manuel de réalisation de projets project delivery manual

G:\CTT\PROJECT\ADMIN\Project Delivery Official-October 2010

Manuel de réalisation de projets Project Delivery Manual

Service des immeubles Physical Resources Service

OCTOBRE 2010 OCTOBER 2010

G:\CTT\PROJECT\ADMIN\Project Delivery Official – October 2010

Table des matières - Table of content

Page

Avant-propos / Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Purpose of Manual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Section 1 - General Framework and Business Processes . . . . . . . . . . . . . . . . . . . . . . . . . 5

Section 2 - Roles and Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 20

Section 3 – Forms and Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Section 4 - Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Appendix A - Procurement of Consulting / Expert Services . . . . . . . . . . . . . . . . . . . . .. . 31


Avant-propos L’Université d’Ottawa a adopté un procédé visant à ce que les principales décisions en matière d’investissements soient prises à la lumière de l’ensemble du portefeuille, de manière à maximiser le rendement, tout en répondant à tous nos besoins stratégiques. C’est pourquoi l’approche choisie est axée sur la planification à long terme des besoins et sur la programmation des projets. Selon le Project Management Institute, les organismes exercent des tâches qui touchent généralement soit leurs activités courantes, des projets spéciaux ou un chevauchement occasionnel des deux. Les projets sont souvent mis en œuvre afin de réaliser les objectifs stratégiques de l’organisme. Alors que les activités courantes sont permanentes et répétitives, les projets pour leur part sont temporaires et ponctuels. Un projet constitue donc un effort provisoire entrepris dans le but de créer un produit ou un service unique. La gestion de projets est réalisable par l’entremise de différents procédés et consiste en l’utilisation de connaissances, d’outils et de techniques pour planifier les tâches à accomplir afin d’atteindre les objectifs fixés. Le présent manuel, afférant à la mission et aux objectifs du Service des immeubles, décrit les processus de réalisation de projets en vigueur au Service des immeubles. Foreword The University of Ottawa adopted a process to assure itself that major investment decisions are taken within the context of its entire portfolio to maximize its return and to meet its overall strategic requirements. For this reason, its approach emphasizes the long-term planning of requirements and the programming of its projects. The Project Management Institute points out those organizations perform work which generally involves either operations or projects, although the two may overlap… “Projects are often implemented as a means of achieving an organization’s strategic plan… Operations are on-going and repetitive while projects are temporary and unique… A project is a temporary endeavour undertaken to create a unique product or service”. “Project management is the application of knowledge, tools, and techniques to project activities to meet project requirements. Project management is accomplished through the use of processes….” This manual generally follows Physical Resources Service’s mission and objectives. It describes the project delivery processes used by the service.


Purpose of the Manual This manual is intended to provide a set of guidelines where projects are carried out by the Physical Resources Service at the University of Ottawa. The manual offers management at all levels a clear understanding of the tasks required at each stage of delivery, where their intervention is necessary, the value of estimates and their relationship to the budgetary process. These tasks are mostly in chronologic order however some tasks may be perform simultaneously. The different tasks in the manual are mostly intended for medium size projects, other tasks may be mandatory for a large project will some listed tasks may be overlooked for small projects. The PL and Manager (and other members) should use their judgment and experience to address proper tasks depending on the project size and complexity. Note: The success of a project delivery manual resides on the fact that it is a basis from which it can be continuously improved. Its improvement will depend upon the contribution of all intervening parties to the delivery process. The Director, Physical Resources has the responsibility to administer the manual and to coordinate all modifications to it. If anyone needs clarification or would like to propose a change to the manual, do not hesitate to address them to your immediate supervisor, he/she will then make the formal proposal to the director for review and approval.


Section 1: General Framework and Business Processes General Framework The project delivery stage has seven (7) stages as illustrated below:

Stage 1 – Project Definition (Définition de projet) Stage 2 – Planning and Development (Planification et développement) Stage 3 – Design Management (Gestion de design) Stage 4 – Bid Procurement (Acquisition de services) Stage 5 – Implementation (Mise en oeuvre) Stage 6 – In-Service (Mise en service) Stage 7 - Project Closeout (Clôture)

During the delivery process, each stage has a corresponding major deliverable and a budget control element as illustrated below.

