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Soft Documents -Designing and implementing a document management system (DMS) –.
Soft Documents -Designing and implementing a document management system (DMS) –.Like Hard documents, many important soft documents (including manuals) within each design function are required for day-to-day operations in business. In addition, many of these documents must be submitted to management for decisions or auditors or statutory agencies.These must be stored systematically and indexed properly for easy retrieval as and when required by operating teams, auditors, or statutory agencies. These documents can be stored in-house or with an outsourced agency like cloud storage.This article includes the following aspects.· 1Types of core & statutory documents identified as used in building design functions.· 2 Examples of a few core & statutory documents in 3 design functions· 3 Types of Digital files are used in the development of building designs and drawings.· 4 Types of digital documents used -other than drawings and designs · 5. Twelve activities for developing DMS (soft documents)· 6, Parameters for evaluating DMS solutions1,Types of documentsThe concepts shared in this article apply to any business/any function. However, as per the title of the author’s handbook, documents for three building design functions, Design Architectural, Interior Design, and Design of MEP, have been summarised below.· Core documents=38 types and expandable to 300 types· Statutory documents=31 types and expandable to 300 types· Unique Functional manuals=15 types and expandable to 30 types· Statutory manuals =1 type and expandable to 2 types· Similar type manuals=2 types and expandable to 5 types· Drawings and Designs =Different types as relevant and requiredThe actual number of documents within each core and statutory document may run into several hundred /thousand/lacs per financial year as per the number range planned For designers to understand, design function-wise examples (2 types each) of a few cores and statutory documents (hard or soft) that need to be stored, accessed, and retrieved are below.2. Examples of a few core & statutory documents. Design of ArchitectureCore documents1. Submission drawings for statutory approvals2. Tender documents etcAnd so onStatutory documents1. Copies of Applications and fee payment challans” applicable to this function for each type of Licenses, Sanctions, Approvals, renewals w. r. t. central Government statutory documents such as2. National building codeAnd so onInterior designingCore documents1. The design and drawings w.r.t Finishing, Furnishing and fixtures, Equipment for Interior design, Artwork, etc.2. Specifications for BOQAnd so onStatutory documents1 “Checklists for compliances” w. r. t. each statutory act /State regulation applicable to this function2. Copies of all statutory records applicable to this functionDesign of MEPCore documents1. The design and drawings w.r.t HVAC2. Specifications for BOQ -HVAC design packageAnd so onStatutory documents1. Specific acts related to documents, e.g. The Air (Prevention and Control of Pollution) Act, 1987.2. Specific acts related to documents, e.g. The Water (Prevention and Control of Pollution) Act,1987.And so on The list /names of such documents are included in chapter 17 of my handbook, per the few examples below.3. Types of Digital files used in the development of building designs and drawings§ AutoCAD drawings = DWG. (supports 2D &3D geometry)§ Building information modeling =BIM (3D models using Autodesk Revit, ArchiCAD, or Bentley MicroStation)§ Portable document format =PDF§ Joint photographic experts group =JPEG. (Image format)§ § Tagged image file format =TIFF. (Image format)§ Industry foundation classes. =IFC (for exchanging BIM data)§ Portable network graphics =PNG. (Image format)§ Graphics interchange format =GIF (Animation format)§ Scalable vector Graphics =SVG (web-based drawings format)§ Computer graphics Metafile =. CGM(For 2D vector graphics)4. Types of digital documents used -other than drawings and designs · Text file: Doc, Docx, Xls, Pdf, etc· Image file: JPG, TIF, PNG, GIF, etc· Audio file: WAV, MP3, etc.· Video file: (e.g., AVI-Audio- Video interleave, WMV-window media Video, MOV-Quick time format, MP4, AVCHD-advanced Video coding- high definition 5. Twelve activities for developing DMS (soft documents The following 12 activities have been identified. These activities are identical in each of the functions in the construction industry.1. Identify documents and manual types –(Soft documents) that need to be stored digitally2. Identify the form of documents -a core, statutory, drawings and designs, or manual types that need to be stored, such as summarized below:· Design & Drawings & Graphics:· Other than Designs & drawings 3 Classify each soft document into three categories as (A)Statutory type, (B) Confidential, (C)Operational.This is to be based on guidelines from top management4. Perform the following activitiesSelecting Software for indexing document files/manuals, tracking documents retrieval pursuing an option as per the need of the organisation· a) In-house central repository in servers or storage device· b) In-house on the functional PC/Computer or storage device· c) External outsourced location like cloud storage5. Evolve Document retention policy with inputs from HOD of design functions, legal, and CFO independent of storage location6. In case Soft Documents are planned to be stored in-house: Develop in-house software with at least the following software features based on inputs from functional HOD vis-à-vis soft documents to be kept in-house at a central repository7. In case Soft Documents are planned to be stored outside: Evaluate features offered by external /Service Providers’ software solutionThe solutions could be the following.· Cloud storage based· Non-Cloud-Conventional based Critical evaluations steps include the following:i) Preparation and floating of RFQ with required parameters such as listed in the activity ii) For large-size customer organisations, Identifying various service providers for cloud storage, such as below:· Google Drive, Microsoft One Drive, Apple I Cloud, Amazon Drive, Dropbox· Next cloud, Adobe, Box, Mega Obtaining their technical features, commercial offers and arranging a Demo of the solution.Once the negotiation is done, the purchase order is placed on the chosen service provider. Finally, the signup is done, and users can use these services easily as the installation is simple.iii) identify local service providers offering Non-Cloud-conventional software solutions for small-size companies.iv) Obtaining quotes and evaluating technology features vis-à-vis parameters listed in RFQ and compiled below beside the financial strength of the service provider and experience in business, market share, etc.v) Negotiating prices Placing an order on the finalized service provider, and informing all concerned HODvi) Arranging training for using DMS8. Develop SOP/guidelines vis-à-vis IT Security policy for uploading/storage, retrieval, backup, and deletion of soft documents 9. Evolve access rights for uploading, viewing, retrieval, and deletion of soft documents irrespective of storage location options as captured above10. Collaborate daily for availing services from the cloud-based vendor or external service provider for DMS services for soft documents.11. As and when hierarchical changes or movements (departures, retirements, transfers, or additions) happen vis employees and other authorised business associates to who access rights were previously granted, revisiting these access rights on a dynamic basis to ensure confidentiality integrity and availability of information12 Avail of Day-to-day document services, as per SOP, from the service provider vis-à-vis soft documents to be stored outside the design function.6, Parameters for evaluating DMS solutions · Indexing· Uploading· Viewing· Downloading· Permissions and access- rights· File management/File sharing· Collaboration support· Data Security· Administration Control· User Activity Monitoring Capabilities· Access from multiple locations· Access from multiple devices· Interface with ERP for retrieval and storage of soft documents · Storage space in GB/TB etc· Automatic back up· Downtime protection through multiple servers· Service level agreement to minimize downtime· Storage capacity in GB/TB· Scalability· Upgradations/enhancements· Audit trails · The initial cost of software acquisition· Training person-days· Recurring Cost Per Month Handbook of the author The list of activities for developing DMS-Soft documents is included in chapter 12 (annex 34C) in the author's handbook. It is titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior Design, and MEP Services.
