THE BUILDING TEAM-MANAGING THE BUILDING PROCESS.pdf
《THE BUILDING TEAM-MANAGING THE BUILDING PROCESS.pdf》由会员分享,可在线阅读,更多相关《THE BUILDING TEAM-MANAGING THE BUILDING PROCESS.pdf(32页珍藏版)》请在三一文库上搜索。
1、2.1 SECTION TWO THE BUILDING TEAM MANAGING THE BUILDING PROCESS Alan D. Hinklin Director Skidmore, Owings however, the excitement and energy inherent in the building process does not change, because of one factor onlythe process itself. To begin this process, two elements are necessary: an idea and
2、a client. Creative minds then carry the process forward. With the idea comes the development of a building concept. A sketch or drawing, created through personal interaction with the client, develops the vocabulary for the physical construction of the concept. A builder and labor force turn the conc
3、ept into reality. Many processes have been used to manage this interaction. Continual evolution of the management process has turned it into an independent discipline which, coupled with the computer, is a major focus of the building industry today. From the beginning, individuals generating the con
4、cepts, preparing drawings, and building the project were considered part of what we now call the service industry. This section outlines the various complex components and professionals involved in the building process with respect primarily to the architectural profession. Despite the changes that
5、have occurred, the basics of the building team and the building process remain unchanged. 2.2SECTION TWO 2.1PROFESSIONAL AND BUSINESS REQUIREMENTS OF ARCHITECTS AND ENGINEERS Management of the building process is best performed by the individuals educated and trained in the profession, that is, arch
6、itects and engineers. While the laws of various states and foreign countries differ, they are consistent relative to the reg- istration requirements for practicing architecture. No individual may legally indicate to the public that he or she is entitled to practice as an architect without a profes-
7、sional certifi cate of registration as an architect registered in the locale in which the project is to be constructed. This individual is the registered architect. In addition to the requirements for individual practice of architecture, most states and countries require a certifi cate of registrati
8、on for a single practitioner and a certifi cate of au- thorization for an entity such as a corporation or partnership to conduct business in that locale. An architect is a person who is qualifi ed by education, training, experience, and examination and who is registered under the laws of the locale
9、to practice archi- tecture there. The practice of architecture within the meaning and intent of the law includes: Offering or furnishing of professional services such as environmental analysis, feasibility studies, programming, planning, and aesthetic and structural design Preparation of constructio
10、n documents, consisting of drawings and specifi ca- tions, and other documents required in the construction process Administration of construction contracts and project representation in connec- tion with the construction of building projects or addition to, alteration of, or restoration of building
11、s or parts of building All documents intended for use in construction are required to be prepared and administered in accordance with the standards of reasonable skill and diligence of the profession. Care must be taken to refl ect the requirements of country and state statutes and county and munici
12、pal building ordinances. Inasmuch as architects are licensed for the protection of the public health, safety, and welfare, documents prepared by architects must be of such quality and scope and be so administered as to conform to professional standards. Nothing contained in the law is intended to pr
13、event drafters, students, project representatives, and other employees of those lawfully practicing as registered architects from acting under the instruction, control, or supervision of their employ- ers, or to prevent employment of project representatives from acting under the immediate personal s
14、upervision of the registered architect who prepared the construction documents. 2.2CLIENT OBJECTIVES FOR BUILDINGS Building types, time schedules, building attitudes, and legal and economic condi- tions affect relations with the four major client types for whom an architect may provide services. The
15、se are known as the traditional, developer, turnkey, and design/ build client base. Traditional client is usually an individual or organization building a one-time project with no in-house building expertise. The client, however, possesses the THE BUILDING TEAMMANAGING THE BUILDING PROCESS2.3 innate
16、 excitement for the process of witnessing the transformation of plans into the built environment and seeks an architect to assert control of the process. In most cases, this includes the architects defi nition of the clients space needs, program and physical plant requirements. A more sophisticated
17、traditional client might be a large corporation, university or other institutional entity that may or may not have an architect on staff, but still looks to a selected architect to guide the development process. In this case, the client may have more input into the clients program defi nition based
18、on the in-house capabilities. In both cases, the architect plays the lead role in the management process and normally provides programming, design, construction documents, bidding, and characteristic administration in the role of the traditional architect. Developer client offers building process ma
19、nagement that reduces some of the architects management role in managing the overall project and provides alternative methods for approaching design and construction. Development processes such as scope documentation, fast track, and bid packages are construction methodologies resulting from the dev
20、eloper clients need to accelerate the total process due to fl uctuating interest rates and the need to be fi rst in providing space in the market- place. Through this client base the acceptance of a construction consultant as a necessary part of the design team evolved. The construction consultant e
21、nables accelerated schedules to be met, provides for the compression of time, and allows a contractor to be selected by the client to build while the architect is still designing. Turnkey client is interchangeable with the design/build client in concept. Both are based on a complete project being tu
22、rned over to the owner by a single entity that is responsible for designing and constructing the project. The owner has little input in the process until it is turned over. The turnkey developer or contractor employs the services of an architect, or has an on-staff registered architect, who designs
23、the project in accordance with the owners program requirements. Bids are usually taken on turnkey developer designs and cost proposals to meet these re- quirements. Once a turnkey developer is selected, the owner may sell the property to the developer or authorize its purchase from a third party und
24、er option. From this point forward the owner has little or no participation in the project; the devel- oper is the turnkey client of an externally employed architect. The architect is then working on the developer team and is not an independent voice for the real owner. All decisions are then made b
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- THE BUILDING TEAM-MANAGING PROCESS TEAM MANAGING
链接地址:https://www.31doc.com/p-3800744.html