At each stage of delivery, a Goal is defined, together with the tasks to be achieved and the deliverables. Goal The goal defines the expectations and outcomes for the stage. In project delivery management, outcomes refer to scope (including quality), time, cost and client satisfaction. Tasks • Activities and responsibilities are defined in operational terms to achieve the goal. Legend CT Client OM Operations and Maintenance Group SP Strategic Planner PA Project accounting Group PL Project Leader Denotes primary responsibility

PM Project Manager Denotes significant supporting responsibility

EQA Engineer, Quality Assurance O Denotes a requirement to be informed

CXA Project Commissioning Agent R F

Resources Forms

See Section 2: Roles and Responsibilities explain more in depth each term. Deliverables • Deliverables are tangibles that are the result of the stage. It could be a Commissioning Report, a

sketch, a schedule and estimate, etc.

Stage 1: Project

Definition

Stage 2: Planning &

Development

Stage 3: Design

Management

Stage 4: Procurement

Stage 6 In-Service

Stage 5: Implementation Project

Closeout

Project Initiation Document

Preliminary Estimate

Project Brief

Project Budget

Revised Project Budget

Design Review

Contract Documents Major deliverable

Process

Budget Control Pre-Tender Estimate

Stage 7

Revised Estimate Contract Price

Substantial Completion

Final Acceptance

Project Evaluation

Final Cost


Project Delivery Stage 1 – Project Definition (Définition de projet)

Stage 1:Project

Definition

Stage 2:Planning &

Development

Stage 3:Design

Management

Stage 4:

Procurement

Stage 6:

In-Service

Stage 5:

Implementation ProjectCloseout

Stage 7:

Goal The goal of Project Definition is to define the requirements giving rise to the project in sufficient details for the approval authority to clearly understand the objectives, the justification, and the potential alternatives to perform a feasibility analysis, and the expected outcomes in terms of scope, time and cost. Tasks Task Description CT SP PL PM EQA CXA OM PA R/F

1.1 Identify requirements giving rise to the project

1.2 Create a project ID with project number and create a project file F

1.3 Carry out a cursory investigation (incl VFA impact) R

1.4 Define scope and / or basic functional and operational requirements O

1.5 Assess preliminary schedule 1.6 Estimate costs F 1.7 Define expected delivery method (1) 1.8 Submit / discuss the proposal to the client

1.9 Present the project to the “Bureau de projet (SP & ADs’)” for initial approval R

1.10 Obtain go-no-go decision O O (1) During stage 1, delivery options are examined. The AD, PM may, in consultation with the Director, establish that it would be in the interest of the University to immediately retain consultants for the full development of the project (including the planning and development phase). The PM would then have extended responsibilities that will be negotiated case by case with the PL. Deliverables • Class “D” Estimate – Order of Magnitude • Project Identification Document • Project File


• Stage 2 – Planning and Development (Planification et développement)

Stage 1:Project

Definition

Stage 2:Planning &

Development

Stage 3:Design

Management

Stage 4:

Procurement

Stage 6:

In-Service

Stage 5:


Stage 7:

Goal The goal of planning and development is to work with the Client, the Users, the Consultants and in-house specialists to array alternative solutions to meet the objectives of the project identified in stage 1, to analyze the benefits and costs of the alternatives, to recommend one alternative together with the parameters of scope, time and costs parameters in the form of a Project Brief, which once approved will lead to the next stage, Design Management. The extent of feasibility analysis will depend on the nature, complexity and size of the project. Tasks Task Description CT SP PL PM

(1) EQA

CXA OM PA R/F

2.1 Conduct feasibility study

2.2

Make a preliminary assessment of project viability: special considerations, financing, community impact, zoning / development approval, environmental impact, building conditions, heritage designation, etc.

2.3 Analyze and determine Planning Delivery Method (See task 1.7)

2.4 Retain in-house or external expertise as required (see Appendix A – Procurement) O

2.5 Meet with the client and user representatives to define program requirements

2.6 Determine PRS standards applicable to project R

2.7 Obtain current master drawings R

2.8

Assemble a planning team: client representative, user representative, internal / external PM and professionals, commissioning agent and / or O&M representatives as the case might be

2.9 Define basic program and technical, operational requirements of the project. Interface with other UO Services providers

R

2.10 Develop available alternative solutions and cost benefit analysis


Task Description CT SP PL PM

EQA

CXA OM PA R/F

2.11 Analyze the commissioning delivery options and costs, and integrate in the Project Brief (as applicable)

2.12

Conduct a risk, value management analysis. Identify designated substances and other H+S issues

R

2.13 Review the recommended solution with the client and users as required

2.14 Define the work plan, schedule, swing requirements

2.15 Estimate costs (incl cash flow) F 2.16 Define communication requirements 2.17 Complete Project Brief and obtain approval F 2.18 Transfer Project Brief