Developing coding schemes
This article includes the following:1. Purpose of coding schemes2. Nine steps /activities for developing coding schemes3. Illustrations of coding schemes-Business entities4. Illustrations of coding schemes-Business Objects5. Way forward6. Future references The concepts proposed in this article can be used in any Industry, though examples in this article mostly pertain to real estate & hospitality industry in line with proposals in my handbook 1. Purpose of coding schemesCompanies acquire and use ERP or customized software solutions for the efficient execution of business processes and the implementation of best practices. For digitization, robust coding schemes must be designed and implemented In any business, there are many entities and objects as listed below: Entities: Vendors, Customers, Employees, Shareholders, and so on. Objects: Materials, Finished products, business documents like purchase orders, invoices, accounting documents and so on.Coding schemes enable the accomplishment of the following objectives.· Providing a standardized and structured way of identifying and categorizing different entities and objects.· Enable efficient way of accessing the entities or objects from digitization perspectives.· Help efficient storage and retrieval of data by digitization· Organise and classify business data as useful information· Efficient management of business operations· Help in maintaining records and tracking these.Developing coding schemes can be a complex process. There are different types of coding schemes, such as below· Numeric…..These are simple an easy to use but limited in capacity· Alphanumeric….These provide more flexibility.· Hierarchical …These involve a series of numbers or letters that indicate the level of detail in the code. Organizations, of course at their absolute discretion, can develop their existing coding scheme.Coding schemes are usually embedded in the ERP/software solutions used by them. Few more examples of Business entities and objects includeBusiness Entities include:· Vendors· Customers· Employees· Shareholders· Statutory bodiesand so onBusiness Objects include:· Materials which can be BOQ-Bill of quantities or BOM-Bill of materials· Assets -all types like buildings, Plant & Machinery, Furniture, Vehicles etc.· Function and sub-function· Core processes and Core activities· Number range of documents· Statutory processes and Core activities· Core Documents and Statutory documents· Manuals (functional, statutory, and similar type)· Configuration tables· Processes and activities for developing Configuration tables· Master data tables· Processes and activities for developing Master data tables· Fields to be used in core and statutory documents, configuration tables, and master data tables· Risk assessment processes· Access rights-related processes· Authorisation Profiles· Developing Supporting Processes 2. Nine steps /Activities for developing the coding scheme common for both categories)1. Form a cross-functional team comprising professionals from Finance and accounts, IT/systems, and concerned functional team for:· Determining what all needs to be coded for digitization perspective.· Deciding name of “Coding agency or Organisation level Coordinator” who would be responsible for initial allocation of codes and maintaining subsequent changes to coding schemes vis-à-vis each or all design functions· Broad design of coding schemes (numeric or alpha or alphanumeric, size/number of digits in the coding system, and so on)2. Nominate one functional coordinator for providing to “coding agency or organization level coordinator” lists of all processes, activities, tables, fields, supporting processes and activities, materials, employees, vendors, customers, business associates, etc. vis-à-vis own function (Designing of Architect, Interior designing and MEP Services)3. In consultation with ERP/IT team, decide the following vis-a-vis each aspect listed in the 2nd activity.· Number of digits· Structure as alpha-numeric or and numeric or and alpha4. Based on the 3rdactivity, develop a coding scheme and assign Codes to each of the aspects listed.5. As an alternative to the 4th activity, provide a solution for generating random code numbers through the computer for assigning codes. 6. Incorporate the codes assigned in the 5th activity in the respective ERP application package at pre-implementation of chosen ERP package/solutions.7. Decide the following:· The processes, activities, and documents for requisitioning future incremental “additions to codes.· Function wise levels, positions, and names of designers for requisitioning, approving, and communicating codes to concerned three functions and their implementation in respective ERP application package8. Review and redesign /enhance coding schemes considering future requirements/expansions.9. Implement the codes so allocated above after testing and providing training to the relevant users of such codes 3. Illustrations for Coding scheme- “Entities” from my handbook EntityCategories for classificationScheme proposed by authorno of digitsIllustration VendorsFor different categories respectivelySupplier (domestic)Consultant (domestic) Contractor (domestic) Service provider (domestic) Supplier (overseas)5 VA001VB001VC001VD001VE001Shareholders/investorsFor different categories respectivelyShareholders-localShareholders-overseasBankers/FI/investors localBanker/FI/Investors-overseas6 IA0001IB0001IC0001ID0001EmployeesFor different categories respectivelyEmployees (local/residents) Employees (foreigners)Employees (temporary)6 EA00001EB00001EC00001Customers For different categories respectivelyProject Customer - End customersProject Customer - Real estate agentProject Customer – UnderwriterProject Customer - Institute customersProject Customer - Overseas customers6 CG00001CH00001CI00001CJ00001Govt/statutory bodiesFor different categories respectivelyGovt./statutory Bodies (local) Govt./statutory Bodies (Overseas) 5 GA001GB0014. Illustrations for Coding scheme- “Objects ” from my handbook ObjectsCategories for classificationScheme proposed by authorno of digitsIllustration BOQ-MaterialsFor different types of materials used in works like Structure, Civil, others, consumables, etc respectively and range from 00001-99999 in each type and so on 7QA00001, QB00001QT00001, QU00001Assets/capitalItemsFor land, building, plant, machinery, etc respectivelyand range from 0001-9999 in each type 5AA 0001.AB0001.AC0001.FunctionsFunction, sub-function, and employee code 6PR 02 T01Core processAbbreviation for core process and continuous number 5C 1151Core activitiesAbbreviation for core activity and continuous number 5A2601Statutory processAbbreviation for core process and continuous number 5SU 301Statutory activityAbbreviation for core activity and continuous number 6AU 1201Core documentsAbbreviation for core document type and continuous number. Number range say 5 digits 00001-99999 Each fin. year number to start from 00001 5D 1201Statutory documentsAbbreviation for statutory document type and continuous number Number range say 3 digits 001-999 Each fin. year number to start from 00001 5E1201FieldsAbbreviation for “Field” and continuous number 4F 001Configuration tableAbbreviation for configuration table and continuous number 5CT 211Master data tableAbbreviation for master data table and continuous number 5MT 106Risk assessment processAbbreviation for risk assessment process - organization level, core process level, activity level, and continuous number 5RA 227, RA252, RA277Risk assessment activityAs above but for activity 4TA01Risk assessment processAs above, but for the statutory process level and continuous number 5RB152, RB177Risk assessment activityAs above but for statutory activity level 4TB01Risk assessment processAs above but for the Configuration table and continuous number 5RC152, RC177Risk assessment activityAs above but for Field choice level and continuous number 4TC01Risk assessment processAs above but for the Master data table and continuous number 5RD152, RD177Risk assessment activityAs above but for Field level and continuous number 4TD01Authorization ProfilesFor accessing core processes and associated activities 7PC02001Authorization ProfilesFor accessing statutory processes and associated activities 7PS00001Authorization ProfilesFor accessing field choices in configuration tables 7PT01001Authorization ProfilesFor accessing fields in Master data tables 7PM00501And so on 5.Way forwardThe above-proposed coding schemes are for the conceptual understanding of the Designers /other employees/users.These can be designed/altered at the absolute discretion of the organizationand can be 100% alphabetic or 100% numeric or hierarchical as felt appropriate and as per the required number of digits. In the scheme proposed by the author, the number of digits can be appropriately increased or decreased for higher or lower volumes of business activities, respectively.Usually, coding schemes are driven by the software solution and ERP solution used by the organisation.Irrespective of the design of the coding scheme chosen, the following must be ensured before the coding schemes are implemented.· Well-documented responsibility for designing, approving, requisitioning, and communicating the coding scheme· Providing training to users of the coding scheme before implementing· Compatibility of coding scheme with the software /ERP used in the organisationHandbook of the author A template illustrating the list of business activities to be performed for developing coding schemes is included in chapter 9 in my handbook and in annex 33B, uploaded to my website https://www.ethicalprocesses.com/blogThe handbook of the author titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services
Developing Financial Authority Manual
