Technological University of the Philippines

College of Architecture and Fine Arts

Ayala blvd. Ermita Manila

WRITTEN REPORT

ARSP 1
Alibio, Nick John
Balderama, Mary Jane
Ganacia, Jemica
Sewane, Adam
Sialana, Jayson

BSA 3B
PROJECT INITIATION
It is important to get project initiation right; this establishes the foundations for the
project and can make the difference between a successful and unsuccessful project.
There is a lot to consider during project initiation which can be overwhelming. This
toolkit has been designed to guide you through this process, one step at a time.

The purpose of project initiation is to get

the project off to the best start, by talking to relevant
stakeholders and gathering the right information to start
planning the project in more detail. The project initiation
process will allow the Project Board and Authority Group to
decide whether or not the project should continue to the
implementation stage, based on the forecasted benefits
and whether or not it is aligned with the corporate or
programmed strategy.

The final output of the initiation

process should be a Project
Initiation Document (PID).
This will pull together all of the
information gathered, and once
approved should be a static
reference document, to be
updated only through an
authorised change management
process. The PID then acts as a
baseline against which to assess
progress.

Project Initiation Activities

There are a number of things that the Project Manager
and project team need to consider during initiation.
The diagram below shows the areas that require
planning during initiation; there may be other things to
consider depending on the type of project you are
about to undertake.

Business Case & Benefits

A business case setting out why the project should be approved should
already have been drafted by this stage; it is during initiation that this is
refined further based on the informational Project Manager gathers.
As a project manager, you should also consider the benefits gained by
undertaking the project. The Business Case should have already identified
the key benefits, but now is the time to consider how these benefits will be
measured and when they will be realized. A Benefit Monitoring Plan is a
useful to tool to keep track of the expected benefits and this should be
reviewed regularly throughout the project to ensure that the project is on
target to deliver those expected benefits. For more information, please see
the Benefits Realization toolkit.

Project Organization
A Project Manager is normally identified by the Project Executive during the
start up of a project, as well as the creation of the Project Board. Ideally, the
next step is for the Project Manager and Project Executive to meet up and
select who should be part of the Project Team.

However, it is important to acknowledge that this isnt always the case;

sometimes a Project
Team has already been identified and it the role of the Project Manager to
lead this team and ensure that each member of the team understands their
role and what is expected of them during the project.

Project Scope
It is important to clearly define the project scope during initiation. Failing to
do so can jeopardize the success of the project, as scope creep can lead to
an increase in costs, a longer than planned project schedule and/or a
decrease in quality of the finished product.

Project Risks
Although identifying and assessing risk is a continuous task throughout a
project, initiation is an ideal time to get the project team together to identify
and evaluate project risks, decide who should own them, how best to
manage them, and how they should be monitored. Again, reviewing lessons
from similar previous projects is a good place to start when identifying risks
to a project. It is at this point that a risk register should be created, if it
hasnt already been done so during start-up. For more information, please
see the Managing Risk toolkit.

Project Controls
It is during initiation that the Project Manager should agree the level of
control required during the project by the Project Board. Project Controls
include:
Frequency and format of reports does your Project Board want a
formal monthly report or weekly email updates?
Number of project stages your Project Board will need to approve the
end of each stage and the plans for the next stage; the more complex
a project, the more stages there normally are

Tolerances (e.g. time, cost, quality) are your Project Board happy to
let you continue if you go a week/month over schedule or do they
want to be informed as soon as the project is running a day late? Is
there an agreed contingency in the budget for an overspend of 10%?
Mechanism to escalate exceptions how does your Project Board want
to be informed of issues that need escalating? By telephone, email or
emergency board meeting?

Project Costs
Both project and post project costs should be specified wherever possible,
along with the funding source. Training and media/publicity costs are often
forgotten during initiation so make sure these are included where relevant.
Any estimated costs should be realistic and clearly stated that they are
subject to change.

Project Plan/Timescale
A project plan should establish the timescale and resource requirements of
the project. The project manager should not develop a project plan in
isolation; both the users(s) and supplier(s) need to be closely involved. A
planning workshop can often be very useful to get all relevant stakeholders
together in order to identify the products required, the tasks need to achieve
them, and any dependencies between them. For more information, see the
Planning for your Project toolkit.

Key Deliverables
These are the products or services that are created as a result of the project
e.g. a recommendations report, a new IT system, a new high performance
computing service and the quality criteria, quality checking method, and
responsibility for sign off should be clearly stated for each one.

Staff Resources
Managing staff resource during a project can be a challenge, especially when
most project team members have a day job to do as well as having work to
do for a project. Team members often have divided loyalties, and it is up to
the Project Manager to make sure that this does not have a negative impact
on the project. A good working relationship with a team members line
manager is essential, as negotiation is often required to free up resource in
order to carry out the required project work.

Stakeholders
A stakeholder is anyone who will affect, or be affected by, the project.
Stakeholders should be identified as early on in a project as possible, and
this should be the responsibility of the project team, not just the project
manager. Stakeholders will often contribute towards the planning of the
project, and different groups of stakeholders will have to be managed in
different ways depending on what they need from you and what you need
from them. For more information, please see the Identifying Stakeholders
and Stakeholder Engagement toolkit.