Deliverables • Technical Reports • Project Budget (Class C) • Feasibility and Alternative Studies • Project Schedule • Designated Substance Report • Schematic Design • Programming Report • Project Brief


Stage 3 – Design Management (Gestion de design)

Stage 1:

ProjectDefinition

Stage 2:

Planning &Development

Stage 3:

DesignManagement

Stage 4:

Procurement

Stage 6:

In-Service

Stage 5:


Stage 7:

Goal

The goal of design management is to translate the requirements and programming as defined in the Project Brief into a conceptual design solution at a level where it can be implemented with working drawings and specifications. There are normally four essential components of design:

1. Review Functional and Operational Programming 2. Schematic Design and feasibility analysis 3. Design Development 4. Working Drawings and Specifications

The process used by the Project Manager to retain design consultants may vary given the nature, size and complexity of the project. The Project Manager will authorize resources during the delivery of the project.

Tasks

Task Description CT SP

PL PM EQA CXA OM PA R/F

3.1 Review Project Brief; analyze parameters of scope, time, cost and risks

3.2

Define / update activities (budgeted items) required delivering scope of project and sequencing the activities using a critical path approach

3.3

Assemble project team (1) and chair a start-up meeting to review parameters and planned delivery of project, discuss and resolve issues arising and ensure subsequent follow up. Establish lines of communication within the project team

O

3.4

Obtain architectural, mechanical and electrical master documents and the University Ottawa Commissioning Guide Specifications

3.5 Conduct consultant procurement (see Appendix A – Procurement) R/F

3.6 Review schematic design, while applying PRS standards




3.7

Review design development plan, commissioning plan and project parameters (scope, time, risk, room numbering and estimated costs) at 33, 66 and 99 % using the members of the project team, as required

3.8 Obtain sign-off of plans O

3.9 Update project information and review project parameters and submit Class B Estimate

F

3.10 Monthly reports on project parameters to Leader O F

3.11 Maintain communications with the client and provide regular project updates to the client

3.12

Assess potential deviations and recommend changes with a Brief Modifier as required. Scope changes to be processed by Leader (2)

O

F

3.13 Obtain Brief Modifier approval to proceed to next stage from Leader O O

(1) The Project Team is normally headed by the Project Manager and normally includes the Project Leader Planner/Portfolio, the Client and the User Representatives, the Consultant(s), the other services whose involvement is critical (such as Operations and Maintenance, Protection services, communications, Informatics, etc., the commissioning Agent and other advisory Services).

(2) All major scope changes must be submitted by the Project Leader and approved by the “Bureau de project”. Deliverables • 100 % working drawings and specifications for architectural and engineering components • Commissioning Plan at 99% • Design Development Plan at 99% • Implementation Approval • Revised Project Estimate (Class B) • Brief Modifier, as applicable • Sign-off by the client and the users and other team members, as applicable • Monthly Executive Report


Stage 4 – Bid Procurement (Acquisition de services)

Stage 1:

ProjectDefinition

Stage 2:


Stage 3:

DesignManagement

Stage 4:

Procurement

Stage 6:

In-Service

Stage 5:


Stage 7:

Goal The goal of bid procurement is to award a construction / renovation contract at the best possible price in relation to quality. Tasks Task Description CT SP

PL

PM EQA

CXA OM PA R/F

4.1

Review requirements of the Project Brief for specific instructions with respect to the procurement strategy and procurement method

4.2 Assemble working drawings & specifications and commissioning requirements and prepare Bid Documents

F

4.3 Initiate bid process (invited or public bidding process)

4.4

Arrange for a job showing to describe project, site, requirements and standards, evaluation method, and respond to any inquiries

O O O O

4.5 Respond to inquiries during the bid period and issue addenda, as required (1) O O O O

4.6 Receive and evaluate bid proposals for conformity

4.7

Update project and review project parameters as required (scope, time, risk and estimated class A project cost)and monthly executive report

O

O

F

4.8 If applicable, issue a Brief Modifier to Leader for approval

F

4.9 If applicable, approve Brief Modifier O 4.10 Negotiate contract if necessary

4.11 Issue Letter of Intent. Award contract / work order F

(1) If a change occurs in the mechanical / electrical component of the project, the professional engineer will be consulted. Deliverables • Bid Documents • Project Brief Modifier, as applicable • Post – Bid Addendum (if applicable) • Letter of Intent • Project Budget (Class A) • Contract / Work Order


Stage 5 – Implementation (Mise en oeuvre)

Stage 1:

ProjectDefinition

Stage 2:


