On the Responsibilities of Architects and Engineers and Their Clients in Federal Facilities Development (1994) / Chapter Skim
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6. TOWARD BETTER UNDERSTANDING AND MANAGEMENT OF A&E RESPONSIBILITIES
6. TOWARD BETTER UNDERSTANDING AND MANAGEMENT OF A&E RESPONSIBILITIES
Pages 67-76
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From page 67... ...
its own unique set of circumstances requiring careful structuring of the contract terms which define the roles and responsibilities of each team member and the manner in which other team members assist in the effort to reach the common goal-quality in the constructed project. The unique circumstances of each project are incleec]
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From page 68... ...
LEVELS OF RESPONSIBILITIES Beyond their contractual responsibilities described in the specific agreement between the A&E firm and the client and in the general terms of law governing contractual relationshipsA&E responsibilities occur at three additional levels: (~) technical, which concerns the methods and procedures used to design facilities and the underlying knowledge of materials, construction methods, users' needs and requirements of use, and other areas that enable the A&E firm to make sounc]
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From page 69... ...
Legal responsibilities (e.g., those associated with national environmental policy or equal employment opportunity) , unlike the technical ones, are explicitly stated but are included in the contract document only by reference, if at all.
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From page 70... ...
Efforts to develop realistic, uniform, experience-based measures and benchmarks of A&E performance wid yield; solid benefits in the form of management tools that can be used by both A&E firms and government agencies to improve planning and design management. While there are many factors that will enter into the determination of whether A&E firms and others have met their responsibilities, the need for change orcters during construction and the impact of change orders on project costs are key concerns from the owner's point of view.
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From page 71... ...
The study committee recommends that the agencies of the FFC convene professional organizations such as the American Institute of Architects, the Amencan Consulting Engineers Council, the Associated General Contractors, and others to work with the agencies to develop a study design, assemble a comprehensive database on project development, anal analyze that data to verify or modify the measures and benchmarks proposed here. The BRB should act to encourage and facilitate this work.
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From page 72... ...
The committee suggests the following guidelines as interim and advisory but nevertheless possibly helpful to government agency personnel and others seeking to determine the reasonable standards of care for owners and A&E firms working on facility development. The experiences of A&E firms and government agencies shows clearly that they must work together from start to finish if improvements are to be macle in the procedures and products of government facility design and construction.
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From page 73... ...
In any case, construction cost growth of as much as 5 percent over bid estimates is not abnormal.3 Guideline 3. As the time required to develop a facility increases, from initial planning through the end of construction, so does the likelihood of change orders, cost growth, and loss of quality.
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From page 74... ...
Projects that experience construction changes that increase costs more than 10 percent over construction contract award value should be considered unusual and warrant thorough management review. Chances due to A&E firm errors.
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From page 75... ...
Above all, more-effective communication and cooperation among the participants in facility development are needled. Better understanding, bases for judgment, and teamwork will make the process of selection, design, and construction initiation of A&E firms faster ant!
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