COMPREHENSIVE

ARCHITECTURAL
SERVICES
Professional Practice 3:
Global Practice in the 21st
Century 3

Prepared By: Ar. Jamaica Mae A. Andaya

Building and Facilities
Administration
The concept of Comprehensive Architectural Services crystallized through the
years in response to the demands of emerging complex building projects. The
transition of the architectural profession from providing “basic” and
“additional” services to that of a comprehensive nature is due to the realization
that continuity of services related to design and construction is necessary for
the execution of a completely viable project.

Comprehensive Architectural services and professional services that cover Pre-

design Services, Regular design services, Specialized Architectural services, and
Construction Services and Post-Construction Services. Building and Facilities
Administration
Building and Facilities
Administration
In this extended dimension, the Architect is the prime professional. He
functions as the creator, author, and coordinator of the building design
which becomes the basis for the construction of a project. For him to be
able to properly assist and serve his Client, the Architect has to be
knowledgeable in other fields in addition to building design.

The Architect is not expected to perform all the services. Rather, he is to

act as the agent of the Client in procuring and coordinating the
necessary services required by a project.
SCOPE OF COMPREHENSIVE
ARCHITECTURAL SERVICES

Pre-Design Services (SPP Document 201)

1. Consultation 7. Architectural Programming
2. Pre-Feasibility Studies 8. Space Planning
3. Feasibility studies 9. Space Management Studies
4. Site Selection and Analysis 10. Value Management
5. Site Utilization and Land-Use11. Design Brief Preparation
Studies 12. Promotional Services
6. Architectural Research
SCOPE OF COMPREHENSIVE
ARCHITECTURAL SERVICES

Regular Design Services (SPP Document 202)

1. Project Definition Phase
2. Schematic Design Phase
3. Design Development Phase
4. Contract Documents Phase
5. Bidding or Negotiation Phase
6. Construction Phase
SCOPE OF COMPREHENSIVE
ARCHITECTURAL SERVICES

Specialized Architectural Services (SPP

Document 203)
✓Architectural Interiors(AI)
✓Acoustic Design
✓Architectural Lighting Layout and Design
✓Site Development Planning(SDP)
✓Site and Physical Planning Services (including Master Development
Planning, Subdivision Planning, and Urban Design)
SCOPE OF COMPREHENSIVE
ARCHITECTURAL SERVICES

Specialized Architectural Services (SPP

Document 203)
✓Comprehensive Development Planning (CDP)
✓ Historic and Cultural Heritage Conservation and Planning
✓Security Evaluation and Planning
✓Building Systems Design
✓ Facilities Maintenance Support
SCOPE OF COMPREHENSIVE
ARCHITECTURAL SERVICES

Specialized Architectural Services (SPP

Document 203)
✓Building Testing and Commissioning
✓Building Environmental Certification
✓Forensic Architecture
✓ Building Appraisal
✓ Preliminary Services
✓ Contract Documentation and Review
SCOPE OF COMPREHENSIVE
ARCHITECTURAL SERVICES

Specialized Architectural Services (SPP

Document 203)
✓Post-Design Services(including Construction Management Services)
✓Dispute Avoidance and Resolution
✓Architectural Research Methods
✓ Special Building/Facility Planning and Design
✓ Building Components
✓ Management of Architectural Practices
SCOPE OF COMPREHENSIVE
ARCHITECTURAL SERVICES

Construction Services
✓Full-time Supervision Services(SPP Document204-A)
✓ Construction Management Services(SPPDocument204-B)
PROJECT MANAGEMENT (PM)
Through his education and training, the Architect may perform any or all of
the services stipulated under Section 2 above. However, when the Owner hires
an Architect or a firm to coordinate the whole range of comprehensive
architectural services (CAS), this constitutes project management (PM).

Project Management (PM) involves management activities over and above the
normal architectural and engineering (A&E) services carried out during the
pre-design, and design construction phase. The overall objective is to have
control over time, cost, and quality relative to the construction of a project.
PROJECT MANAGEMENT (PM)
The presence of a PM does not relieve the designers and contractors of
their respective normal duties and responsibilities in the design and
construction of the project. The PM complements the functions of the
architects, Engineers, and Contractors in meeting the broad and complex
requirements of projects.
PROJECT MANAGEMENT (PM)
The Contractor shall be responsible for his
men and equipment and the delivery of the project.