Stage 3:

DesignManagement

Stage 4:

Procurement

Stage 6:

In-Service

Stage 5:


Stage 7:

ProjectImplementation

Goal Project Implementation The goal of implementation is to ensure the delivery of the built work as defined in the Project Brief on time and on budget. This stage of project delivery ends with the substantial performance. 5.1 Tasks Task Description CT SP


5.1.1 Organize and chair a job initiation meeting to provide information and to orient the principal contractor to the facility

5.1.2

Issue Work Orders and / or Purchase Orders to other service providers, brief them on scope of work and site requirements

F

5.1.3

Coordinate all activities by chairing regular project meetings or assign activities to University Service providers (Security, CCS, TLSS, Environment, Health and Safety, etc.)

O O

5.1.4

Obtain specific information/documents from the contractor related to: Health and Safety Proof of insurance Construction permits Performance Bond (as required) WSIB Clearance Certificate WHIMIS Material Safety Data Sheet Construction schedules Site clean-up requirements Statutory Declaration

O

5.1.5

Review with contractor: Progress payment and holdback Record documents requirements Commissioning procedures (as applicable)




5.1.6

Establish communications protocol between the Project Manager and Contractor public relations, records of meetings, etc.

5.1.7

Analyze and produce monthly critical path schedule, issue tracking and Project Budget Cost Report and Monthly Executive Report

O O F

5.1.8 Evaluate and anticipate risks considering the likelihood of occurrences, ability to control and dollar value

5.1.9 Carry out regular reviews of site and issue specific instructions in writing

5.1.10 Organize and chair regular team meetings to discuss and resolve all project related issues and ensure proper follow-up

5.1.11 Coordinate all activities surrounding occupancy (move, permits, security, signage, keying, etc.)

5.1.12

Before substantial performance, assemble key members of the project team and, together with the contractor, conduct site review to confirm conformity with the contract documents and identify deficiencies

5.1.13 Obtain from the consultants a consolidated list and cost of the deficiencies. Include commissioning observation list

5.1.14 Obtain sign-off from the client and users and other team members subject to deficiencies being remedied

5.1.15

Issue Certificate of Substantial Performance to the contractor together with a request to remedy remaining deficiencies within a timeframe

O O

5.1.16

Obtain from the contractor: Operating Manuals Systems Specifications As built drawings in both electronic and paper format Proof of waste management disposal or recycling

5.1.17

Authorize payment of the contract amount less the value of deficiencies subject to Lien Act

F

5.1.18 Maintain communications with the client and provide regular project updates to the client


Goal Change Management Change is an essential part of project delivery. A change to the project may have an impact on all project parameters: scope (includes quality), time, cost, risk and client satisfaction. The goal of change management is to control and coordinate all changes resulting from errors and omissions, changes in requirements or site conditions to ensure overall project delivery and client satisfaction. 5.2 Tasks Task Description CT SP

PL

PM EQA

CXA OM PA R/F

5.2.1 Review Requests for Change 5.2.2 Identify reason for change and impacts 5.2.3 Issue a Contemplated Change Notice 5.2.4 if applicable, submit Brief Modifier (1) F

5.2.5 Issue a Change Order to the contractor as required F

(1) All major scope changes must be submitted by the Project Leader and by the “Bureau de projet”. Deliverables • Soft Cost Work Orders / Purchase Orders • Revised Project Budget • Change Orders (if applicable) • Monthly Executive Report • Deficiency Lists • Brief Modifier (if applicable) • Certificate of Substantial Performance • Project Team Approval and Sign-Off • Payment Certificates


Stage 6 – In-Service (Mise en service)

Stage 1:

ProjectDefinition

Stage 2:


Stage 3:

DesignManagement

Stage 4:

Procurement

Stage 6:

In-Service

Stage 5:

ImplementationProject

Closeout

Stage 7:

Goal The In-Service is concerned with:

1. Client Acceptance 2. Contractor’s Final Performance, Hand-Over to Operations and Maintenance 3. Commissioning.

Client Acceptance The goal of in-service is essentially to hand-over the facility to its users and maintainers. 6.1 Tasks Task Description CT SP

PL PM EAQ CXA OM PA R/F

6.1.1

Assemble the relevant members of the project team, particularly the client and user representative, and carry out a final inspection with the contractor to ensure deficiencies have been corrected

O

6.1.2 Arrange for the occupancy of the facility for the client (including move management) O

6.1.3 Obtain the client’ acceptance and sign-off O Deliverables • Deficiency Checklist • Project Team Approval and Sign-Off • Client Sign-Off • Final Contract Cost


