Chapter Four: Office Planning & Design

Construction Management  

Creating an office facility, or renovating or reorganizing existing office space, requires a logical and organized approach. Once the planning and design stages have been completed, then purchasing of materials and construction can begin. Construction management, which oversees the complicated business of turning working drawings and design sketches into physical reality, must be competent and thorough. Timetables and schedules, along with attention to detail and the ability to coordinate many trades and professions, are probably the most important tools of construction management. The actual procedures that should be followed are examined in detail in this chapter. How these procedures fit into the overall project can be further clarified by studying the "Space Planning and Design Procedures Outline" in the Appendix (parts IV and V, in particular).  

Construction Survey

Construction and purchasing management go hand in hand. The first step must be to check every drawing, schedule, and piece of paperwork relevant to the project. Once the working drawings and schedules are completed and accepted, the next priority is to compile a final site survey to check that the drawings and specifications are correct and applicable to the building involved. Obvious points that need to be checked are the following:  

1. Check that all measurements and dimensions are accurate on the docu­ments relative to the building.  

2. Check that power sources and outlets correspond to equipment and that positions are correct, thereby ensuring that relative voltage requirements for special equipment are properly supplied.  

3. Where scale drawings are used, check them by calculating the actual site measurements from the scale drawings and then comparing these figures with actual on-site measurements.  

4. Check all the following plans (sometimes several, or all, will be combined on one plan) according to instructions in items 1,2, and 3 (if applicable):  

(a) Final layout (showing layout of furniture, planters, and so on).  
(b) Demolition plans (showing areas of structural or nonstructural alteration - for example, removal of walls or provision for extra doors, and so on).  
(c) Construction plan.  
(d) Electrical and telephone plans (showing wiring layouts, switch outlets, telephones, etc.).  
(e)  Reflected ceiling and lighting plans (showing layout of ceiling panels, tiles, and so on, and positioning of lighting units, air-conditioning grills and outlets, and so on).  
(f)  Door and hardware schedules.  
(g) Finish plan and schedule (showing floor and wall finishes).  
(h) Partition plans (showing layout of rooms, positions of doors, windows, and so on).  
(i)  Mechanical engineering plans (showing heating, ventilation, and air-conditioning provisions, plumbing, sprinkler systems, and so on).  
(j)   Special construction detail plans (showing details of custom furniture, and so on).  

5. Check that all purchase orders agree in numbers and specifications with the working drawings, layout plans, and other design documents.  

This last item is important since mistakes at this beginning stage can lead to over ordering or shortages at a later stage. Details such as colors and catalog numbers need to be carefully checked and initialed to prove they agree with data on the drawings and purchase orders.  

Building Permission:

The law demands that certain agreements be obtained for building work, and plans and documents must be submitted to and approved by the relevant bodies before orders are placed or construction begins. Professional assistance at this stage is a wise investment. Almost without exception, plans need to be approved by and permits obtained from: 

1. the building department; 

2. the safety and health administration;

3. the relevant zoning authority.  

Managing Construction Work:

Once all drawings and related construction documents have been approved, the firm can proceed with the project, adopting one of the three following approaches:  

1. Establish a procedure, or employ the organization's existing supply procedures, to manage the project within the organization.  

2. Employ a general contractor to manage the project.  

3. Employ a construction management company to coordinate the operation. (Some of the major offices planning organizations have a construction management division. This can be a very satisfactory arrangement because one firm is therefore responsible for the whole project, and much confusion can thereby be avoided. Furthermore, since their work on this stage reflects on the quality of the total design service they offer to clients, they are apt to be conscientious and thorough throughout the project.  

Obtaining Bids:

Whether a construction management company or the organization itself obtains bids, several important considerations should be observed in the process:  

1. Be certain to obtain references on both the quality of past work and the financial stability of any contractors or trades people who are asked to bid.  

2. Ensure that all bidding contractors include, within their prices, the provision of adequate insurance coverage, such as: 

(a) workers' compensation insurance; 
(b) general liability insurance; 
(c) adequate insurance for goods and materials they will be storing or installing on behalf of the client.  