Communications
Once all of your stakeholders have been identified, you can then work out
the best means of communicating with each individual stakeholder or
stakeholder group. This means thinking about the type of communication
required and its frequency. Post project communications also need to be
planned; often a project comes to an end with no thought as to how the new
product/service/system will be publicised to the end users, despite them
being the main beneficiaries.

Decision Time!
Once all the project initiation process is complete, it is up to
the Project Board and/or the Authority Group to decide
whether or not the project should be approved to move
forward into implementation. They will base their decision on
the information presented to them by the Project Manager; if
the Business Case is still valid, and the value of the benefits
outweigh the cost & risk associated with the project then
implementation will normally be given the go ahead to
proceed.

4.01 PROJECT SELECTION AND CRITERIA

OF CHOICE

Selection Methods
There are various project selection methods practiced by the modern
business organizations. These methods have different features and
characteristics. Therefore, each selection method is best for different
organizations.
Although there are many differences between these project selection
methods, usually the underlying concepts and principles are the same.
Following is an illustration of two of such methods (Benefit Measurement and
Constrained Optimization methods):

As the value of one project would need to be compared against the other
projects, you could use the benefit measurement methods. This could
include various techniques, of which the following are the most common:

You and your team could come up with certain criteria that you want
your ideal project objectives to meet. You could then give each project
scores based on how they rate in each of these criteria and then
choose the project with the highest score.

When it comes to the Discounted Cash flow method, the future value of
a project is ascertained by considering the present value and the
interest earned on the money. The higher the present value of the
project, the better it would be for your organization.

The rate of return received from the money is what is known as the
IRR. Here again, you need to be looking for a high rate of return from
the project.

The mathematical approach is commonly used for larger projects. The

constrained optimization methods require several calculations in order to
decide on whether or not a project should be rejected.
Cost-benefit analysis is used by several organizations to assist them to make
their selections. Going by this method, you would have to consider all the
positive aspects of the project which are the benefits and then deduct the
negative aspects (or the costs) from the benefits. Based on the results you
receive for different projects, you could choose which option would be the
most viable and financially rewarding.
These benefits and costs need to be carefully considered and quantified in
order to arrive at a proper conclusion. Questions that you may want to
consider asking in the selection process are:
Would this decision help me to increase organizational value in the long run?
How long will the equipment last for?
Would I be able to cut down on costs as I go along?
In addition to these methods, you could also consider choosing based on
opportunity cost - When choosing any project, you would need to keep in
mind the profits that you would make if you decide to go ahead with the
project.
Profit optimization is therefore the ultimate goal. You need to consider the
difference between the profits of the project you are primarily interested in
and the next best alternative.

Implementation of the Chosen Method

The methods mentioned above can be carried out in various combinations. It

is best that you try out different methods, as in this way you would be able
to make the best decision for your organization considering a wide range of
factors rather than concentrating on just a few. Careful consideration would
therefore need to be given to each project.

Conclusion
In conclusion, you would need to remember that these methods are timeconsuming, but are absolutely essential for efficient business planning.
It is always best to have a good plan from the inception, with a list of criteria
to be considered and goals to be achieved. This will guide you through the
entire selection process and will also ensure that you do make the right
choice.

4.02 CONCEPTUAL DESIGN AND

PLANNING
Many observers of architectural, engineering, and facilities management
organizations have noted how little planning designers undertake for their own
benefit. Design and facilities managers continually preach to their internal and
external clients of the need to undertake regular planning. However, within
their own operations, designers often lack an ongoing planning process,
effective management systems, regular evaluation of operations and
performance, continual training of their own staff, and a long-range focus.
The material that follows is only a brief overview of some planning methods and
actions that should be a regular part of your organizations activities.
Additionally, a discussion of some key concepts related to effective
management and leadership for project managers is included.

PLANNING CONCEPTS
Successful projects require a sound organization-wide project management (PM)
system and plan. Equally important, individual project managers must prepare
specific plans for managing each job under their leadership. There are a variety
of types of plans and approaches project managers need to recognize as they
undertake their daily activities.
In design and construction organizations, long-range planning helps to
conceptualize future goals and needs for programs, facilities, systems,
marketing, personnel, and other activities. In comparison to an organizations

longer life span, individual projects require operational or short-term planning to

prepare near-term targets in the areas of budgets, staffing, sales, deadlines,
equipment, supplies, or for other needs.
Planning for change in the long-term requires strategic planning to examine the
specific businesses, disciplines, markets, regions, and offices that will allow an
organization to continue and thrive into the future. Short-term implementation
plans are often called action plans requiring detailed and specific plans and
programs with timetables and accountability in support of strategic
plans. Contingency planning addresses how best to deal with opportunities,
unexpected problems, surprises, or other changes that may arise for your
organization or for specific project(s).
Short- and long-range planning are common practices in most major businesses.
Unfortunately, in many design firms there is a near total absence of these
activities. Many designers respond to situations with little or no formal planning
to direct and allocate resources, provide for expansion of services and service
areas, allow for effective ownership transition, and to organize many similar
needs.
On the project level, many project managers do not have well- conceived
budgets, schedules, work plans, and other important tools. Often, this is a direct
result of the lack of long-range planning by design organizations.

LONG-RANGE PLANNING PROCESS

Long range planning provides a framework that guides choices. A concise
definition would be as follows: A method to determine the essential thrusts and
concepts and the marshaling of an organizations resources and capabilities
toward achieving them. There are four broad elements to this process.