Contractor’s Final Performance, Hand-Over to Operations and Maintenance The goal in the section is to obtain all official documentation. 6.2 Tasks Task Description CT SP

PL

PM EQA

CXA OM PA R/F

6.2.1 Obtain and submit Closeout documents

6.2.2 Issue a Certificate of Final Performance to the contractor

6.2.3 Apply and obtain Occupancy Permit 6.2.4 Release Holdback 6.2.5 Authorize the final payments

6.2.6 Update Project Estimate and Monthly Executive Report O F

Deliverables • Certificate of Final Performance • Plumbing Certificate in Inspection • Deficiency Checklist • Record Drawing (electronic format) • Guaranties and Warranties • Designated Substance Document • Ontario Hydro Certificate • Statutory Declaration • Occupancy Permit • Revised Project Estimate • Operations and Maintenance Manual • Monthly Executive Report Commissioning In this section, the Project Manager must insure that the Project Commissioner executes task 6.3.1 to 6.3.5. 6.3 Tasks Task Description CT SP PL PM EQA

CXA OM PA R/F

6.3.1 Complete building condition impact information

6.3.1 Verify Closeout documents

6.3.2 Organize operations training session with client and operations group

6.3.3 Complete Maximo documentation process 6.3.4 Review Functional Performance Testing 6.3.5 Submit a Final Commissioning Report O Deliverables • Commissioning Report (Final) • Equipment Data Information (For • Test Records Maximo) • Building Automation Systems Graphic • Building Condition Impact Information

Sheet (for VFA)


Stage 7 – Project Closeout (Clôture)

Stage 1:

ProjectDefinition

Stage 2:


Stage 3:

DesignManagement

Stage 4:

Procurement

Stage 6:

In-Service

Stage 5:

ImplementationProject

Closeout

Stage 7:

Goal The goal of project closeout is to ensure that all the control elements of the project have been completed and that the project’s performance is evaluated in terms of the Client’s satisfaction, the Consultant’s performance and the Contractor’s performance. The Project Manager must ensure that all the accounts have been cleared and that the documentation has been obtained and complies with the stated standards, including record documents, and to the satisfaction of the Client, and that the project files are documented and archived for future reference. Tasks Task Description CT SP

PL

PM EQA

CXA OM PA R/F

7.1 Ensure that all the accounts are closed

7.2 Perform Project Evaluation of scope, schedule, cost, client satisfaction and contractor/consultant performance

F

7.3 Submit Project Closeout Documentation Checklist to Leader for approval

7.4 Transfer completed project to Leader 7.5 Complete documentation archiving

Deliverables • Final Project Cost Report • Project Evaluation • Project Closeout Documentation Checklist


Section 2: Roles and Responsibilities Client (CT) – Refers to an individual in authority at the faculty / service. This person is usually an administrative officer. Commissioning Authority (CXA) - The CXA is an independent authority (coming from external services or from in-house staff in smaller project), not otherwise associated with the A/E team members or the Contractor, who directs and coordinates the commissioning activities and provides reports to the PM and the University of Ottawa’s Commissioning Manager. The CXA is the University of Ottawa’s representative in the day-to-day activities of construction related to commissioning. For external commissioning agent services, the CXA is normally hired by the University of Ottawa directly. The primary role of the CXA is to coordinate commissioning work during design, review construction documents, adapt commissioning specifications, develop and coordinate the execution of a testing plan, observe and document systems performance — that they are functioning in accordance with the documented Owner’s Project Requirements and Performance Criteria and in accordance with the Contract Documents. The CXA is not responsible for design concept, design criteria, compliance with codes, design or general construction scheduling, cost estimating, or construction management. The CXA may assist with problem-solving or resolving non-conformance or deficiencies, but ultimately that responsibility resides with the general contractor and the A/E. The CXA will normally work with the PM and GC according to established protocols to schedule the commissioning activities. The GC will integrate all commissioning activities into the master construction schedule.

Project Leader (PL) – The Project Leader represents the interest of the University and Faculty or Service. For engineering-based projects, the Project Leader is the EQA. The Project Leader is responsible to define the project program user and assets requirements, the scope schedule and cost to carryout sufficient feasibility analysis to support a decision by the University or the Faculty to invest in a project. The Project Leader will ensure communication with the client throughout the life of the project.

Project Manager (PM)– The Project Manager (PM) is responsible for the delivery of a approved project based on the parameters defined in the Project Brief, in terms of scope (includes quality), time and cost which is prepared by the Facility Manager / Portfolio. Obviously, if the Project Manager does not feel that the project can be carried out within those parameters, the project should not be accepted.