The Owner makes decisions on the project and assures that funds are
available to complete the project.

The Project Manager (PM)’s primary responsibility is the exercise of

overall cost control. He will plan, program, and monitor the various
activities, and will act as an adviser on material costs and construction
methods.
MANNER OF PROVIDING SERVICES
Normally, the Architect enters into a contract Owner to perform
comprehensive architectural services. By the very nature of the services,
he assumes the dual role of the Project Manager(PM) and the
Construction Manager (CM), or effectively the overall coordinator
whose functions are outlined under this SPP.
MANNER OF PROVIDING SERVICES
To perform the variety of services indicated under the Comprehensive
Architectural Services, the architect must make full use of his capability as
well as of services offered by other professionals. He may expand his staff
by hiring the experts needed, or he may form a team consisting of
professionals such as but not limited to:

✓ Architects ✓ Real Estate Consultants

✓ Engineers ✓ Sociologists
✓ Market Analysts ✓ Planners
✓ Accountants ✓ Bankers
✓ General Contractors ✓ Lawyers
MANNER OF PROVIDING SERVICES
If a Project Manager (PM) is hired by the Owner, it may be the
responsibility of the PM to hire the Construction Manager (CM) to be
paid either by him or directly by the Owner on salary or the basis of a
percentage of construction cost or to serve as the CM himself. In like
manner, the full-time Supervisor can either be a staff member of the PM
or hired directly by the Owner.
METHOD OF COMPENSATION
The Project Manager is compensated on a percentage basis, as shall be
described in the Architect’s Guidelines. If the Architect as Project
Manager (PM) performs regular design services for the same project, he
shall be compensated separately for the services as stipulated in SPP
Document 202.
OFFICE PROJECT
MANAGEMENT
Professional Practice 3:
Global Practice in the 21st
Century 3

Prepared By: Ar. Jamaica Mae A. Andaya

Professional Services Agreement (PSA)
A PSA is a legally binding contract between two parties. It's a type of
consulting agreement wherein an independent contractor helps a business
to achieve a defined goal. A PSA allows for the boundaries of the
professional relationship between a client and service provider to be clearly
defined.
Types and Categories of Services (as per SPP)
✓Pre-design Services
✓Basic Design Services (A&E)
✓Specialized Architectural Services
✓ Full-time supervision Services
✓Construction Management Services
✓Post-Construction Services
✓Comprehensive Architectural Services
✓Design-Build Services
✓Architectural Design Competition
✓Architectural Consulting Services
Defining Services
✓Determine what kinds of services are needed.
✓Prepare a proposal for the services to be provided.
✓Negotiate the Final scope of services.
✓Prepare the Professional Service Agreement.
✓Monitor and Manage changes in scope.
Factors in Affecting the Scope of Services
The unique nature of most projects requires an understanding of factors that
can affect professional services concerning their type, quality, depth, etc.
Possible factors that can affect the level of professional services include the
following:
• Programmatic requirements
• Project budget
• Project Schedule
• Engineering consultants included in basic services.
• Specialty consultants required under your agreement (those outside your core
expertise or those usually used with basic services).
• Services (consultants or contractors) to be provided by others.
Factors in Affecting the Scope of Services
• Your firm’s internal capabilities
• Regulatory requirements and public approval process
• The client’s goals, expectations, and values.
• The client’s level of knowledge and experience regarding facility development
and building construction.
• Whether or not BIM technology must be or will be used.
• The method of construction procurement (e.g., services for a design-build
project will be vastly different from services for a traditional design-bid-build
project).
• The form and terms and conditions of the professional services agreement.
• The level of risks associated with the project services.
Contract
A contract is an agreement made between two or more persons that is
binding in law and is capable of being enforced by those persons in court
or other tribunals like arbitral tribunals.
Bilateral Contracts
The number of parties involved. Bilateral contracts need at least two
parties to negotiate, agree, and act upon a promise.