Strategies. This typically includes the development of broad objectives for

accomplishment during a reasonable planning period. This may include the setting of
growth objectives, ownership transition in a closely held organization, restructuring
into a matrix PM system, or similar objectives that will require the marshaling of many
of the resources of your organization.
Implementation Plans. While strategies describe an organizations broad goals,
implementation plans begin to describe how these goals will be achieved. This
process provides a general guideline rather than a precise game plan for
accomplishing a strategy.
Initial Objectives. After outlining broad goals and general implementation plans,
priorities and short-term goals need to be established. Objectives typically cover
detailed activities to be undertaken during a series of three- to six-month periods until
the stated goal is achieved. Organizations typically hold regular planning meetings to
review progress toward achieving initial objectives and to establish new goals as
others are completed.

Tactical Plans. These are detailed implementation plans to help achieve initial
objectives and eventually, the long-term goals. Tactical plans typically include
budgets, schedules, detailed work assignments, and other similar items.

GOAL SETTING
The setting of goals or strategies is at the heart of the planning process. The
three basic approaches to the setting of goals include the following:

Bottom-up Decision-Making. This approach attempts to achieve the setting of

goals or strategies by a democratic agreement of staff and management. This
objective, to achieve a consensus by committee meetings, may result in endless
discussions with little accomplished without strong leadership and direction.
Pragmatic Compromise. This approach results from senior management offering
or imposing a set of general, broad strategies for lower level managers to implement.
These managers are then expected to make proposals or perform activities to achieve
these goals. Unfortunately, the results achieved may be based upon what lower level
managers believe senior management will accept. In many situations, this approach
discourages real initiative from staff and may, in the end, have little impact.
Incremental or Continual Decision-Making. This method involves developing
specific goals or strategies by a mixture of the two other processes. Usually, this
planning approach requires a strong leader who has the support and confidence of all
managers. General objectives are developed by a planning group with input from all
managers. These managers can then make proposals for implementation or work
toward achieving goals they participated in setting.

Unfortunately, most long-range planning processes soon stumble. Wellintentioned beginnings often lead nowhere as planning has not been
institutionalized in the organization. Managers and staff become deeply involved
in the day-to-day activities of their job and little focus is given to the longer-term
needs of an organization.
Only when failure to address systemic problems creates a crisis in an
organization are these planning needs given attention. By that point, it may be
too late to correct the problem(s). To avoid crisis management, senior managers
and project managers must commit to a continual planning process and seek
continuous improvement in both firm and project operations.

MANAGEMENT CONCEPTS
In design and owner organizations, project managers are unique individuals.
They possess a special set of skills different from all others on project teams.
Designers are concerned with the form of a building, road, bridge, or other
facility.

Technical staff is concerned with function. They need to ensure that the lights
work, that the heating and cooling systems operate properly, that the structure
is sound, that the roof doesnt leak, that the building is safe for people to be in,
and a thousand other details.
Owners are concerned with the cost of a facility, does it meet their functional
needs, how difficult it is to maintain (life cycle costing), and so on. Project
managers need to be aware of all of these concerns and many of their own
including meeting a design and construction budget, schedule, and program.
They must apply sound planning and management techniques if they are to be
successful in their work.
Management theory requires that project managers follow a disciplined
approach to their decision-making efforts. Normally, this requires five steps.
1.
Define the problem and needs. In an owner organization, this
requires extensive effort to achieve a consensus on project goals, objectives,
problems, solutions, and approaches. Some owner organizations have large and
experienced facilities staffs (e.g., the U.S. federal government), who devote a
great deal of effort to define or resolve many of these issues before design
consultants are hired. Other owners hire specialized consultants to define needs
and goals, and then retain architects or engineers. A third option, now less
common than in the past, owners/clients hire architects or engineers to help
define needs, goals, and objectives.
On the project level, it is important to include PMs in the effort of defining goals,
objectives, and needs for their own project. The project manager is ultimately
accountable for project profitability and performance and must have a major
role in this process.
2.
Analyze project needs and requirements. In owner organizations,
the facilities staff is often brought into the definition of need process after many
key decisions have already been made. Unfortunately, this means that the
people who know the most about the design and construction process are the
last to be consulted.
It is not uncommon for client needs to become a moving target as the project
program continually changes. This occurs because internal user needs were
never fully defined in the first place or because internal politics create a
competitive environment where a group or a manager places their own selfinterest first.
The design firm project manager often ends up attempting to reconcile the
needs and demands of the various groups within the owners organization.
Without this reconciliation, it becomes extremely difficult for designers and
technical staff to focus on the project needs and requirements and to move

toward solution of the clients problems. In design firms, the project managers
also must analyze the project and determine their own fees, schedules, team
members, and approaches.