During the delivery of the project, the Project Manager is to advise the Project Leader of any factors that will impact any of the parameter of scope, time and cost that is part of the project. Any variances from any of these factors will require modification to the terms of the Project Brief before proceeding.

Responsibilities include the selection and management of consultants, fee negotiations, programming, cost estimating, site analysis, preparation of construction documents, document review, budget and schedule, construction administration, in-service and closeout.

The Project Manager is responsible for the management and coordination of the: design development, documentation, construction, and defects liability phases. All stakeholders are advised when such transfer of responsibility occurs. The Project Leader must ensure that sufficient funds exist in the Project Brief should and external project management firm be utilized. “It is the responsibility of the Project Manager to ensure that resources, manpower and money are expended at the right time and in the right place.” Professional Engineer, Quality Ensurance (EQA) - He represent the University in the Owner’s role. For this reason, he is accountable to define the mechanical / electrical component of projects in terms of scope, time and costs.


Operations & Maintenance Group (OM) - The activities related to operations and maintenance are associated with performing on-going routine, preventive, predictive, scheduled, and unscheduled actions with the objective of preventing equipment failure or decline, resulting in increased efficiency, reliability, safety as well as ensuring that functional systems and facilities meet the design intent. These activities and/or services also focus on enhancing the life-cycle and performance of assets, while reducing our capital repair costs, reducing unscheduled shutdowns and extending equipment and facility life. Project Accounting Group (PA) – The Project Accounting group administers the financial aspect of all capital projects. This includes but not limited to project reporting, tracking of funding, estimates and encumbrances. Strategic Planner (SP) - The Strategic Planners are responsible for the assessment and planning in three key areas of expertise: space programming, facility condition, mechanical and electrical infrastructures. They evaluate the impacts of all planned and proposed development, they advise on the short, medium and long term requirements in their area of expertise. Denotes Primary responsibility – Activity performed by the individual.

Denotes significant supporting responsibility – Does a supporting action.

O Denotes a requirement to be informed – For information only.

R/F – Resources and Form available.


Section 3: Forms and Resources

All Stages Resources

- Mission and Objectives - Procedure 19-2 on Selection Procedure for Consultants and Contractors - Policy 113 on Maintenance, Renovations, Structural Modifications, Upgrading and

Construction - Project Administrative Directives #1471 - Standing offers for Project Management, Consultants and Contractors Forms

Forms - Brief Modifier - Monthly Executive Report - Project Estimate - Canadian Standard Form of Contract for Architectural Services Document 6 - Schedule “C” - Work Order

Stage 1 – Project Definition Resources

- Building Condition Audits (VFA) Forms

- Project Identification Document

Stage 2 – Planning and Development Resources

- Designated Substance Inventory - PRS Standard and Condition Guidelines - Master Drawing - Strategic Guidelines (under review, see SP for information as needed)

Forms - Project Brief

Stage 3 – Design Management Resources

- Strategic Guidelines (under review, see SP for information as needed) Forms Stage 4 – Bid Procurement Resources Forms

- Bid Document (Long and Short form) - General conditions - Standard Construction Document (CCDC-2)

Stage 5 – Implementation Resources Forms

- Payment Certificate - Substantial Performance Certificate


Stage 6 – In- service Resources Forms

- Equipment Data Information (for Maximo) (form not available at this time) - Building Condition Impact Information Sheet (for VFA) (form not available at this time)

Stage 7 – Project Closeout Resources Forms

- Project Delivery Evaluation - Final Project Cost Report - Brief Modifier Closeout - Project Closeout Documentation Checklist


Section 4 – Glossary of Terms Activity is an element of work performed during the delivery of the project. An activity normally has an expected duration, an expected cost and expected resource requirements. Activities can be divided into tasks. AD is an abbreviation for the Assistant Director. AD PM is an abbreviation for the Assistant Director; Project Management. Base Building refers to a constructed building prior to occupant fit-up. It includes floors, bearing walls, enclosing walls, ceilings and building systems consistent with the designed function of the building. Bid Document (Long and Short Form) defines the general conditions of the lump sum contract with the general contractor. The short form is used for a contract $250,000 while the long form is used for public tendering (over $250,000). Brief Modifier – Document that identifies changes (scope, time or/and cost) to the original project brief. All major scope changes must be submitted and approved by the Strategic Planner at the “Bureau de project”. Brief Modifier Closeout – Document that confirms final project cost to client. Building Condition Audit (via VFA) is a formal inspection to evaluate (rate) the condition of a building and its conformity to building codes. It also serves to identify activities and/or projects to ensure its maintenance, repair, renewal and replacement. Canadian Standard Form of Contract for Architectural Services Document 6 (2002) – Contracts between the University and the Architect(s) that is recommended by the Royal Architectural Institute of Canada.


