acceptable performance requirements including the rights, responsibilities and relationships of the parties involved in the performance of the contract. General Conditions Costs: Includes project staffing, computers, software, communication costs, trailers, etc.-all the specific project-related costs for the construction firm to perform their contracted duties. Guaranteed Maximum Price (GMP): A contractual form wherein the construction manager establishes a maximum price for the cost of the work based on an agreed-to scope. The owner sees all invoices for the project. Owner s Agent or Representative: The individual representing the owner on the project team. Partnering: An educational procedure for obtaining the cooperation and understanding of all concerned in a construction contract by their participation in meetings or seminars attended by the design and construction team, owner, subcontractors and suppliers to define and mutually commit to the goals and objectives for the success of the project. Performance Bond: A written form of security from a surety (bonding) company to the owner, on behalf of an acceptable prime or main contractor or subcontractor, guaranteeing payment to the owner in the event the contractor fails to perform all labor and services, or supply all materials and equipment, in accordance with the contract. Plans: Line drawings (by floor) that represent the horizontal geometrical section of the walls of a building. The section (a horizontal plane) is taken at an elevation to include the relative positions of the walls, partitions, windows, doors, columns, etc. Preconstruction: Preconstruction services are a range of activities performed prior to construction execution, which includes value analysis, constructability, cost and schedule studies, procurement of long lead time items and staffing requirements. Prime Contractor: Any contractor having a contract directly with the owner. This is usually the main contractor for a specific project. Project Management: A delivery system wherein the project manager provides comprehensive management services to the owner from the programming stage through occupancy, serving as a surrogate owner, providing all the procurement and coordination of design, construction, closeout and move-in services. Project Requirements: Includes hoisting, trash removal, jobsite layout, bonds and insurance, permits, etc.-all the tasks and associated costs required to complete the terms and conditions of the contract that are not included in the general conditions or a subcontract. Program Management: The practice of professional construction management applied to a capital improvement program of one or more projects from inception to completion. Public Purpose Bond Program: An often tax-exempt bond issued by a city, county, state, or other governmental agency for the financing of public projects. The approval for a bond program is typically obtained through a vote of constituents. Punchlist: Also known as an inspection list. This list is prepared by the architect. It includes items of work requiring immediate corrective or completion action by the contractor. RFI: Request for Information (RFI) relates to a formal process of asking for additional clarifying information from the designer regarding construction documents. RFIs generally come from contractors requiring additional information at the job site. RFQ and RFP: Request for Qualifications (RFQ) and Request for Proposal (RFP) are requests from an owner for a document that demonstrates the firm s qualifications to undertake a specific project. These requests generally include instructions regarding format, content and/or assembly of the document. Schedule: A plan for performing work or achieving an objective. Scope of Work (SOW): A document that describes in detail the work to be done and specifies the exact nature of the tasks to be performed in connection with a designated project. A contractor s SOW is a document that spells out what is necessary to achieve completion of a project that is the sum of all tasks and activities required for construction. Self-performed Work: Tasks or elements of work conducted by a prime, general or main contractor that, in some instances, might otherwise be bid and awarded to a subcontractor. Specifications: A detailed, exact statement of particulars, especially statements prescribing materials, methods, and quality of work for a specific project. Subcontractor: A subordinate contractor to the prime, general, or main contractor. Turnkey: A project delivery system wherein the owner has a single source for all services required for the project s development, including financing, design and construction. Value Analysis: May also be referred to as value engineering, this task is performed by the construction firm or construction manager in the pre-construction or design phase of a project to identify construction methods and recommendations to design that may save both time on the schedule and cost associated with the overall budget of a specific construction project. It also may include overall life cycle costs to maintain and operate the facility. Vendor: One that sells materials or equipment not fabricated to a special design. Zoning: Restrictions of areas or regions of land within specific geographical areas based on permitted building size, character, and uses as established by governing urban authorities. Oo Pp Qq Rr Ss Tt Uu Vv Ww Xx Yy Zz