3.
Provide alternatives for solutions. Project managers are the key
communications link in an organization involved in the design and construction
process. Externally, their role is to represent their own firm to the other
members of the project team and to communicate their concerns, problems, and
solutions. They also need to encourage a smooth working relationship with all
others involved in the project.
In their own firm, they must encourage, motivate, and push their staff to
perform in the best interest of the project and their firm. They must attempt to
reconcile the differing priorities of designers and technical staff and seek
compromise when necessary. Project managers own design ability and technical
knowledge must be sufficient to allow them to propose solutions and
alternatives when others are unable to. When various options and choices exist,
it is important that project managers avoid imposing their own solution to a
problem. It is vital that those who have the assignment as a projects designer,
technician, or other role be given full opportunity to undertake their assignment.
Project managers who jump into each and every issue that arises and usurp the
responsibility and authority of others will quickly find themselves overwhelmed
with detail and unable to perform in their primary role as leaders of the project
team. Leadership does not mean doing everything yourself. Project managers
who forget this important point will likely fail.
4.
Compare, contrast, evaluate, and choose. Decisions are required on
all design and construction projects. Committees and experts must have the
opportunity to weigh in with opinions and advice. Eventually, someone must be
responsible for a final decision and this is an important part of the project
managers job.
Indecisive people do not make successful project managers.
At the same time, it is important to listen to others. Seek out advice and
carefully evaluate options. Often, all options will have drawbacks and limitations.
Be willing to choose what you believe to be the best from among a list of
uncertain choices.
This situation was best highlighted by Percy Barnevik, Chairman and ex-CEO of
Asea Brown Boveri; one of the largest electrical engineering companies in the
world, and quoted in Information Strategy magazine in December 1996. He

stated, I tell my people that if we make 100 decisions and 70 turn out to be
right, thats good enough. Id rather be roughly right and fast than exactly right
and slow . . . the costs of delay are vastly greater than the costs of an occasional
mistake.

5.
Implement. Once decisions are made, it is important to communicate
them to all members of the project team, both internal and external to your own
organization. It is crucial to have an effective system to communicate decisions
and information to all parties for implementation. Design and construction are
complex undertakings involving vast numbers of details and decisions. Err on
the side of sharing too much rather than too little information.
It is a very common complaint in design . . . no one told me!
Changes made by an architect are often not conveyed to the consulting
engineers and frequently the reverse is true. Unfortunately, contractors and
subcontractors receive drawings with differing or contradictory information from
various design team members who are working from different sets of data. The
evolving concept of Building Information Modeling (BIM) is attempting to solve
this problem, but BIM is not yet a mature approach and the interoperability of
computer software is a significant obstacle.
A successful project manager must have excellent communication skills. Project
decision-making requires leaders who can communicate information to others to
allow for effective implementation. One commentator noted not long ago that as
the technology to communicate has improved, our ability to communicate has
become more ineffectual. Fundamental to a project managers success is an
effective decision-making system. Lines of communication must be clear. A
project managers authority must be commensurate with his/her responsibility.
Needed information must be accessible and timely. Individuals must be clear
about their role within an organization. It is the project manager who often must
make the difficult decisions.

SUMMARY
The material in this section is not intended to substitute for an intensive study of
business and management practices in the design and construction industry.
The goal was to cover a few significant concepts of importance to project
managers. Planning, goals setting, creating a structured approach to decisionmaking, and an understanding of the appropriate role for a project manager is
the focus of this material. Intuition is of vital importance to your success as a
project manager. Trust your judgment and experience.

4.03 PRELIMINARY DESIGN

Overview
The preliminary design phase may also be known as conceptual
design or architectural design . During this phase, the high-level design concept is
created, which will implement the complex electronics requirements. This design
concept may be expressed as functional block diagrams, design and architecture
descriptions, sketches, and/or behavioral HDL (hardware description language).
The objective of the design phases (preliminary and detailed) is to create a design
that will correctly and completely implement the requirements. For the preliminary
phase, the main goal is to map out how the complex electronics will perform the
functions specified in the requirements, within the constraints of the device, the
defined interfaces, and the environment the device will operate within. At this
phase, the designer needs to maintain a systems perspective and look at the
complex electronics operations in concert with the rest of the system. Now is the
time to identify inconsistencies, misunderstandings, and ambiguities.
The objective of design assurance is to verify that the design does implement all the
requirements, and that it implements nothing but the requirements. Any deviations
(such as additional functionality that may indicate a missed requirement) are fed
back to the requirements engineering process.
The main design activities for the preliminary design phase are:
1. Create the high-level design description.
2. Identify major components, including third-party IP modules or cores.
3. Any derived requirements that result from the process are fed back to the
requirements engineering process
4. Any omissions or errors are resolved
5. Include reliability, maintenance, and test features that are necessary to meet
performance and quality requirements, and to ensure that testing can be
performed to verify the requirements.
6. Identify constraints on other system elements that are a result of this highlevel design.

This assurance process for complex electronics assumes that complex electronics
requirements have been developed, assessed, and base lined (formalized). In
reality, these requirements may be included in a higher-level assembly
requirements specification, such as a circuit board or sub-system. The requirements
for complex electronics are likely to be a work in progress, as design decisions in
other areas of the system influence the functions the CE device will perform.
Requirements management will be an important process throughout the design,
implementation, and test phases.

Preliminary Design Process

The diagram below shows the preliminary design process for complex electronics.
The Develop Preliminary Design page describes the engineering process to create
the design. The Assurance Process page describes the activities to assess and verify
the design.

Entrance Criteria:
The following criteria should be met prior to beginning the development and
assurance of the complex electronics preliminary (architectural) design.

The complex electronics requirements should be complete and baselined. In

reality, the requirements must be sufficiently complete to allow the design to
be started.

The Configuration Management process is defined and in operation.

The Assurance process is defined and operational. The assurance engineers

responsible for the complex electronics have been identified.

The hardware description language (HDL) and toolset have been selected.
HDL coding guidelines for the project are complete.