Classes of Estimates refer to the value of the estimate given the delivery stage. A Class D Estimate, for example, is an “estimated order of magnitude” given at feasibility analysis for decision-making purposes.

Client (CT) - see Section 2: Roles and Responsibility. Commissioning Agent (CXA) see Section 2: Roles and Responsibility. Condition refers to a state reached by an asset at a point in its service life. It refers to a state of degradation, i.e. an irreversible process in or more characteristics of an asset with time, use or an external cause, such as lack of maintenance. It is expressed as a rating. A rating is a numeric value assigned to an asset based on its condition. The rating can be expressed using a facility condition index (FCI using VFA). Condition Assessment refers to a systematic approach of identifying, assessing, prioritizing, and maintaining the specific maintenance, repair, renewal, and replacement requirements to provide valid documentation, reporting mechanisms, and budgetary information.

Contractor – The Contractor enters into a contract with the University to carry out a defined scope of work identified within the contract documents and undertakes responsibility for the coordination of the work including all of its sub-contractors.

Critical Path refers to the series of activities that determines the duration of the project.

Class of Estimate

General Description Inclusions Project Delivery Document(s)

Expected Variance Risk

Project Delivery Stage

Class D • An estimated order of magnitude, strictly only an indication of final cost.

• Purely for cost comparison between alternative solutions or competing projects.

• A statement of requirements.

• An outline solution.

• Project Identification Document

• Within 30% of actual project cost 1

Class C • Ballpark estimate used only in preliminary discussion of feasibility with approved option.

• Sufficient for selecting correct investment decisions.

• Completion of all work necessary to undertake preliminary design.

• Knowledge of site conditions adequate to enable identification of site related risks.

• Project Brief • Within 20% of actual project cost

2

Class B • An estimate based on completed preliminary design documents.

• Upon acceptance, theses estimates become the cost plans for project cost control during design.

• This estimate needs to be revised if project parameters change during stage 3.

• At least two levels of a documented work breakdown structure, definition of major systems and subsystems, preliminary drawings and outline specifications.

• Developed by project manager and/or subject matter experts.

• 100% Preliminary Design Documents

To

• 100% Working

Documents

• Within15% of actual project cost

3

Class A • An owner’s estimate based on complete contract documents and used as a control check on authorized expenditures after bidding.

• Some soft costs remain budgeted amounts

• A detailed quantity take-off and project of time and costs to deliver the entire project.

• Pre-tender or • Awarded

Contract

• Within10% of actual project cost 4

Class A Revised

• An estimate using actual encumbrances to date plus an estimate of contracts/change orders to complete the project.

• This estimate can or have many revisions depending of the duration of the project (usually done every 1-2 months)

• The last version of the Class A Revised is the actual final project cost

• All unforeseen/defiencies changes are accounted financially

• Project Modifier • Normally starts at 10% of the actual project cost and end up at 0% since the final actual project cost is know

5, 6, 7


Current Replacement Value (CRV) is defined as the total amount of expenditure in current dollars required to replace the institution's facilities to its optimal condition. It should include the full replacement cost for all buildings, grounds, utility systems, and infrastructures. Deferred Maintenance is the total amount of expenditures that would be required to perform maintenance projects that are not included in the capital renewal assessment and which were deferred as a result of unavailable resources or opportunity for scheduling. Designated Substance Inventory – Identifies types and location of designated substances. Managed by the EHSO (Environment, Health and Safety Officer) of the University. Engineer, Quality Assurance (EQA) see Section 2: Roles and Responsibility. Facilities, in this context, refer to the space fitted-up, occupied and used by the occupants to carry out their function. All services emanating from the occupancy of the facilities are referred to facilities services. They include a wide range of services ranging from space layout and design to the environmental comfort of occupants. Facility Condition Index (FCI) refers to a ratio of the cost of remedying existing deficiencies / requirements divided by the current replacement value (CRV). Final Project Cost Report – Final costs once all activities are completed encumbered and paid. General Conditions – See Bid document.

Master Drawing – Data bank of all up-to-date plans at the University (Archidata). Mission and Objectives – Guiding elements for Physical Resources Service. Monthly Executive Report – Monthly highlights of the project. Operational is an on-going (or recurring) expenditure associated with operating and maintaining an asset.