Developing Financial Authority Manual for building designers.This article covers the following aspects.1. The purposes for which Payments are required to be made2. Methods of making payments –to Overseas Vendors in foreign currency3. Methods of making payments –to local vendors4. Key nine Activities to make financial authorisation manual5. Template for financial authority limits6. Responsibility matrix based on S-0-D concept7. Five types of supporting financial documents 8. Activities that can adversely impact business Other functions can also use the concepts used in this presentation.1. The purposes for which Payments are required to be made 1 . Design services outsourced to designers such as Architects or interior or MEP rother specialists for complete design or proof design/or design validation2. Services received from external service providers, such as sample inspection & testing, coordination work for statutory approvals, prototype development, renderings, etc., sample room /mock-up building work3. Procuring Design related equipment/hardware or software packages, BOQ samples materials / etc4. Out-of-pocket expenses incurred or reimbursements to outsourced designers or inhouse teams during their course of work5. Any similar work related to the design function, such as statutory approvals relatedThis excludes payroll, which is assumed to be managed by the HR team, and the Purchase or contracts teams manage bulk buying of BOQ materials. 2. Methods of making payments –to Overseas Vendors in foreign currencyIrrevocable LC opening by the importer in favour of the beneficiary (exporter)Payment through Bank using SWIFTNet banking /Online banking or Internet Banking directly by the importerTT/Telegraphic transferDocumentary collection (Payment documents received through bank)Open Account (Payment documents received directly by importers)Cash in Advance in Foreign currency (FC) notesInternational Credit card /Debit cardTraveller’s cheques issued by reputed International banks2. Methods of making payments –to local vendorsNet banking /Online banking or Internet bankingBank transfer -IMPS,NEFT (IFSC codes)UPI – Unified Payment Interface(UPI)-Bank cheques or Demand draftLC -Letter of creditChequesDebit cardsCredit cardsCash 4. Key nine Activities to make financial authorisation manualIn either case, the following nine activities are proposed to be performed.1. Issuance of Policy directions for financial authorisations by Board/promoters2. Design format/contents of the proposed financial manual3. Develop (function-wise)details for the Financial authority manual4. Periodic review of payment methods and approval norms as also cycle time for payment release, post-approval as per responsibility matrix at point 7 below5. identify Documents that need board approval ( as mandatory/needing power of attorney) 6. Maintain central Serial Control of original authorization documents, usually with the CFO7. Incorporate empowerment in the authority norms as per risk appetite while considering productivity enhancement8. Ensure the controlled circulation of the approved financial authority documents9. Develop Software program /workflow in ERP or software SolutionAll activities are identical in each of the functions in any function and industry except activity at sr no three, which is unique for each function and summarised below5. Template for making a financial authority manualOutgoing payment relatedcurrencyFinancial limitInitiationEditDeleteApproveColumn (1)(2)(3)(4)(5)(6)(7)Negotiations with consultants Negotiations with Vendors-BOQ, software etc.¯ Negotiations with Vendors Agreements with consultants Purchase orders on vendors Invoices of consultants-Design Fees & reimbursements Invoices of Vendors -BOQ samples, testing etc. Payment Requisition for Statutory Fees Reimbursement claims of design team-Travel, expenses Credits from consultants, vendors Designer’s payroll-related documents And so on Note: Rows can be inserted for each line item above to meet different financial limits for different financial levels. The hierarchical level needs to be decided and entered in the column no 4,5,6,76. Responsibility matrix based on S-0-D conceptThe above template includes a responsibility matrix, where columns 4,5,6,7 are to be populated based on the S-O-D Segregation of duty concept.7. Five types of supporting documents before releasing the final paymentFinancial-related Documents type -a few examplesA1) Supporting documents· Quotations, ComparisonsA2) Financial documents· Agreements or Purchase orderso Design consultancy services like consultancy for Architectural, interior designing, MEP/engineering, etc.o BOQ/Bill of quantities used in construction, usually for samples, mock-ups or show units, etc., arranged by the project design and engineering team members.o Assets like office equipment, Design software, etc. required by the Project design and engineering team, and so on B) Outgoing Payment related documents· Invoices raised by outsourced consultants-Design or other Consultant fees or know-how fees· Invoices raised by Vendors-Purchase of any BOQ, usually for samples, mock-ups, or show units or service providers· · Acceptance report of Design work submitted by consultant or service provider various vis a vis stages-wise deliverables mentioned in the authorised purchase order or agreement· Incoming BOQ/ Material acceptance report · Internal payment computation vouchers of the company· Invoices and debit note/claims of outsourced consultants or vendors or service provider C) Incoming Payment related documents· Credit notes of consultants/vendors· payments instrument/from them funds transfer in detailsD) Expense claim documents (other than reimbursement below)· Claim forms for official expenses incurred by designers/employees on behalf of the company, along with supported documents E) Reimbursement claims documents· e.g., vouchers for out-of-pocket expenses incurred for official work such as Local conveyance ,travel expense vouchersOut of pocket expense voucher 8. Activities that can adversely impact business § Making authority manual that is non-comprehensive or does not include many payment supporting Documents (such as per A1 or A2 in point 7 above) associated with capturing activities/transactions such as the following but not limited to in this function: · Memorandum of understanding towards such negotiations - Technical aspects· Agreements or contracts with outsourced design consultants towards negotiating rates, payment terms, escalation basis, reimbursements, other commercial terms, taxes, etc.· Purchase orders on vendors — technical aspects and rates of sample BOQ materials .freight, packing, and forwarding, marine insurances, payment terms, Taxes, duties, etc· Negotiation of fees/rates, reimbursements, payment, and commercial terms with each type of design consultant or service provider· Negotiation worksheets of reimbursements like travel, free days of visits at the site (types, limits), taxes, duties, and other statutory charges· Rates-related worksheets for the extra scope of work or time overruns· Incentives computation worksheets· Statutory fees/charges worksheets· Taxes/levies and duties related rates worksheets· Refund documents, if any, from statutory bodies or business associatesAnd so on § Making authority manual that is non-comprehensive or inaccurate vis a vis outflow-related documents (as per B in point 7 above ) such as the following (but not limited to) in this function. § Each type of consultant/service provider§ Model developers for sales promotion§ Renderings§ Vendors of BOQ-samples§ Statutory fees/charges§ Taxes/levies and duty rates§ Penalties, fines (if any), computation§ Bank Guarantee, Bonds, etc., if any values and terms § Making authority manual that is non-comprehensive or inaccurate vis-à-vis incoming payment-related documents (as per C in point 7 above)in this function, e.g., credit notes, supporting.§ Making authority manual that is non-comprehensive or inaccurate vis a vis official expenses (as per D in point 7 above)in this function, e.g., travel, boarding, lodging, cash purchased samples, etc. § Making authority manual that is non-comprehensive or inaccurate vis a vis reimbursement claims as per E in point 7 above)in this function, e.g., pocket expenses incurred for official work. Other aspects common to all documents in manual§ Approving financial authority norms skewed to enable specifically nominated persons in design function to carry out financial transactions with ulterior motives/obtain and thus making of power centers.§ Using superseded /obsolete financial authority manual due to its uncontrolled circulation.§ Making circular changes in the financial authority manual to transact specific transactions and restoring original values, with ulterior motives, and simultaneously disabling audit trail to prevent detection. § The financial authority manual for design functions does not have provisions for managing emergency-like situations that may need subsequent approvals. § Making financial authority norms vague leads to dissatisfaction amongst functional teams and misinterpretation.§ In the workflow/embedded software (that enables accessing financial limits), incorporating incorrect financial limits by not exercising prudence leads to bypassing approved financial norms. § Using financial authority manual by users who have not yet been appropriately authorized by CEO/MD/board as relevant (such as below but not limited :§ The power of attorneys, which serve as authority documents for statutory bodies/external world, is not supported by the availability of board resolution in a validly convened board meeting § Power of attorney not being on a stamp paper of requisite value§ Power of attorney not carrying the proper company seal, which is valid. Handbook of the author A template illustrating the activities to be performed for developing the Financial authority manual is included in chapter 16 (annex 38C) in the author's handbook and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior Design, and MEP services.