Design guidelines are specified.

Exit Criteria:
At the end of the preliminary design phase, the following criteria should be met:

Requirements for complex electronics are complete, with only limited

exceptions.

The top level design architecture is approved.

A preliminary design document has been created

Behavioral simulation has been performed (if required)

Models and test benches required as inputs to the Detailed Design phase
(e.g., synthesizable RTL models) are generated.

Roles and Responsibilities

The table below describes typical activities during the Preliminary Design Phase for
both engineers and assurance personnel.

Preliminary Design Phase

Role

Typical Activities

Systems Ensure that design decisions at the sub-system level

Engineer (including the complex electronics) are consistent with the
overall system design. Manage the interfaces between the
various system elements. Ensure that the sub-system
designs will be verifiable. Start system integration planning.
Electroni Assess the complex electronics architecture for compatibility
cs
with interfacing electronics. Plan for integration of the
Designer complex electronics with supporting electronics. Ensure the
CE is testable in-circuit.
CE
specialis
t
(optional
)

Create the architectural design for the complex electronics.

Create the test bench to evaluate the design. Perform
behavioral simulations. Work with the systems engineer to
resolve interface issues.

System
Safety

If the complex electronics is safety related, review the

architectural design for proper implementation of safety
features. Ensure that the CE does not create any new
hazards.

CE/Quali
ty
Assuran
ce

Assess the complex electronics design against the

requirements. Perform other analyses required by the CE
classification. Ensure that the documented design process is
in place and is followed by the design team.

Preliminary Design Site Map

The table below describes the information contained on the other pages in the
Preliminary Design section.
Preliminary Design Site Map
Overview

This page

Develop
Preliminary
Design

The process of developing the architectural design for

complex electronics.

Assurance

Describes the assurance process for complex electronics

Process

preliminary design, with links to specific techniques.

4.04 DESIGN AND CONSTRUCTION

PROCESS
Anatomy of a Construction Project
In general, when a construction project is initiated, a Facilities Planning and
Construction project manager is assigned to the project, and a building
committee is formed to oversee the project development until completion.
The life cycle of a project involves the following phases:

These phases are common to all new construction and renovation projects;
however, in smaller projects, the phases often become less formal, involve
fewer individuals and may have a short schedule of only a few months. Large
projects, on the other hand, may take years from the time they are
envisioned to the time "move in" takes place. In general, the Department of
Facilities Planning and Construction (FP&C) provides leadership and
guidance, serves as a resource, and protects the interests of the college
throughout the entire duration of the project. The following describes each
phase of a large project:

Programming (2 to 6 months)
A building committee of approximately six individuals is formed to represent
the stakeholder group(s) involved with the project. The committee will be
responsible for making the necessary design decisions based upon user
requirements. One member of the committee will be designated as the
chair to act as liaison with the FP&C project manager. FP&C also serves as
a resource, sometimes in conjunction with external consultants, to assist
committees in developing the specific requirements for the project. A
Program of Requirements (POR) is developed that details all objectives,
spaces, services (i.e. telephone, data, utilities, etc.), equipment (new and
existing), special finishes, furniture and spatial relationships. The POR forms
the basis of the college's expectations and goals for the completed project.
The building committee and various other groups from the college, if

required, will review and contribute to the development of the program

documents prior to approval. In the case of technically complex projects, an
outside consultant may be engaged to prepare the program documents.

Selection of the Design Professionals (1 to 2 months)

Design professionals are generally firms offering both architectural design and
engineering services. However, on occasion, design firms join with engineering firms
to form a design team. FP&C will issue a Request for Proposal (RFP) in accordance
with the Local Government Professional Services Selection Act, using the
Qualifications Based Selection process (QBS).
When proposals are received from design firms, the building committee reviews and
evaluate the proposal to create a short list of design firms (or teams) that have
the necessary qualifications and experience to be interviewed. The interviews
consist of a formal presentation by the proposed team members, illustrating their
expertise in the relevant areas, followed by questions from the building committee
members. The committee selects the firm it deems most suitable to meet the task
and recommends its selection to the college administration and Board of Trustees
for approval. The successful design firm uses the program of requirements,
institutional standards for design and construction, the schedule and the
construction budget, as well as any other applicable requirements, as the basis for
their design.

Schematic Design (2 to 4 months)

The first step by the design team is referred to as the schematic design" phase, in
which the objective is the development of simple diagrammatic documents
delineating room sizes and relationships, single line diagrams of all systems (i.e.
water mains, electrical risers, etc), preliminary elevation studies of the building
exterior, and, if applicable, drawings of special interior spaces. The schematic
design will be reviewed during frequent meetings with the building committee and
FP&C. At the conclusion of this design phase, the architect will submit drawings, a
project narrative and an estimate of construction cost for review and approval by
the building committee and appropriate college representatives.

Design Development (2 to 4 months)

The approved schematic design is then further developed into definitive
plans and elevations by the design team. Colors, patterns, materials, lighting
fixtures, and special equipment and building elements are selected and
reviewed with the building committee. For complex laboratory projects,
detailed laboratory plans identifying all services, casework and equipment
are also developed. Detailed floor plans, sections, elevations and an outline
specification defining materials, finishes and systems, as well as an updated
construction cost estimate, are submitted for review and approval by the
building committee and appropriate college representatives.