3. Ensure that all manufacturers' warranties or guarantees, as to methods of installation, workmanship, and materials, are contained in construction contracts and subcontracts.  

4. Always obtain a quantifiable number of bids (normally three or more) and cross-check them for additions, omissions, and clauses of liability.  

5. Where possible, include time limits and completion dates within both bids and contracts, with compensation clauses for late completion. This will enable more control in planning schedules.  

Expediting Orders:

Obtaining materials and services is a management technique that requires discipline on the part of both the buyer and the supplier. The following procedures will help both parties avoid trouble. The party placing the order should:  

1. Always make sure to allow as much time as possible between placing the order and the delivery data. Ordering anything at the last minute is just asking for trouble.  

2. Give as much information and detail as possible. Include all catalog numbers and codes and a full description of what is being ordered.

3. Obtain the expected delivery date as soon as possible and have the manufacturer or suppliers confirm this detail in writing.  

4. Check every potential delivery problem in advance and make arrangements to overcome them (for example, book elevator time in advance, check dimensions to make sure that the goods can actually be gotten into the building, hire cranes and any required machinery well in advance, and plan delivery routes for bulky items). Always ask the manufacturer or supplier for advice regarding potential delivery problems. Where possible, have the supplier send a technical representative to check out site conditions well in advance and, where applicable, to advise on storage requirements and so on. Most manufacturers will supply a technical representative to be present during installation of expensive items (such as carpets, equipment, and so on). Inquire about this service when placing the order and include it in the purchase order or contract.  

5. Make quality checks prior to delivery. It is wise to visit the factory or warehouse prior to taking delivery to check specifications and quality of goods before they are shipped, especially when the items are custom made or a large expenditure is involved.  

6. Maintain a system of regular checks on developments after placing the order. Do not just order and forget it. Constant and regular checking should be made to ensure that delays do not occur and that deliveries take place on the day and time agreed.  

7. Include a "change order" clause in the contract. If, during construction, changes in layout or materials occur, they can cause serious problems. Therefore, no changes should ever be made without documentation and relevant rescheduling. A clause in all contracts and purchase orders should be inserted to cover this. The following is an example of such a clause: "Any changes in specifications, delivery, or numbers involved must be covered by an official 'change order."  Any changes in layout, drawings, or materials that cause changes in construction costs must be handled by a change order." No change of work will be accomplished without written approval."  

Construction Schedules:

Obviously, construction must be scheduled so that the work of one trade is not damaged by the work of others. For this reason, the construction manager should ascertain, while obtaining the bids, the requirements of the contractors and suppliers, including (but not limited to) the following information:  

1. Will the work be "wet" (messy and dirty - for example, plastering) or "dry" (clean and tidy - for example, fitting carpets)?  

2. What site provisions will be needed (for example, electricity, storage, access to water, and so on)?  

3. What special delivery provisions are required (such as cranes, special machinery, specific access points)?  

4. What is the time frame involved? (If two trades - such as painting and fitting the carpets - overlap, the results could be disastrous.)  

Before construction commences, a spreadsheet or contract procedure form will have to be prepared, upon which the activities of the trades people and the deliveries of materials and furniture can be planned (see Exhibit 4-1). Basically, trades follow a traditional schedule; however, each project differs in one aspect or another. A good basic guide for scheduling work and deliveries of associated materials is the following:  

1. Demolition of old unwanted structures (such as walls) and making building alterations (such as replacing windows or making openings for new doorways or blocking up unwanted ones).  

2. Structural and building work (such as building new walls, installing plumbing, or creating openings in floors for stairways).  