Developing Standard Operating Procedure (SOP) – Building Design Functions
Developing Standard Operating Procedure (SOP) – Building Design Functions-Design of Architectural, Interior designing, and Design of MEP.Purpose of the SOPThe purpose of the SOP document is to provide step-by-step instructions to users to carry out business processes /tasks correctly, uniformly, and efficiently.Availability of SOP helps accomplishment of the following.· Reduce training time of employees, business associates like vendors, channel partners end customers.· Reduce errors in performing business activities.· Enhance productivity by eliminating role conflicts and providing clarifying responsibilities and time -frames· Maintain consistency/uniformity across the organization.· Establish a transparent chain of command· Meet statutory requirements, if anyWhat makes SOP comprehensiveTo make the SOP document comprehensive, it must include the following aspects.· Scope of designer's work/roles in great detail· Stage wise Deliverables /methodology for each design package (Architecture, Interior, and MEP)· Outline of Resources required like computers, desktops, design equipment, and software· Inclusion of responsibilities and timelines for activities· Build in Quality assurances (like segregation of duties) in activities mentioned in SOP vis a vis each type of package· Risk management framework vis a vis design activities Developing comprehensive SOP-12 business activities to be performedThe author proposes a cross-functional team comprising the following functions to develop a comprehensive SOP manual.· Building designers from respective streams like Architectural, Interior design, and MEP· The construction project team,· Finance & accounts· IT/Systems team· Need-based members from other functions like materials, Contracts, sales, etcA template lists 12 Activities that are required to develop SOP. Considering brevity and to avoid duplication, these are captured in annex 37B on the author's website. Proposed 4 (four)sections in SOPFor a typical Design function, the author proposes four sections in the SOP manual, as highlighted below, to make SOP Comprehensive.· Section 1- Processes, business activity narrations, and activity flow diagrams· Section 2-Associated Documents, manuals, configuration tables, and master data tables· Section 3-Authorisation manual or its cross-reference in case of separate manuals for each function· Section 4- Activities for managing emergencies/disaster-like situations Below are the numbers compiled from 18 chapters on the handbook -volume 1 of the author for design functions and can vary significantly based on the size of projects, number of projects, and size of the organization.Section 1 of the SOP manual -Contents (91 Processes and 818 business activities)· 16 core processes with 225 design activities· Five types of statutory processes with 56 design activities and 82 statutory Acts· One process with seven activities for each of the three design functions (sub-total 21)for developing configuration tables· One process with five activities for each of the three design functions sub-total 15) for developing Master data tables· One process with 11 activities for each of 3 design functions (sub-total 33 )for configuring designer traceability · One process with 13 activities for each of 3 design functions (sub-total 39)for configuring audit trail· Two processes applicable to 3 functions with 9 activities for each of the three design functions (sub-total 27)for designing coding schemes· Nine processes with 41 activities for each of 3 design functions (sub-total 123)for carrying out a risk assessment· Four processes with 20 activities for each of 3 design functions (sub-total 60)for assigning access rights · One common process for all functions with 12 activities for each of 3 design functions (sub-total 36)for developing a document storage system for Hard documents· One common process for all functions with 12 activities for each of 3 design functions sub-total 36)for developing a document storage system for soft documents· One process with 9 activities for each of the three design functions sub-total 27)for developing budgets· One process with 8 activities for each of the three design functions sub-total 24)developing the MIS/Performance dashboard. · One process with 12 activities for each of 3 design functions sub-total36)for developing SOP· One process with 9 activities for each of the three design functions sub-total 27)for developing financial authority norms· One process with 11 activities sub-total 33)for each of 3 design functions for developing KPI However, the number of 91 processes & 818 business activities in the SOP document can be amended as per the actual applicability in the organisation. Section 2 of SOP -Contents (Documents, data tables, fields, manuals)· Thirty-eight types of core documents for three design functions.· Thirty-one types of statutory documents for three design functions.· Three identified configuration tables, along with details of relevant fields and field choices· 6 identified master data tables along with details of relevant fields· 428 fields for the 13 construction functions (including 109 exclusive fields for 3 design functions)· 98 common fields are common for all functions, 107 for Finance & accounts part and 43 fields for HR & administrative functions.· Eight manuals comprising 5 Functional +1 statutory +2 similar types for each of 3 design functions However, the number of documents, data tables, fields, and Manuals in the SOP document can be amended as per the actual applicability to the organisation. Section 3 of SOP -Contents (1825 authorisation profiles for assigning to roles) This section includes copies (hard or soft) of the authorization matrix/manual capturing profiles for the following.· 1125 authorization profiles for accessing 225 identified core activities in 3 design functions @5 profile/activity· 325 authorization profiles for accessing 65 identified statutory activities in 3 design functions @5 profile/activity· 95 authorization profiles for accessing 19 field choices identified @5 profile/field choice in the configuration table· 280 authorization profiles for accessing 56 fields identified @5 profile/field in the master data table Total no of profiles identified above =1825.However, the number of authorisation profiles in the SOP document can be amended per the actual applicability in the organisation. Section 4 of SOP -Contents-Guidelines for managing emergencies/Disaster like situations -· This section must contain Policy inputs/directives for all HOD covering aspects such as emergency actions, emergency processes, and emergency documents relevant to this design function for managing emergency-like situations, like Natural disasters, IT/System outages, strikes, riots, terrorism, sudden regulatory changes, sudden non-availability of critical resources, etc· countermeasures to trigger emergency actions for ensuring business activities in design functions and other interfacing functions Access to 4 sections of the SOP documents must be restricted and given judiciously with clear-cut rights for creating, editing, viewing, deleting, and approving.Handbook of the author More details can be found in chapter 15 (in the author's handbook) titled" ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.
Designing and implementing document management system (DMS) –Physical /Hard documents -Building Design functions.
In the real estate & hospitality Industry, critical documents like original land deeds, licenses & Statutory approvals, customer agreements, and contracts with vendors/contractors must be kept securely and safely.Within the Designing of Architect, Interior designing, and MEP Services functions, many documents like designs and drawings, specifications, etc., 69 types of documents, and 18 types of manuals have been identified.This blog covers the following aspects:· Function-wise listing of 69 (sixty-nine) types of documents & 18 (eighteen) types of manuals associated with building design functions· List of 12 (twelve) activities for ensuring a robust document management system· Selection criteria for an outside storage facility· Risks associated with hard documents All such documents must be stored systematically & securely and retrievable easily for access by building designers, management, other authorised users, and auditors.The hard documents are usually stored in-house but can also be stored with an outsourced agency outside the company premises.The types of documents (function-wise) identified for 3 Project design and engineering functions are summarised below.· Core documents=38types and expandable to 300 types· Statutory documents=31 types and expandable to 300 types· Unique Functional manuals=15 types and expandable to 30 types· Statutory manuals =1 type and expandable to 2 types· Similar type manuals=2 types and expandable to 5 types· Drawings and Designs =As relevant and requiredThe list /names of such documents are included in chapter 17 of my handbook, mentioned below.The actual number of drawings/design documents within each core and statutory document may run into several hundred /thousand/lacs per financial year as per the number range planned. Function-wise examples (2 types each) of a few cores and statutory documents (hard or soft) that need to be stored, accessed, and retrieved are below. Design of ArchitectureCore documents1. Submission drawings for statutory approvals2. Tender documents etcAnd so onStatutory documents1. Copies of Applications and fee payment challans" applicable to this function for each type of Licenses, Sanctions, Approvals, renewals w. r. t. Central Government statutory documents such as2. National building codeAnd so onInterior DesigningCore documents1. The design and drawings w.r.t Finishing, Furnishing and fixtures, Equipment for Interior design, Artwork, etc.2. Specifications for BOQAnd so onStatutory documents1 "Checklists for compliances" w. r. t. each statutory act /State regulation applicable to this function2. Copies of all statutory records applicable to this functionDesign of MEPCore documents1. The design and drawings w.r.t Electrical package2. Specifications for BOQ -Electrical design packageAnd so onStatutory documents1. Specific acts related to documents, e.g., The Air (Prevention and Control of Pollution) Act, 1987.2. Specific acts related to documents, e.g., The Water (Prevention and Control of Pollution) Act,1987.And so on Activities for developing DMSThe following 12 activities have been identified. These activities are identical in each of the three design functions in the construction industry.1. Identify documents and manual types –(hard documents) that need to be stored physically2. Identify the form of documents and manual types that need to be stored, such as summarized below: Core Documents/functional manuals in 3 functions· Hard paper form -usually in A8, A4, A2 or equivalent sizes, etc. e.g.A few examples are as below.Architect drawings or engineering layouts· Hard plastic film form -usually in A1 size or bigger and used for Engineering or Architectural drawings or engineering layouts.And so on.3 Classify each hard document into three categories as (A)Statutory type, (B) Confidential, (C)Operational4. Perform the following activitiesSelecting storage locations for hard documents· a) In-house Central location or· b) In-house storage within the respective function· c) External outsourced location5. Evolve Document retention policy with inputs from HOD of design functions, legal, and CFO independent of storage location6. Sanction by management of the following for Hard documents planned to be stored at the Central Repository in the organization for all functions· Physical storage place and infrastructure for storing documents with the required capacity· Resource for indexing, receiving, accessing, viewing, retrieving, and issuing documents, providing physical storage place and infrastructure for storing documents with the required capacity7. Identify storage location for hard documents planned to be stored within own function) and providing guidelines to designers for storage, retrieval 8. Develop a system for documents deposit, safe storage, and retrieval system based on inputs from 3 functional HOD vis-à-vis hard documents9. Evaluate facilities and processes of external outsourced /outside storage locations and then negotiate prices. A few of the evaluation parameters are as below.· Building's construction features (like RCC building, lighting, handling facilities)· Fire protection arrangements· Water logging prevention· Termites and insects protection· Accessibility of storage but at not prominent locations· Building distance from construction project sites and offices· Security arrangements· Reputation for ensuring safety and confidentiality· Layout efficiency· Handling and logistics arrangements for physical/hard copies of a document or manual for safe storage, pick up, and delivery.· Confidentiality of client's name on boxes/files for documents or manual at storage premises· Storage capacity· Features of software for indexing, storage, and retrieval of documents· Throughput times for pickup and delivery, photocopying, etc10. Develop an SOP covering the below activities vis-à-vis hard documents to be stored in the outsourced facility:· Pickup timelines of documents to be stored from time to time (for different service levels-normal, urgent/immediate, etc.) from the designer's location and transport to the service provider's outside storage warehouse and storage· Retrieval and transporting of documents- delivery timelines of the document (for different service levels-normal, urgent/immediate, etc.) from the outside storage location of the service provider to the designer's location· Retrieval of documents for weeding out as per retention policy· Access rights for conducting Periodic audits of the designer's documents at the service provider's storage location· Obtaining photocopies of prescribed documents lying in the outside storage location· Authorisation rights for requisitioning pick up or retrieval or and return and storage or and weeding out of hard documents11. Evolve rights for requisitioning pick up or and retrieval or and return:12. Avail Day-to-day document pickup and retrieval services, as per SOP, from the service provider vis-à-vis hard documents to be stored outside the function.Risks associated with hard documents· Liberal access rights for retrieval of documents leading to compromise in confidentiality and unauthorised changes of contents of documents· Inadequate protection of documents for damage caused by water, termites, rodents, fire, etc.· Limited shelf life of hard documents· Inappropriate housekeeping makes timely retrieval extremely difficultTherefore, soft copies of all such documents are preferred over hard documents, which are also covered in detail in the book.In the case of an outside storage option, a cross-functional team comprising of projects, building design, and IT team must evaluate reputed vendors to ensure safety, efficiency, and authorised retrieval.Handbook of the author A template illustrating the list of activities to be performed for developing DMS-Hard documents is included in chapter 12 of the author's handbook and titled" ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.