Unilateral Contracts
Rely on only one party to create a contract or promise for a specified or
general group of people.
Usually, the agreement will contain a promise or set of promises that each
party has made to the other; this is known as a bilateral contract because
each party promises to do something. For example, Bimbi promises to
build a house for Mommy A. and Mommy A. promises to pay Bimbi for
doing so. Sometimes only one party will make you a party that does
something stipulated by the former. For example, Bimbi promises to pay
P 203B if BIR completes and returns a marketing questionnaire to Bimbi.
Such a contact is known as unilateral contact because the promise is one-
sided. Although Bimbi has promised to pay in the stipulated
circumstances, BIR is under no obligation to complete and return the
marketing questionnaire but if he does the court or arbitral tribunal will
recognize a binding agreement that Bimbi will pay him P 203B.
Elements of Contract
Intention to Create Legal Relation
Such a casual exchange has all the appearances of a contract, but if someone tried to claim his dues
through a court he would probably be disappointed, for the law will not enforce a promise if the parties
did not intend their promises to be legally binding.
Elements of
Contract
In the Philippine Law under the Civil Code of the
Philippines Book IV, Title II, Chapter 2, Article
1318 says that there is NO contract unless the
following requisites concur:
OFFICE PROJECT MANAGEMENT
1. Project Management
2. Risk Management
3. Inter-Professional Relationship

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
The Small Project
Steps on Managing a Small Project
Sanctioning Scope Definition

Scheduling and
Estimating

Status
Reporting/Executing

Success-Closing the
project
Prepared By: Ar. Jamaica Mae A. Andaya
 OFFICE PROJECT MANAGEMENT
The Small Project
Office
Agreement between Owner-Architect
1. Management of Project 2. Project Team 3. Project Operation 4. Project Operation
a. Engineers a. Draftsman a. Engineers a. Architect
b. Contractors b. Supervisors b. Contractors b. Engineers
c. Laborers c. Checker/Timer c. Supervisors c. Etc.
d. Purchaser/Quotation d. Site Manager

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
• Even the smallest project requires a team
of two: an architect and a client.

• Relationships expand as teams become

larger and it include office colleagues,
consultants, contractors, etc.

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
PROJECT MANAGER

• Central figure on a project team.

• The person in the architectural firm who is

responsible for managing design, schedule, and
budget concerns to meet the client’s
expectations.

• Effective project managers assume project

leadership responsibility, accept certain
challenges, and bring certain traits and abilities
to their work

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
PROJECT MANAGER
Traits and Abilities

✓ Is organized, directs, and controls all key aspects of the project.

✓ Is enthusiastic about achieving high standards.

✓ Communicates well (both within the team and to those outside).

✓ Motivates the project team to meet the project goals.

✓ Delegates when appropriate.

✓ Listens well and can interpret team members’ issues and

opinions.

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
PROJECT MANAGER
Traits and Abilities

✓ Attacks aggressively every problem important to the project’s

success.

✓ Is persuasive in a pleasing manner.

✓ Has a conscious sense of time, knows what to accomplish a task,

and is aware of how much time is left to finish a task.

✓ Know where to find the answers to technical and managerial

problems.

✓ Knows that it takes a team to accomplish outstanding results and

gives credit to the team.

✓ Is results oriented always keeping the outcome of the project in

mind.

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
MANAGING STAFF & CONSULTANTS

The team may include a part-time draftsperson, a consultant, the

contractor, and the client.

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
MANAGING STAFF & CONSULTANTS

THE COMPONENT PROJECT MANAGER FROM THE CLIENT’S PERSPECTIVE

✓ Respond to requests from clients quickly, don’t wait for a convenient time.
✓ Be prepared to discuss the projects’ status (technical, budget, or schedule) at any
time.
✓ Keep files so information is readily available when a client asks for it.
✓ Arrive at meetings on time and prepared.
✓ Keeps client informed by routinely sending copies of correspondence,
telephone logs, and other project documentation.
✓ Review all invoices before they are mailed and prepare to answer any questions
about them from the client.
Prepared By: Ar. Jamaica Mae A. Andaya
OFFICE PROJECT MANAGEMENT
Project Teams
MANAGING STAFF & CONSULTANTS
EFFECTIVE PROJECT TEAM CHARACTERISTICS
✓ Small enough to convene and communicate easily
✓ Foster discussions that are interactive and open to all members
✓ Team members have a mutual understanding of roles and skills
✓ Team members offer an appropriate combination of functional/ technical problem–solving and interpersonal
skills
✓ Has a truly meaningful purpose – clearly articulated, understood, and advocated for by all members
✓ A specific set of team goals exists in addition to individual and organizational goals
✓ The team has realistic, ambitious goals that are clean and important to all team members
✓ The group plans for a specific set of teamwork products
✓ Team members have a sense of mutual accountability with the members feeling individually and jointly
responsible for the team’s purpose, goals, approach, and work products
✓ The team can measure progress against specific goals
✓ All team members have a sense that only the team can fail.
Prepared By: Ar. Jamaica Mae A. Andaya
OFFICE PROJECT MANAGEMENT
Project Teams
MANAGING STAFF & CONSULTANTS