Construction Documents (4 to 6 months)

The approved definitive design documents are developed into
comprehensive construction drawings and specifications that are used to
secure a building permit, if required, to competitively bid the work and
ultimately as the basis for the construction of the project. The construction
documents are submitted for review and approval by the building committee
and appropriate college representatives when the documents are 50 percent
complete and
100 percent complete (just prior to bidding). After a thorough review and
evaluation of all the bids by FP&C and the Purchasing Department, the most
responsive, responsible, low bidder who meets all the requirements of the
bid documents is selected and recommended to the college administration
and the Board of Trustees for approval.

Construction (6 to 30 months)
The FP&C project manager coordinates the work, monitors costs and
scheduling, and reviews the construction work performed by the contractor.
The project manager will also keep the designated building committee
representative informed of the progress of the project. Building tours must
be arranged in advance with the project manager due to safety and liability
requirements. No one is allowed in the construction area without prior
authorization. Unforeseen changes that arise in the field are appropriately
handled by FP&C. Any user requesting changes to the project must be
directed in writing to the FP&C project manager. The project manager will
address these requests appropriately within the guidelines established by the
college.

Pre-occupancy/Commissioning
FP&C arranges for contractors to provide training for Operations personnel
and others who will be responsible for operating and maintaining the facility.
Operations assume operational responsibility for the facility at the time of
initial occupancy. Well in advance of the projected occupancy date
(generally, at least sixty days), persons designated by the building
committee must:
Submit a comprehensive listing and schedule to the FP&C project manager.
The schedule identifies who
is moving (i.e. "from where - to where") and is used by the movers, IT and
Operations.
Contact IT to arrange for the activation of select telephone and data
communications outlets.

 Contact Operations to arrange for keys.

Moving
The FP&C project manager will hire professional movers, if required. The
building committee will designate the representative(s) to coordinate specific
move times with the faculty, staff and students involved. The moving
company will provide packing materials and instructions. Generally, all
packing is the responsibility of the parties being moved. The academic unit is
responsible for retaining technical, scientific, and any other special
equipment procurement and installation. Special arrangements can be made
through FP&C for equipment movers and hookup of utilities when needed.
Occupancy
At the time of initial occupancy, the FP&C project manager will give an
overview presentation and tour of the facility to designated representatives.
This will include an explanation of how the building is zoned for thermal
comfort, operation of appropriate building components, the location of
emergency equipment and exits, etc. The operational and maintenance
responsibility for the facility is turned over to Operations at this time. All calls
for service relating to the building should be directed to Operations. The
FP&C project manager will be available to assist with resolution of warranty
and post-occupancy construction issues

4.05 PRIVATE VERSUS PUBLIC PROJECTS

In construction, two types of bidding processes exist - public and private.
Private bidding is often seen as quality driven in lieu of the price driven
process normally experienced in the public bidding arena. Private bidding is
based on a defined process in which the contractor is invited based on
reputation, track record, experience, capacity to meet project requirements,
current workload, safety or other criteria important to the owner.
Public bidding is a competitive process commonly associated with the
design-bid-build construction method.
Common steps in the public bid process include:

The project bid notice or advertisement is published.

Prequalified contractors obtain the procurement documents; deposits
or non-refundable fees may be required.
Contractors review the procurement documents and, if interested,
attend a pre-bid conference and inspect the site.
If applicable, interested contractors solicit and acquire bids from
subcontractors.
Interested contractors estimate costs and prepare and submit sealed
bids.
Bid amounts and contract award may or may not be announced
publicly. If announced publicly, the owner or owners representative will
open the bids and announce the bid amounts at a specified time and
location.
Barring irregularities, the contract is awarded based on the lowest
responsible bid or total contract price.

From a contractors perspective, there are both advantages and

disadvantages to public bidding.
Advantages include: a perception of fairness in that the process is open to
all qualified bidders and a general familiarity with the bidding process.
Disadvantages include: becoming a prequalified contractor can take days,
weeks or months; preparing a responsible bid may require both extensive
time and expense with no guarantee of a return on investment; other bidders
may low-ball bids; typically there are a higher number of bidders; and
contractors have less control over specified products, suppliers and the
overall contracting process.
From the perspective of an owner, there are also advantages and
disadvantages inherent in this method of construction procurement.
Advantages include: participants familiarity with the bidding process,
owner has the greatest degree of control in the bidding process, and the
process helps to ensure the lowest price.
Disadvantages include: winning bids may be unrealistically low, which can
result in an increased potential for change orders, and a sacrifice of quality
through corner-cutting or through use of cheaper building materials,
potentially increasing repair, maintenance and replacement costs

4.06 CONTRACTUAL ARRANGEMENTS

Contractual arrangements are written mutual agreements, enforceable

by law, between two or more parties that something shall be done by one or
both.
In common law legal systems, a contract (or informally known as an
agreement in some jurisdictions) is an agreement having a lawful object
entered into voluntarily by two or more parties, each of whom intends to
create one or more legal obligations between them. The elements of a
contract are "offer" and "acceptance" by "competent persons" having legal
capacity who exchanges "consideration" to create "mutuality of obligation."
Proof of some or all of these elements may be done in writing, though
contracts may be made entirely orally or by conduct. The remedy for breach
of contract can be "damages" in the form of compensation of money or
specific performance enforced through an injunction. Both of these remedies
award the party at loss the "benefit of the bargain" or expectation damages,
which are greater than mere reliance damages, as in promissory estoppels.
The parties may be natural persons or juristic persons. A contract is a legally
enforceable promise or undertaking that something will or will not occur. The
word promise can be used as a legal synonym for contract, although care is
required as a promise may not have the full standing of a contract, as when
it is an agreement without consideration.