Configuring User’s (Designer’s) traceability - Functions-Design of Architectural, Interior design, and Design of MEP
¯ Purpose of developing a user (Designer’s)traceability software Different types of key business activities are to be performed by building designers, such as below. · Core designing activities for various packages =225· Statutory activities w. r. t. package designs=56· Developing configuration tables=21· Developing master data tables=15· Performing risk assessments vis a vis above=123· Assigning access rights vis a vis above=60Sub-total=500 These are listed in my handbook. Of course, many more supporting activities are related to Budgeting, MIS, KPI SOP development, coding, and so on. If any of the business activities (out of 818 identified in chapters 1-17 in my handbook)go wrong, it is essential to trace the designer who performed such activities so that countermeasures, followed by training and development actions, can be initiated.Configuring user traceability in audit software refers to tracking users' activities in the systems to maintain accountability, track changes, and support auditing and compliance requirements. In the context of building design function, it is essential to trace the following,Therefore it is essential to trace the following, specifically for any of the 500 key business activities which have gone wrong.· Who initiated the activity and when?· Who edited the activity and when?· Who approved the activity, and when?· Who deleted the activity, and when?· Who viewed the activity and when? Manually tracing these may be very difficult, cumbersome, and time-consuming. Therefore, it is desirable to develop a traceability software solution in-house or buy it, usually as a part of an ERP solution. Eleven (11) activities to develop a traceability software The following 11 activities are proposed for developing traceability software.1. Compile the list and codes It means compiling data sources that includes log files, databases and systems vis-a-vis the following processes and activities designers perform and forwarding these to the IT team/agency responsible for developing user traceability software.· Core design processes, activities, documents, fields, manuals· Statutory processes activities, documents, fields, manuals· Process for developing Configuration tables, activities for developing, and table names· Process for developing Master data tables, activities for developing and tableNames· Risk assessment processes for organization level, Core process and activity level, Statutory process and activity level, Configuration tables, and Field’s choice level, Master data table levels, and fields,· Design Documents, specifications, and drawings· Processes and activities for assigning access rights to core processes and their activities, statutory processes and their activities, configuration tables and their fields, master data tables and their fields· Authorisation Profiles for core processes, statutory processes, configuration tables, and master data tables· Other supporting processes and their codes 2. Identify the list of designers/usersIn consultation with the HR team, a compilation of the list of architects, interior designers, MEP engineers, and other supporting team members in each design function engaged along with their function, team, level and position and forwarding list to the IT team/agency responsible for developing user traceability software.3. Compile user/designer-wise a list of various software licenses that are available in each function and forwarding to the IT team/agency to capture user access and traceabilityA few examples of software used are as under:i) Function-specific software, such as below, but not limited to the following:· Design Development software.§ ETAB§ STADD§ Auto cad§ Revit Architect (BIM),§ 3D Studio max§ Photoshop§ Idea spectrum, real-time landscape pro, NCH software dream plan, smart draw, pro modeling suit max§ Autodesk 3D’s§ Revit MEP, AutoCAD Electrical, Auto Cad HVAC, Ansys§ Quick allot,And so on · Project management-related software such as:§ Primavera§ MS Project§ CompassAnd so on§ Business application software or ERP software such as below:§ SAP§ Oracle§ Microsoft DynamicsAnd so on.§ MS Office or equivalent software§ RDBM software such as:§ Oracle RDBMS§ Microsoft SQL Server§ My SQL§ Microsoft Access etcAnd so on§ Utility software such as:§ Antivirus§ Back-up software§ Clipboard§ Compression utility And so on§ E-mail-related software such as:§ Microsoft Outlook§ Mozilla§ Apple Mail§ GmailAnd so on§ Access control software§ Operating systems such as:§ Microsoft Windows§ Apple ios§ Googles Android§ Apple mac§ Linux operating system etcAlso, identifying the list of workstations, computers, terminals and printers, mobile phones, or any other device used4. Develop software solutions in-house or negotiate and procure IT/ERP solutions having inbuilt “user traceability software” and activating operating system, as per requirements consolidated for each of the respective design functionThe proposed “user traceability software” must include the following features:· User’s (Designer’s) name and code· Function’s /sub-function name and code· Identification number or serial number of computer and terminal and printer or any other device used by the Designer for accessing processes, activities, configuration tables, master data tables, and fields · ERP/Software Transaction code or Navigation accessed· Date and time· Group identity name and code (in case of multiple users) where software license used by various designers. · flexibility for expandability/enhancement· collecting the data so collected in a central location· Ability to build access controls for the traceability system,such as setting up of user’s accounts, roles and permissions 5. Install “user traceability software” in development, testing, and production server’s in each of the respective functions:6. Identify and transfer pilot data and testing in the “test server” while ensuring no conflicts in accessing profiles, Core and Statutory documents and fields, Functional, Statutory, and similar type manuals, and other processes.This would enable testing the traceability configuration to ensure it’s working as per requirements7. Obtain training (along with the internal audit team) from IT team /ERP specialists for tracking the designer’s traceability8. Transfer validated legacy data to the live Production Server and integrated live data of each of the respective functions with user traceability software9. Utilise user traceability software to track user traceability as and when needed. This would also provide an opportunity to monitor the performance of the user traceability system10. Enhance features of user traceability software and improve its scalability as and when the number of designers and IT equipment or/and software 11. Intimate to the IT/ERP team for updating user traceability software as and when any changes occur in each of the respective functions vis-à-vis following,· Designer’s transfers or promotions or recruitment or leaving the organization · Responsibility changes and associated changes in accessing licensed Software· Profile changes· IT equipment’s physical movement’s intra-function or inter-function or inter-business and new acquisition or disposal Implementing the above 11 activities would enable building of a robust traceability software solution. Handbook of the author A template illustrating the list of activities to be performed for configuring user traceability is included in chapter 7 (annex 31B) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “
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Configuring audit trails -Design of Architectural, Interior designing, and Design MEP functions
The auditors usually examine the documents, computer files, and other records during an audit to determine the history of transactions and how these have been performed/handled by the company.Activities:An audit trail can be effectively implemented if prior coding schemes have been implemented for digitalization purposes.Configuring an effective audit trail system This should be preferably designed by a Cross-functional team and enable the accomplishment of the following objectives: · The type of transactions, actions, and data that need to be audited is well defined, whether for native built-in ERP solutions or bought-out software,· The audit tools /software of the 3rd party is appropriate and meets requirements to track, log, and report on the audit trails and can be easily integrated with the company’s ERP system.· Audit trails must be protected and secured with appropriate access controls and data protection policies aligned to security protocol· The selected audit trail solution must enable integrity, accuracy and security of design and drawings, and other data. An approach for developing coding schemes is given in chapter 9 of my handbook, and this article would focus only on configuring audit trails, The following 13 activities must be performed to configure the audit trail for the three design functions.1. Consolidate and provide users and IT equipment-related inputs to IT/ERP teams· List of Designers (also called users here)and designer’s employee codes,· User’s level· User’s position· List of vendors, customers, and other business associates who access the functional software· User’s location, including remote location· IT equipment /computer /workstation unique serial number assigned to users and their respective locations,· Types /structure of audit reports required.