3. Ducting and electrical work (such as rewiring and installing new ducting for air conditioning).  

4. Building finishes (for example, plastering, installing partitions or heavy wall finishes, such as tile, etc.).  

5. Wet trade flooring (for example, laying new floors or screeds, marble tile floors, etc. 

6. Painting.  

7. Dry flooring (for example, wood floors that require sanding).  

8. Custom cabinet work (such as custom desks and so on).  

9. Door hanging (including hardware).  

10. Glasswork (interior glass walls, screens, and so on).  

11. Wall coverings (such as wallpaper, cork, hessian, and so on).  

12. Laying carpet.  

13. Furniture layout.

14. Planter layout.  

15. Artwork and signs.  

16. Finishing, remedial work, and cleaning.  

Final Survey:

When construction and the installation of furniture and equipment are com­plete, the total space needs to be checked once more against all the original plans, drawings, schedules, and documentation (including change orders) to ensure that nothing has been overlooked or forgotten. Items that are outstanding or have been delayed should then be listed on a checklist for follow-up.  

Move-In:

Once the follow-up work is done, the facility is complete. At this time, if every­thing has gone well, the facility is at its best. It's as new and as perfect as the client, the executive planner, the office planner, the designers, and the contractors have been able to make it. Once the photographs have been taken and the executives of the company have had their tour of inspection, the space is ready for habitation - that is, it is ready to receive the people who will make it work.  

The following steps to ensure a successful move-in need careful attention but are well worth the effort:

1. A pre-move meeting, or series of meetings, should be arranged with department heads and key personnel to organize the transfer of files, records, and other effects from the old space to the new one. Careful labeling and loading of these materials are, of course, essential; and, for a large-scale move, it is wise to color code labels or boxes to identify departments.  

2. Staff meetings should be arranged to explain the move and its consequences. If possible, pre-move tours of the new facility should be arranged for every employee (in department or status groups).  

3. A brochure describing the new facilities (with maps) should be produced for staff use.

4. Department heads should tour their areas several days before the move-in to give last minute advice and final briefings to those overseeing the move and to their staffs.  

5. Details of transport, parking, and such information should be circulated to all staff.  

6. A system should be organized to receive and deal with complaints and suggestions during the immediate post move period.  

The move should never be hurried, but it should be a disciplined operation. It heralds the beginning of a new era for the organization, so its success is important for reinforcing a positive outlook among all members of the firm. As a final note, on the first day in the new facility, holding a celebration, however small, can be very rewarding to all concerned.

Furthermore, photographs of the event will be useful to the public relations and for use by the personnel department.

Instructional Programming: Chapter Four

1.       ___________and _________are the most important tools of construction management (in addition to the working drawings and specifications received from the planners and designers).  

2. The person in charge of construction management can assume that all working drawings are correct when received from the planners and designers.  

(   ) True
(   ) False  

3.   Colors and catalog numbers need to be ___________ and then ____________ to prove they agree with the numbers indicated on drawings and purchase orders.

4.   Plans normally need to be approved by, and permits for building obtained from, the ____________ department, the safety and ____________ administration, and the relevant ____________ authority.  

5.   What are three approaches a firm can adopt to organize the management of construction work? 

6.   When obtaining bids for work, the construction manager should obtain references on the ____________ of past work and ____________ stability of all contractors and trades people.

7.   Construction trades can be divided into what two descriptive types?  

8.   The purpose of a spread sheet or a contract procedure form is to:  

(a) plan trade activities and deliveries of materials and furniture.  
(b) organize legal and contractual details.  
(c) act as a map for access to various areas and departments.  
(d) describe methods of installation and manufacturers' advice on construction.  

9.   Wet trade flooring (for example, laying new floors or screeds) should always be completed before electrical work begins.  

(   ) True
(   ) False  

10.   When construction and the installation of furniture and equipment are complete, a ____________ survey should be conducted to check the total completed space once more against the original plans, drawings, schedules, and documentation.  

11.   For a large-scale move, it is wise to ____________ labels and boxes to help identify the departments to which they should be delivered.

12.   Prior to the move-in, a ________ describing the new facilities should be produced for staff use  

13.   Every employee should be given a chance to tour the new facility prior to move-in.  

(   ) True
(   ) False  

Answers

Chapter One: Office Planning & Design

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Chapter Two: Office Planning & Design

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Chapter Three: Office Planning & Design

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Chapter Five: Office Planning & Design

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