Formalities and writing

Typically, contracts are oral or written, but written contracts have typically
been preferred in common law legal systems; An oral contract may also be
called a parole contract or a verbal contract, with "verbal" meaning "spoken"
rather than "in words", an established usage with regards to contracts and
agreements.
If a contract is in a written form, and somebody signs it, then the signer is
typically bound by its terms regardless of whether they have actually read it
provided the document is contractual in nature. However, affirmative
defenses such as duress may enable the signer to avoid the obligation.
Further, reasonable notice of a contract's terms must be given to the other
party prior to their entry into the contract.
An unwritten, unspoken contract, also known as "a contract implied by the
acts of the parties", which can be either an implied-in-fact contract or
implied-in-law contract, may also be legally binding. Implied-in-fact contracts
are real contracts under which the parties receive the "benefit of the
bargain". However, contracts implied in law are also known as quasi-

contracts, and the remedy is quantum merits, the fair market value of goods
or services rendered.
Offer and acceptance
In order for a contract to be formed, the parties must reach mutual assent
(also called a meeting of the minds). This is typically reached through offer
and an acceptance which does not vary the offer's terms, which is known as
the "mirror image rule". If a purported acceptance does vary the terms of an
offer, it is not an acceptance but a counteroffer and, therefore,
simultaneously a rejection of the original offer. It is important to note that
where an offer specifies a particular mode of acceptance, only an acceptance
communicated via that method will be valid.
Contracts may be bilateral or unilateral. A bilateral contract is an agreement
in which each of the parties to the contract makes a promise or set of
promises to each other. For example, in a contract for the sale of a home, the
buyer promises to pay the seller $200,000 in exchange for the seller's
promise to deliver title to the property. These common contracts take place
in the daily flow of commerce transactions, and in cases with sophisticated or
expensive promises may involve extensive negotiation and various condition
precedent requirements, which are requirements that must be met for the
contract to be fulfilled.
Less common are unilateral contracts in which one party makes a promise,
but the other side does not promise anything. In these cases, those
accepting the offer are not required to communicate their acceptance to the
offertory. A contract is implied in fact if the circumstances imply that parties
have reached an agreement even though they have not done.

4.07 PHASES OF A PROJECT

The six phases of project management
Dividing a project into phases makes it possible to lead it in the best possible
direction. Through this organization into phases, the total work load of a
project is divided into smaller components, thus making it easier to monitor.
The following paragraphs describe a phasing model that has been useful in
practice. It includes six phases:
1. Initiation phase
2. Definition phase
3. Design phase
4. Development phase

5. Implementation phase
6. Follow-up phase

Figure 1: Project management in six phases, with the central theme of each
phase

Initiation phase
The initiation phase is the beginning of the project. In this phase, the idea for
the project is explored and elaborated. The goal of this phase is to examine
the feasibility of the project. In addition, decisions are made concerning who
is to carry out the project, which party (or parties) will be involved and
whether the project has an adequate base of support among those who are
involved.
In this phase, the current or prospective project leader writes a proposal,
which contains a description of the above-mentioned matters. Examples of
this type of project proposal include business plans and grant applications.
The prospective sponsors of the project evaluate the proposal and, upon
approval, provide the necessary financing. The project officially begins at the
time of approval.
Questions to be answered in the initiation phase include the following:

Why this project?

Is it feasible?

Who are possible partners in this project?

What should the results be?

What are the boundaries of this project (what is outside the scope of
the project)?

The ability to say no is an important quality in a project leader. Projects tend

to expand once people have become excited about them. The underlying
thought is, While were at it, we might as well Projects to which people keep
adding objectives and projects that keep expanding are nearly certain to go
off schedule, and they are unlikely to achieve their original goals.
In the initiation phase,
with each other. To
concerning the results
the type of project that

the project partners enter a (temporary) relationship

prevent the development of false expectations
of the project, it makes sense to explicitly agree on
is being started:

a research and development project;

a project that will deliver a prototype or 'proof of concept';

a project that will deliver a working product.

The choice for a particular type of project largely determines its results. For
example, a research and development project delivers a report that
examines the technological feasibility of an application. A project in which a
prototype is developed delivers all of the functionalities of an application, but
they need not be suitable for use in a particular context (e.g. by hundreds of
users). A project that delivers a working product must also consider matters
of maintenance, instructions and the operational management of the
application.
Many misunderstandings and conflicts arise because the parties that are
involved in a project are not clear on these matters. Customers may expect a
working product, while the members of the project team think they are
developing a prototype. A sponsor may think that the project will produce a
working piece of software, while the members of the project team must first
examine whether the idea itself is technically feasible.

Definition phase

After the project plan (which was developed in the initiation phase) has been
approved, the project enters the second phase: the definition phase. In this
phase, the requirements that are associated with a project result are
specified as clearly as possible. This involves identifying the expectations
that all of the involved parties have with regard to the project result.