· List and types of documents for design /drawings (annex 22A & 23A in the handbook2. Refer to authorization profiles vis a vis following:· Core design processes and activities (Refer to 1125 profiles given in annex 30A)· Statutory processes and activities (Refer to 325 profiles shown in annex 30A)· Configuration tables and fields (Refer to 95 profiles shown in annex 30A)· Master data tables and fields (Refer to 280 profiles shown in annex 30A)· supporting processes & associated activities such as Carrying out the risk assessment, assigning access rights, and all other supporting processes for design functions.The list of profiles, of course, can be expanded as required.3. In consultation with the Cross-functional team, the Internal Audit team, Finance, and Accounts teams propose features of “Audit Trail Software,” such as below, that need to be incorporated into the audit trail software.· The username (Designer’s name) who accessed the system along with level, position, and design function· The date and time when the system was accessed.· The duration (hours, minutes, seconds) of each such access.· The computer, terminal, machine, device name, and unique number are used for access.· Particulars of the workflows/ core design processes, statutory processes configuration tables, master data tables, data tables, and documents that were accessed along with “fields” accessed. · changes, if any, that were made to the above-listed aspects· The planned duration of keeping audit trailed data (days/months/years) per the company's IT policy.· Triggering communications to Architects or interior designers, or MEP designers as applicable owners for initiating countermeasures 4. Configure the operating system (OS) of the ERP system by the IT team to include audit trail features.5. Alternately negotiate and procure “Audit Trail Software,” as per required features meeting the needs of all functions6. IT team to install “Audit Trail Software,” procured in the development server7. Test “Audit Trail Software,” pilot data of each respective function in the test server8. Obtain training from the IT team/ERP specialists for performing audit trails.9. Transfer “Audit Trail Software” to the live Production Server for generating audit trails.10. Perform audit and submit audit trail-related findings/reports to the Designer’s HOD. The audit trail software must be configured to enable an audit trail of any of the following transactions performed (including changes made) during a specified period by any designer vis a vis the following numbers identified in the handbook and expandable as required. :§ Any of 225 Core design activities listed in chapters 1,2,3 of the handbook and annex 21A(2), 21A(3), 21A(4), at my website)§ Any of 56 statutory activities are applicable vis-a-vis 325 authorization profiles (chapter 4 of the handbook and annex 21B).§ Any field choices in 3 configuration tables vis a vis (chapter 5 of the handbook and list of t configuration tables in annex 24E).§ Any fields in 6 master data tables (chapter 6 of the handbook and list of master data tables in annex 24E).§ Any fields in 38 types of core documents in annex 22A (such as design brief documents, submission drawings, good for construction drawings, and tender documents( listed in chapter 17 of the handbook)§ Any fields in 31 types of statutory documents in annex 23A (such as statutory records/returns, statutory applications, licenses, approvals, etc.)It is pertinent to mention that design activities may be performed using any design software, such as the one below. Still, interfacing between the design software and the IT/ERP package would be needed to track design activities.· ETAB, STADD, Auto cad, Revit Architect (BIM),3D Studio Max, Photoshop, Idea spectrum, real-time landscape pro, NCH software dream plan, smart draw, pro modeling suit max, Autodesk 3D’s, Revit MEP, AutoCAD Electrical, Auto Cad HVAC, Ansys, Quick allot, or and project management software or an ERP solution for Design functions 11. Analyse audit trail reports and provide comments to the Internal audit team.This includes analysing the following etc., to identify suspicious or unethical activities.· Who inside the design function or outside the functions accessed the design software or its ERP solution and performed design activities?· Or Who made design changes (including circular changes to designs and drawings)?· How much was the time of access or duration, \· When were the design systems accessed?12. Initiate countermeasures to detect and prevent unauthorized or/and unethical transactions and enable benefits such as the below.· Quality of design and drawings· Customer’s design requirements· Meet statutory compliances· Project cost savings· Preventing funds leakages· Design Process efficiency enhancement· Accuracy in financial reporting13. Reviewing and recommending enhancement of “Audit Trail Software” features to improve design efficiency and quality and enable online auditing vis-a-vis each function. Handbook of the author A template illustrating the list of activities to be performed for configuring audit trails is included in chapter 8) in the author's handbook and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “
Developing performance dashboard or MIS for Design functions in Real Estate Industry
The objective of developing and implementing MIS or performance Dashboard in the Construction Industry is to enable a review of the actual performance of each function (on a pre-defined set of parameters ) vis-à-vis budget or targets and to initiate countermeasures for accomplishing the organization’s overall performance.Therefore, Dashboard or MIS must be prepared accurately, timely, and accessible to pre-identified team members responsible for functional performance and also senior management in the organisation.Preparing a Dashboard or MIS requires at least eight activities to develop & implement a robust Dashboard or MIS.Professionals can undoubtedly add more steps/activities per their needs/nature of business.The focus of this blog is primarily to provide inputs for developing and identifying some of the key parameters for dashboard/MIS of three Design functions, i.e., Design of Architecture, Interior, and Design of MEP.Dashboard /MIS should preferably be developed separately vis a vis each Project, such as:· Residential· Commercial· Hospitality· Other significant categories relevant to the organisationEight ActivitiesEight identified activities are listed below, and seven are usually common for all functions. Only one activity at Sr no 2 is unique for each function like Design, Construction, Quality control, Contracts, Purchase, sales and marketing, and so on for all functions identified in the book. .1. CFT (formed by CEO/MD) to deliberate and decide the following:· Designing structure/contents of MIS or Dashboard at Organisation level/Business unit level· Designing structure/contents of MIS or Dashboard at the Functional level· Provision for incorporating Budgeted or targeted KPI (key performance indicator) values· The frequency (like monthly or weekly) for which MIS or Dashboard must be prepared and released.· Timelines by which MIS or Dashboard must be released· Functional coordinator names for making and releasing MIS or Dashboard.· Recipients or persons who are to be given access to MIS or Dashboard· Periodicity for reviewing MIS or Dashboard2. HOD (Head of the department) of each of the functions to Identify the KPI for each functionThe choice of KPI within each function is determined by activities performed vis-à-vis core or & statutory or & other supporting processes that can impact business significantly. 3. HOD, in consultation with CFO/HR team, to configure Targets /KPI in the proposed Dashboard/MIS -for the desired period like Monthly and Year to dateThis can be done in customized software /ERP or hard copy based on the size of the construction organization.The listing of parameters must be aligned with the budget. 4. Functional coordinator in each design function to compute or measure actual values of KPI.This can be accomplished through the following steps.· Accessing key processes/activities, Documents, Configuration tables, Master data tables, and Data tables by functional teams· Analysing and consolidating the actual measurements · Including or populating the key findings in respective Dashboard or MIS· Reviewing MIS before circulating or providing access to Dashboard parameters to intended recipients· Using design package-related software and ERP to generate actual valuesSome of the KPI/Performance indices/parameters are as belowi)Sales Revenue related actuals:Saleable area in square feet in each construction project segment for new design developed.ii)Project costs related actuals:· The design package was BOQ costs in Architect, Interior, and MEP functions· Project costs in Rs (local currency) and foreign currency w. r. t. each type of saleable area in construction projects· Project costs in Rs /Square feet (local currency) and foreign currencyfor each type of saleable area in projects iii)Functional performance-timelines related indices -Actuals -New Construction projects· Actual timelines for accomplishing key activities vs. plan· Actual Performance timelines for developing new designs and commercial-design roll-out· Obtaining statutory approvals· And so on iv) Functional performance- timelines related indices -actuals -Ongoing Construction projects· Actual timelines for accomplishing key activitieso Actual timelines for accomplishing key activities vs. plano Actual Performance timelines for developing new designs and commercial-design roll-outo Obtaining statutory approvalso And so on v) Costs to be computed by Corporate finance and accounts for following· Actual Statutory fees for licenses· Other Charges paid to local government bodies· Fixed costs incurred, like permanent team member costs of function for which MIS/Dashboard is being prepared· Actual Overheads etc Architects, Interior, and MEP designers can add more parameters based on significance and importance to the organisation.5. Review of populated functional MIS or Dashboard by CEO.Review of actual values ( in the above activity vis targets) must be done during monthly/periodic meetings with the Design function’s HOD of design function and key coordinators6. Evolve and Share countermeasures by HOD of respective Design functions’. Action plans need to be shared with the CEO/MD on how to make up for the shortfalls in actual values vis-à-vis budget/targeted KPI values7. Make minutes of the review meeting and circulate them for action by persons identified in the minutes of meetings8. Periodic review by HOD of each design function with team members Activities that can adversely impact business.Incorrect capturing of actual values vis-à-vis various KPI or Dashboard parameters such as below by teams of Design functions, particularly those where accomplishment was low.