Operations and Maintenance Group (OM) see Section 2: Roles and Responsibility.

Payment Certificate – Confirmation of the payable amount of a contract (generally issued by the Architect). Policy 113 on Maintenance, Renovations, Structural Modifications, Upgrading and Construction – Guiding rules that all must adhere to. Procedure 19-2 on Selection Procedure for Consultants and Contractors) - Guiding rules that all must adhere to. Project Types:

New Construction Projects Space Optimization Projects Facilities Renewal Projects Energy Conservation Projects

Project Brief is a document that sets out the objectives of the project, the scope, the delivery elements, the time and cost factors, and any other factors. If need be, the Project Brief should state any special conditions to be respected by the Project Manager.


Project Accounting Group (PA) see Section 2: Roles and Responsibility. Project Closeout Documentation Checklist – Enumerates all deliverables gathered by the Project Manager which needs final approval by Project Leader prior to completing all stages of a project. Project Delivery Evaluation – Evaluation of a project on scope, schedule, cost, client satisfaction and major components. Statistical data used from these evaluations. Project Estimate – Associates a cost per element of a project.

Project Identification Document – Basic information to understand the scope and major players allowing a project number to be issued. Project Leader (PL) see Section 2: Roles and Responsibility. Project Manager (PM) see Section 2: Roles and Responsibility. PRS Standard Document – Enumerates technical standards which need to be considered in the design development. Risk Management is a systematic way of identifying and analyzing potential risks and developing economic solutions to manage the risks. The sooner risks can be identified and solutions sought, the easier is their management and the less detrimental their impact. Schedule “C” – Document that includes all the University supplementary conditions to the Canadian Standard Form of Contract for Architectural Services Document 6. Standard Construction Documents (CCDC-2) – Standard form issued by the Canadian Construction Document Committee to be used by the construction industry for stipulated price contract (Lump Sum). Standing Offers for Project Management, Consultants and Contractors – Following a request for proposal from the University and proposal received from invited firms, there are pre-negotiated agreements in which the fees and the services are pre-established in relation to the complexity of the projects. UO Services providers – Protection, CCS, Audio-visual are services within the University that performs activities to the project. User Group Representative - Users are those that will occupy and use the facility. More than one user necessitates the need to identify a User Representative, sometimes supported by a Committee, particularly during the planning and development phases. Value Management provides value-added, cost-effective asset solutions to service needs through a structured, systematic and analytical process. The solutions need to provide all the necessary functions, and the required levels of quality and performance at the lowest total cost. Work Order – The official contract between the University and the vendor (contractor or consultant) when under $250,000. Generally accompanied by the Short Form Bid Document.


Appendix A - Procurement of Consulting / Expert Services

Stage 1:

ProjectDefinition

Stage 2:


Stage 3:

DesignManagement

Stage 4:

Procurement

Stage 6:

In-Service

Stage 5:


Stage 7:

Procuring ConsultingServices

This Procurement Procedure can be used by the Project Leader and/or the Project Manager at any stage of the project depending on when the consultants are hired. Tasks – Professional Consultants Task Description CT SP PL PM EQA CXA PA R/F

A.1 Review requirements of the Project Brief for specific instructions with respect to the procurement strategy O O

A.2 Select procurement method in accordance with Procedure 19.2 and standing offers O R

A.3 Select contract documents (see Contract Documents) for architects, engineers, project managers or other consultants

F

A.4

Prepare Request for Proposal (RFP) to include as applicable:

Statement of Work Definition of services required such as:

(a) Functional Programming, (a) Schematic Design (b) Design Development (c) Construction Documents (d) Construction Procurement Method (e) Construction Contract Administration

University’s architectural standards and / or design criteria.

(a) University’s engineering standards or criteria (b) CAD standards and record documents

requirements (c) Commissioning requirements, as applicable,

etc.

O

A.5

Invite consultants to a briefing to describe project, site, specific requirements and standards to be met, project budget, project milestones, evaluation method, and respond to any inquiries

O

A.6 Respond to inquiries during the bid period and communicate both questions and responses to all bidders, and issue addenda, as required

O O

A.7 Receive proposals for services O O A.8 Evaluate proposals

A.9 Select consultant or assemble the selection committee to appoint consultant(s)

A.10 Issue Letter of Intent / Award A.11 Sign off or recommend for signature O A.12 Award Contract O Deliverables • Canadian Standard Form of Contract for Architectural Services