PROJECT TEAM WORKING APPROACH

1. Is understood and agreed to by everybody.

2. Capitalizes on (and enhances ) the skills of those on the

team.

3. Provides for open interaction fact – based problem –

solving and results – based evaluation

4. Can be modified and improved overtime.

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
PROJECT OPERATIONS

• Project planning and team–building put the resources

needed to execute a project in place. The next part, and
the hardest part, is making it all work–orchestrating and
integrating these plans and resources to produce a
successful project

• Project management also involves collecting, processing,

and communicating changes and closing out the project

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
PROJECT OPERATIONS

A. STARTUP-

• Includes project definition, acquisition, planning, and contract negotiation.

Team Briefing and Kickoff
➢ Reviewing:
✓ Project requirements
✓ The project work plan
✓ Schedules and milestone dates
✓ Project policies which include project responsibilities and authorities, client
structure and relationships, team meetings and communications, approach to
identifying and solving problems, project change and reports, and other key
management issues.

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
PROJECT OPERATIONS

B. PROJECT AUTHORIZATION

➢ Includes

✓ Establishing the necessary project accounts

✓ Providing information on what can be charged to the project and what can not especially
reimbursable and non–reimbursable expense
✓ Identifying the internal project reports that will be prepared and distributed
✓ Providing the accounting department/ bookkeeper/ principal with information about the
project milestones, deliverables, and billing details

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
PROJECT OPERATIONS

C. PROJECTS’ FILES

The most effective project filing system is one that can be easily understood and used by
everyone.

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Project Teams
PROJECT OPERATIONS

D. KEY PROJECT INFORMATION

➢ Includes:

✓ Project directory (list of names, addresses, phone and fax no.’s of key participants)
✓ Project program and construction budget requirements
✓ Site information including climatic, environmental surveys, and geotechnical data
✓ Applicable codes and regulations
✓ Project schedule, milestones and list of deliverables
✓ List of project files, locations and access guideline

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Communications
Professional services involve a continuing exchange of information
including data, advice and opinions, proposals and decisions

➢ TALKING and LISTENING

✓ Direct personal interaction

✓ Meetings provides opportunities for groups to exchange
information and make, modify, and affirm project
decisions
✓ Consider “stand – up ” meetings
These are short sessions usually directed to a
single subject or decision to be made or reviewed.
Also called a conference call.
✓ Other ways: memos, telephone calls, faxes emails, letters.
Prepared By: Ar. Jamaica Mae A. Andaya
OFFICE PROJECT MANAGEMENT
Communications
➢ ROUTINE COMMUNICATIONS
✓ Information is often conveyed in a formal transaction
between individuals and within groups– i.e. telephone
conversations, fax and email message correspondence,
transmittals of documents, reports, and memos.
✓ These transactions serve two purposes: to convey
important information and become part of the project
record

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Management Technology
Used technology to speed up contract completion like voicemail,
fax machine and internet

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Documentation

➢ Even the smallest project generates a great deal of paper such

as notes, meeting agendas and minutes of meetings, technical
materials, and other documentation

➢ The project manager’s correspondence and documentation of

significant developments on all projects

➢ Good business practice suggests it is nicer to document

transactions that take place between the parties in the design
team and the client. Doing so keeps the project on track, and
when a claim is filed, there is a record

Prepared By: Ar. Jamaica Mae A. Andaya

OFFICE PROJECT MANAGEMENT
Close Out

➢ With the project winding down, and with other projects waiting
in the wings, it is common and economically necessary to
disband the project team and reassign the project manager

➢ It will be necessary to close out the project internally as well,

collecting information, providing any required documentation,
and finalizing billing and collections.

Prepared By: Ar. Jamaica Mae A. Andaya