· Outsourcing plan and timelines for hiring and engaging consultants for designs packages such as structure, building architecture, façade, Hardscape-external development works, landscape, Interior design, or MEP· Stage wise -actual timelines for completion of design activities vis-à-vis each package such as below but not limited to:§ Design of Architecture: Structure, Buildings, Façade, Hardscape§ Interior Designing: Furniture, fixtures, and equipment (FFE), Finishing works, Artwork§ Design of MEP function: Designing of Electrical - external and Internal works, Deigning of Airconditioning -Works, plumbing, firefighting, lifts, sewerage treatment plants, and so on for various packages · Statutory approval status vis-à-vis each of the above packages, if applicable· Readiness status of the Mock-up unit/sample room as also the Project’s 3D Model development on a specified scale· Status of approving design-related BOQ material samples before procuring and installing bulk quantities vis a vis each work in Design of Architecture, Interior Designing, Design of MEP services· Status of hiring /taking on board various design works-related contractors for initiating construction · Actual consultancy fees and reimbursements like travel/conveyance etc., vis-à-vis each package· Actual BOQ cost estimates @ Rs/square feet of FAR or saleable area vis-à-vis each package such as below but not limited to:§ Design of Architecture: Cement, RMC, Reinforcements-, Bricks-, Modular Kitchen-, Kitchen Appliances-, Internal Doors, External Doors, Door Hardware§ Interior designing- FFE, Finishing works, Artwork§ Design of MEP-Cables, Conduits, Pipes, Transformers, Air Circuit Breakers, Vacuum Circuit Breakers, Outdoor Units, Indoor Units, etc.· Actual manpower in numbers level-wise (higher, middle, lower) vis-à-vis each function· Actual cost estimates for each of the three design functions:§ New capital equipment like computers, workstations, test rigs, etc§ New software§ New skill acquisition or training§ Direct expenses incurred§ Overheads· Incorrect capturing of budgeted or targeted values in the KPI or Dashboard parameters to project a favorable comparison of target vs. actual values Handbook of the author A template illustrating the list of activities to be performed for developing MIS/Dashboard is included in chapter 14 in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.
Developing Budgets in construction Industry
Budgeting in the Construction Industry enables the creation of financial and non-financial plans for various functions for a specified future period and is usually compiled and reviewed periodically.This requires performing at least nine activities that must be completed to initiate and implement a robust construction industry budgeting process.Eight activities out of nine identified below are identical in each of the functions except unique activity at Sr no 4, which is unique for each function like Design, Construction, Quality control, Contracts, Purchase, sales and marketing, and so on for 13 functions identified in the book. Professionals can undoubtedly add more activities per their needs/nature of business.The focus of this blog is three Design functions, i.e., Design of Architecture, Interior, and Design of MEP.Budgeting is to be done separately vis a vis each Project, such as:· Residential· Commercial· Hospitality· Other significant categories relevant to the organisationNine Activities1. CEO to constitute CFT (cross-functional team) deliberating and deciding the following· The format & contents of the Budget at the “Design function” level· The frequency (like annual) at which Design Function’s Budget must be prepared and reviewed, and released to identified designers· Timelines by which the Design team’s Budget must be released· Design team’s coordinators for making and releasing the Functional Budget· Recipients of the Design team’s Budget· Periodicity for reviewing the Functional of the Budget2. Capture key assumptions, w. r. t. following before identifying budget parameters· Competition· Economy· Political· Social· Government policies (Including GST, Taxes, and Statutory regulations)· Customer demands3. Capture corporate-level key budget parameters /Targets such as below vis-à-vis Company Vision for at current year under review and the next five years, year by year.Sales Revenue related Targets:a) Saleable area in square feet in each construction project segmentb) Amount in local and foreign currency w. r. t. each type of saleable area in construction projectsProject costs related Targets:a) Project costs in Rs (local currency) and foreign currency w. r. t. each type of saleable area in construction projectsb) Project costs in Rs /Square feet (local currency) and foreign currency w. r. t. each type of saleable area in construction projectsProfitability in local currency and foreign currency terms related to Targetsa) Existing construction projects /segments w. r. t. each type of saleable area in construction projects b) New construction projects /segments w. r. t. each type of saleable area in construction projects4. Make Budgets for Each Function Design of Architecture, Interior, and MEP) · New Construction projectsa. Plan and timelines for accomplishing key activitiesb. Performance targets for developing new designs and commercial-design roll-out plans. (vis a vis different stages of design)c. Estimated consultancy fees and expense estimatesd. Project costse. Implications of Union Budget of Central Government and State legislations B) Existing - Ongoing Construction projects -each Design function· Changes in earlier budgeted timelines for accomplishing key activities· Changes in earlier budgets of performance targets· transitions in earlier estimated consultancy fees and expense estimates· changes in earlier Project costs· Implications of Union Budget of Central Government and State legislations C) Costs to be included in the budget of Corporate finance and accounts · Statutory fees for licenses· Charges payable to local government bodies· Fixed costs like permanent employee costs· Overheads etc 5. Budget for the following (These are common to each of 3 Design functions) vis-à-vis both New and existing projects.· HR organization structure/manpower numbers and value — subfunction wise· Skill acquisition and up-gradation — subfunction wise· Technology investments (Rupees /Local currency and Foreign currency) to be made/assets to be acquired -names, quantity, values, and timelines· Expenses - local currency and foreign currency· Reimbursements in local currency and foreign currency towards identified cost elements 6. Review functional budgets in the Budget review meeting along with the HOD of Each Function.· Assumptions,· Resources required from top management to accomplish budget§ Financial§ Organization structure,§ Manpower-Numbers at different levels § Equipment/machines,§ IT Hardware and software§ New skills to be acquired§ Technology up-gradation, etc.· Strategies for accomplishing functional performance targets to corporate budgets along with responsibility and timelines 7. Post review, suggest amendments to be carried out in functional budgets and timelines by the HOD of Each Function.8. Submit the revised budget to the corporate Budget team9. Approval of functional budgets along with Corporate budget Coordinator and HOD of Each Function· Agreeing on amendments through catch ball process/suggestions and counter suggestions and acceptance process· Carrying out incremental changes in functional budget /corporate budget parameters· Final circulation of corporate-level budgets and functional budgets in a controlled manner for implementation Activities that can adversely affect Organisations 1. Deliberately keeping loose targets, such as projecting timelines/schedules for completion of plans and design briefs for each package, such as below but not limited to:· Design of Architecture: § Structure,§ Buildings,§ Façade,§ Hardscape§ Softscape, and so on· Interior Designing:§ Furniture,§ fixtures, and equipment (FFE),§ Finishing works,§ Artwork and so on· Design of MEP:§ Electrical - external and Internal works,§ Airconditioning -Works§ Basement Ventilation§ Plumbing§ Firefighting§ Lifts and elevators§ and so on 2 Teams of three design functions, deliberately incorporating incorrect assumptions of BOQ rate (of high-value items)vis-à-vis construction such as below but not limited to (whether owner supplied or in contractor scope):§ Design of Architecture:· Cement -Rate/bag, RMC rate /cubic feet,· Reinforcements-Rate/PMT, Bricks-Rate/unit,· Modular Kitchen-Rate/kitchen, Kitchen Appliances-Rate/kitchen,· Internal Doors-Rate/door, External Doors-Rate/door, Door Hardware-Rate/set· And so on§ Interior design –· FFE, Finishing works, Artwork§ Creation of MEP works-· Cables, Conduits, Pipes,· Transformers, Air Circuit Breaker,· vacuum Circuit Breaker, Outdoor units, Indoor units· and so on etc.