Feasibility Assessment of architects

1. Feasibility Assessment of architects Aesthetic Structural Safety Cost constructability Benefits Functional maintainability Architect

2. Design, should be provided the basic following requirements: •  Functional requirements •  Communication requirements •  User needs and requirements •  Hygienic and comfort requirements •  Aesthetic requirements • Structural Safety •  Constructional requirements • Maintainability •  Economic requirements

3. Elements of any Project (Resources) Labor Time Materials Resources Cash Equipment Subs

4. Labor Materials Time Cash Equipment The Contract Subs Standards The Law Relationships

5. Architects/ Engineers Banking/ Financing Others Agents Project Manager Government Contractors Labor Material Contractors Suppliers Owners The Challenge (Architect)

6. Project Management is the overall planning, control and coordination of a project from inception to completion aimed at meeting the client’s requirements and ensuring completion on time, within cost and to the required qualitystandards (Safety). Project Management

7. Project Management Challenges Planning Construction Controlling Schedule ProjectManagement Budget Quality Arch. Struc.

8. Project Life Cycle Planning Funding Design Bid & Award Construction Operate

9. Project Participants Owner Authority Owner Rep Contractor Designer Surety Project Participants

11. Owner/Client Owner/client, is the one who sponsors the construction project and ultimately utilizes it. A client can be a public entity, or a private enterprise. • Government: Infrastructure development projects, such as roads, bridges, water supply and sewage systems, power plants, public transportation systems, etc. • Private (individual): Residential house, office building. • Private (company): Construction for investment goals. For example commercial office and shopping complexes, and multi-unit residential buildings.

12. Designer Proposal by the client Architectural Design Engineering Design Drawing and Specifications Feedback Designer (architect/engineer) conducts the initial feasibility study and prepares the complete design of the facility. Design Process • The architect and engineer can be from the same firm or from different firms.

13. Designer • Architect-Engineering (A/E) Companies • Employ both architects and engineers. • Complete design services under one roof. • May provide construction management (CM) service. • Separate Architect and Engineer • Owner selects the architectural and engineering firms based on their individual competencies. • Suitable for large-scale projects that require specialized skills in both fields • The firms that are only involved in engineering designs are called consulting engineers.

14. Constructor The term constructor is used to include both contractors and specialty contractors or subcontractors, who build the facility. • General Contractor: A general contractor (GC) takes the sole responsibility to construct the facility. The GC in turn may hire several subcontractors depending on specialty. • Specialty contractor or Sub-contractor: One who is appointed by the GC or sometimes by the owner for a particular task, e.g. temporary works, excavations, piling work. May or may not be in privity with the owner. • Construction Manager at Risk: In many ways similar to general contracting.

15. Project Team (Options) • Conventional Setup • Owner + Designer • Owner + Contractor • Designer + Contractor • Design-Build-Operate

16. Project Teams Conventional Setup Owner Owner Field Field observations observations Architect/Engineer Architect/Engineer General Contractor General Contractor Sub Sub Sub Sub Sub Sub

17. Project Teams Owner + Designer Owner • Government: Public works department; roads and highways department • Private: Oil-drilling company Architect/Engineer The construction work is awarded to one (GC) or sometimes several (prime) contractors. Usually such organizations have their own construction management staff to supervise the projects. General Contractor Sub Sub Sub

18. Project Teams Architect/Engineer Owner/Contractor Sub Sub Sub Owner + Contractor This form of project organization is limited to only real estate development. The owner-contractor entity is sometimes called a builder-developer, particularly in the USA. The design is usually performed by an outside A/E firm hired by the builder-developer

19. Project Teams Owner Design/Build Firm Design force Construction force Sub Sub Sub Designer + Contractor • Design-build team. • Advantage: Improved coordination by combining two major functions of construction - design and building • Disadvantage: difficulty of obtaining competition between suppliers and the complexity of evaluating their proposals

20. Project Teams Design-Build-Operate Owner • Designer + Contractor + Operator + Financier. • Turnkey projects. • Advantage: Operation needs incorporated in design. No cash outlet for owner. • Disadvantage: limited competition, long term contract. Financier Designer/Builder/Operator Design force Contractor Operator

21. Financing …and where is the money coming from? • General Revenue: Capital improvement and/or operating budgets of public agencies as approved by the legislative body and funded with tax revenue. • Trust Funds: Funds created by special taxes (such as gasoline) that can only be used in accordance with the trust guidelines (highway construction). • Bonds: Commercial paper sold in the financial markets. • Banks: Commercial loans secured by an interest in the property. • The proverbial mattress

22. Project Life Cycle Linear Nature of the Project Life Cycle

23. The Project Interaction Scope Quality Communication Project Risk Budget Coordination Schedule

24. Benefits Consequences Cost Alternatives Feasibility Assessment

25. Feasibility Assessment • Determination of whether the solution to a problem is suitable, acceptable, and attainable. • Engineering Feasibility • Economic Feasibility • Financial Feasibility • Social and Political Feasibility • Environmental Feasibility

26. Feasibility Assessment • Engineering Feasibility • The proposed system must be capable of performing its intended function. • Conventional design analysis procedures can be used to assess engineering feasibility. • In addition, the construction or implementation of the system must be possible.

27. Feasibility Assessment • Economic Feasibility • A proposed system is economically feasible if the total value of the benefits that result from the system exceed the costs that result from the system. • Economic feasibility depends on engineering feasibility because a system must be capable of producing the required output in order to produce benefits.

28. Feasibility Assessment • Financial Feasibility • The owner must have sufficient funds to pay for project before the proposed system is considered to be financially feasible. • Financial feasibility may or may not be related to economic feasibility. (fulfill non-economic goals). • It is also possible that an economically feasible project is financially infeasible because the owner is not able to obtain enough money to implement the system.

29. Feasibility Assessment • Social and Political Feasibility • Political and social feasibility is assured if the required political approval can be obtained and if the potential users of the system will respond favorably to system implementation. • Usually, political support is gained after evidence of engineering and economic feasibility has been presented. However, political pressure may be quite strong for a specific system even if it is economically infeasible. • Groups that feel that they are adversely affected often oppose economically feasible systems because non-economic factors have not received sufficient emphasis.

30. Feasibility Assessment • Environmental Feasibility • It involves the assessment of the environmental consequences of the proposed system. • Because of the increased societal concern about potential short and long term influences on the environment, the development and implementation of most engineering systems of any magnitude require formal study of the expected environmental consequences if the project is implemented. This study results in what is known as an environmental impact statement.

31. Physical Life The physical life of a system ends when it can no longer physically perform its intended function. The physical life of a building does not end if the building is converted from a hotel to a museum. Its physical life ends when it can no longer provide shelter or support the loads sustained in the use of the building. Project Life

32. Economic Life The economic life of a system ends when the incremental benefit from continuing operation of the system no longer exceeds the incremental costs of continuing operation. This point usually occurs when the annual operation, maintenance, and repair (OMR) costs equal or exceed the annual benefits from the system. Since a program of regular maintenance and periodic replacement of worn parts may extend the physical life of a system almost indefinitely, the economic life is usually shorter than the physical life. Project Life