Figure 2: Expectations of a project (Illustration: RachlHarmsen)

It is important to identify the requirements as early in the process as
possible. Wijnen (2004) distinguishes several categories of project
requirements that can serve as a memory aid:

Preconditions

Functional requirements

Operational requirements

Design limitations

Preconditions form the context within which the project must be conducted.
Examples include legislation, working-condition regulations and approval
requirements. These requirements cannot be influenced from within the
project. Functional requirements are requirements that have to do with the
quality of the project result (e.g. how energy-efficient must an automobile be
or how many rooms must a new building have?). Operational requirements
involve the use of the project result. For example, after a software project

has been realized, the number of malfunctions that occur must be reduced
by ninety per cent. Finally, design limitations are requirements that involve
the actual realization of the project.
It is very important that all parties that are involved in the project are able to
collaborate during the definition phase, particularly the end users who will be
using the project result. The fact that end users are often not the ones that
order the project perhaps explains why they are often ignored. The client,
who pays for the project, is indeed invited to collaborate on the requirements
during the definition phase. Nonetheless, the project result benefits when its
future users are also invited. As a point of departure, it is helpful to make a
habit of organizing meetings with all concerned parties during the definition
phase of a project.

Design phase
The list of requirements that is developed in the definition phase can be used
to make design choices. In the design phase, one or more designs are
developed, with which the project result can apparently be achieved.
Depending on the subject of the project, the products of the design phase
can include dioramas, sketches, flow charts, site trees, HTML screen designs,
prototypes, photo impressions and UML schemas. The project supervisors
use these designs to choose the definitive design that will be produced in the
project. This is followed by the development phase. As in the definition
phase, once the design has been chosen, it cannot be changed in a later
stage of the project.

Figure 3: Example: Global design for the DANS Architecture Archive

Development phase
During the development phase, everything that will be needed to implement
the project is arranged. Potential suppliers or subcontractors are brought in,
a schedule is made, materials and tools are ordered, and instructions are
given to the personnel and so forth. The development phase is complete
when implementation is ready to start. All matters must be clear for the
parties that will carry out the implementation.

In some projects, particularly smaller ones, a formal development phase is

probably not necessary. The important point is that it must be clear what
must be done in the implementation phase, by whom and when.

Implementation phase
The project takes shape during the implementation phase. This phase
involves the construction of the actual project result. Programmers are
occupied with encoding, designers are involved in developing graphic
material, contractors are building, and the actual reorganization takes place.
It is during this phase that the project becomes visible to outsiders, to whom
it may appear that the project has just begun. The implementation phase is
the doing phase, and it is important to maintain the momentum.
In one project, it had escaped the project team/s attention that one of the
most important team members was expecting to become a father at any
moment and would thereafter be completely unavailable for about a month.
When the time came, an external specialist was brought in to take over his
work, in order to keep the team from grinding to a halt. Although the team
was able to proceed, the external expertise put a considerable dent in the
budget.
At the end of the implementation phase, the result is evaluated according to
the list of requirements that was created in the definition phase. It is also
evaluated according to the designs.
As a rule, the requirements cannot be changed after the end of the definition
phase. This also applies to designs: the design may not be changed after the
design phase has been completed. Should this nonetheless be necessary
(which does sometimes occur), the project leader should ensure that the
changes are discussed with those involved (particularly the decision-makers
or customers) as soon as possible. It is also important that the changes that
have been chosen are well documented, in order to prevent later
misunderstandings. More information about the documentation of the project
follows later in this handbook.

Follow-up phase
Although it is extremely important, the follow-up phase is often neglected.
During this phase, everything is arranged that is necessary to bring the
project to a successful completion. Examples of activities in the follow-up
phase include writing handbooks, providing instruction and training for users,
setting up a help desk, maintaining the result, evaluating the project itself,
writing the project report, holding a party to celebrate the result that has
been achieved, transferring to the directors and dismantling the project
team.

The central question in the follow-up phase concerns when and where the
project ends. Project leaders often joke among themselves that the first
ninety per cent of a project proceeds quickly and that the final ten per cent
can take years. The boundaries of the project should be considered in the
beginning of a project, so that the project can be closed in the follow-up
phase, once it has reached these boundaries.
It is sometimes unclear for those concerned whether the project result is to
be a prototype or a working product. This is particularly common in
innovative projects in which the outcome is not certain. Customers may
expect to receive a product, while the project team assumes that it is
building a prototype. Such situations are particularly likely to manifest
themselves in the follow-up phase. Consider the case of a software project to
test a very new concept.
There was some anxiety concerning whether any results would be produced
at all. The project eventually produced good results. The team delivered a
piece of software that worked well, at least within the testing context. The
customer, who did not know much about IT, thought that he had received a
working product. After all, it had worked on his office computer. The software
did indeed work, but when it was installed on the computers of fifty
employees, the prototype began to have problems, and it was sometimes
instable.

4.08 Project Strategy

Strategic Project Planning
Project Planning
Strategic project planning is the process of defining a clients strategy in
pursuit of its goal. The strategic planning process allows owners to identify
its needs and generally involves the following steps:
Strategic Planning Process

1. Identification of a projects purpose, vision and mission: Project Goals

2. Determining external and internal priority issues: Opportunities, Threats,
Strengths and Weaknesses
3. Outlining the required results: Mission and Objective Statements
4. Assessing how to achieve the required goals: Strategic Alternatives
5. Implementation: Action plans and delegated tasks
6. Benchmarking: Measure and review your performance