· And so on 3. Incorporate and share false assumptions by the Budget coordinator of “three functions vis-à-vis aspects like :· Competition projects,· Economy,· Political,· Social,· Government policies/Statutory regulations,· Customer demands,· implications of the Union Budget of Central Government and State legislation 4. Deliberately Incorrect Estimation of % wastage allowed as usual on critical BOQ materials.5. Deliberately Incorrect Estimation of SITC (supply, installation, testing & commissioning) costs payable to outsourced contractors in Rs lumpsum and as aggregated Rs/square feet of saleable areas or super area as per policy guidelines for constructing the following areas:§ Design of Architecture: Structure, Superstructure, External works, Façade system, Landscape works (Hardscape), Landscape works (Softscape), Renovation/repair to existing architecture:§ Interior Designing: FFE works, Finishing assignments, Artworks§ Design of MEP: Electrical - external and Internal works, Airconditioning -Works, plumbing works, Firefighting works, and so on6. Deliberately Incorrect Estimation of Design fees and associated expenses for travel, conveyance, and out-of-pocket expenses in a lump sum and as aggregated Rs/square feet of saleable areas or super area as per policy guidelines for various packages such as below§ Design of Architecture:§ Structural consultant§ Architect consultant, proof-checking consultant, Code consultant,§ landscape consultant,§ Golf consultant, and so on § Interior Designing:§ Interior designers,§ FFE consultants,§ Arts consultant § Design of MEP:§ Electrical designer,§ Lighting designer,§ HVAC consultant,§ Fuel supply system consultant§ Firefighting consultant§ And so on7. Deliberate Incorrect Estimation of Contingency costs by three design functions8. Deliberate Incorrect Estimation of % Escalation on outsourced contractor’s scope of work costs and estimated design fees as captured above 9. Deliberate Incorrect Estimation of Taxes payable. 10. Manipulate or provide incorrect information to CEO/MD, such as below, vis-à-vis last year/past period actual accomplishment.§ Developed design plans and drawing releases timelines w.r.t ongoing projects.§ Project design specifications§ Consultancy fees§ Expense estimates§ Team size/organization structure§ Project costs and BOQ costs vis-à-vis each Architect package§ Hardware and software acquired11. Do Overprovision of the following aspects (common to all Design functions) vis-à-vis both New and existing projects.§ HR organization structure/manpower numbers and value -subfunction wise§ Skill acquisition and up-gradation, subfunction wise§ Technology investments (Rupees and Foreign currency) to be made/Assets to be acquired -names, quantity, value, and timelines§ Expenses: local currency and foreign currency other than direct SITC costs /direct package consultancy fees§ Reimbursements in local currency and foreign currency towards identified cost elements Handbook of the author A template illustrating the list of activities to be performed for developing budgets is included in chapter 13 (annex 35B) in the author's handbook and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.
Assigning access rights to “Field choices in Configuration tables” for the Building designers in ERP environments
Configuration tables are data tables that store information representing multiple choices that exist in business and are required to be chosen frequently by building designers and project teams.To ensure the development of robust designs and avoid conflict of “Roles,” access to “Field choices ” in the “Configuration tables” need to be assigned carefully (based on the competence level of designers) in the Design of Architectural, Interior designing, and Design of MEP functions.Many functions can use configuration tables depending on the access assigned. Therefore, a separate chapter 5 is dedicated to developing Configuration tables in my handbook and hence not being duplicated. For developing “Roles,” a basic initial understanding of the following aspects is necessary.· i)Field choices in Configuration tables in ERP environments.· ii) Assessing risks in accessing Field choices in Configuration tables· iii) Segregation of duties (Abbreviated as S-O-D)· iv)Development of Authorisation Profiles or called profiles in this Handbook· v) Attaching Profiles to RolesThe summary of each of the above points is as below.i)Field choices in configuration tables in ERP environmentsA few examples of field choices required frequently by building designers and project teams are below.· Types of packages (e.g., civil, interior design, MEP, and further drill down within each of these packages)· Types of project organisation (Housing, Commercial, hospitality, etc.)· Types of vendors (e.g., consultants/contractors/service providers/business associates)· Types of business documents (Design brief document, sanctioned drawing, Good for construction, As-built drawing, etc· Types of materials /BOQ items for various works (e.g., civil, electrical, plumbing, etc.)· Types of inspection frequency for BOQ/Constructed packages (e.g., none, % sampling,100%, etc.)· Types of Inspection attributes (dimensional, metallurgical, chemical, etc. vis a vis BOQ in various packages) Of course, designers and project teams can add many more field choices relevant to the number of packages designed vis-a-vis construction projects in their respective organisations.ii) Assessing risks in accessing Field choices in configuration tablesWhat access right ( Create or edit or delete or view or approve as stated in the previous paragraph ) is to be assigned is influenced by the risk assessment of accessing the individual field choices, i.e., High, Medium, or Low.The methodology for classifying risks to fields is given in chapter 10 of the handbook and annex 15D, wherein 19 field choices have been identified as having Medium, risks and hence not being duplicated here.The methodology can also be accessed at my website blog: https://www.ethicalprocesses.com/blog_detail/risk-assessments-at-fields-level-of-configuration-tables. So at the time of developing authorization profiles, the designer must have prior knowledge of risk level as captured in the illustrations given belowiii)Segregation of duties S-O-D:The aspects related to S-O-D have been covered in one of the earlier blogs on my website and hence are not being duplicated (please refer to https://www.ethicalprocesses.com/blog_detail/Avoiding-conflicting-roles-amongst-Architects-Interior-and-MEP-designersThe S-O-D concept has been used for developing this blog as implementing S-O-D can enable avoiding conflict of roles amongst designers at different levels.iv)Development of Authorisation profiles -1 illustration having 5 “Field choices” in the configuration tableThe author proposes developing five authorization profiles for accessing each “field choice “in configuration tables.There must be a distinct option to choose from any one or combination of the following five activities.· Create or initiate a specific individual /identified “Field choice” for which access is to be given vis a vis Design of Architectural, Interior designing, and Design MEP function.· Edit or modify the “Field choice” within each Field · Delete the “Field choice” within each Field · View the “Field choice” within each Field · Approve the “Field choice” within each Field An illustration of the method of developing authorization profiles for 5 “field choices” in one configuration table in the Design of Architecture function is given below.This illustration contains all required information in a tabular form with a suggested profile code numbering scheme.The reader can change the proposed profile code numbering and information in each row at their discretion.Thus, the author proposes developing five authorization profiles for each field choice in the configuration table.Illustration for one configuration table Function: Design of ArchitectCode number of Configuration Table for SOD assignment =CT211Macro-level Risk for this table: Medium (previously assessed)Field name =Types of Civil package, Field Code=F501,Codes & names of Field choices in this Field F501 are as below: A01-Structure, A02-Civil works, A03-Façade-Risk, A04-External development (e.g., Roads, Gates, Drainage, etc.), A05-Softscape, and say ten moreRisk at these “field choice” levels=Medium (previously assessed)The coding schemes are given in the book of the authorProfile numbers Proposed for accessing “Field choice A01” in Field F501 in CT211: PT01001 to PT01005 (Compiled in Annexure 30C) DescriptionPT01001PT01002PT01003PT01004PT01005Key “Rights” vis a vis this Field Choice (RHS of this row)Column 1Create/InitiateColumn 2Edit/ModifyColumn 3Delete Column 4View* Column 5Approve Column 6Function assignedDesign of ArchitectDesign of ArchitectDesign of ArchitectDesign of ArchitectDesign of ArchitectTeam assignedNumber & nameT-1or T2 or T3 or T4 Architectfor relevant areaT-5ArchitectFor all areasT-6FunctionalRisk CoordinatorT-1*or T2* or T3* or T4* Architectfor relevant areaT-7function head Employee Level ProposedmiddleHighermiddlemiddleHigher Position who can perform Mgr.Sr Mgr.Sr. Mgr.Mgr.*GM Risk classifications for remaining field choices A02 -A05 are also assessed the same, i.e., Medium. Therefore, the SOD matrix (capturing Function, team, team member’s level & position) for these field choices are proposed to be identical to field choice A01 as above.The proposed profile numbers for the field choices identified in this table are below.· A01 -PT01001-PT01005· A02- PT01006-PT01010· A03- PT01011-PT01015· A04- PT01016-PT01020· A05- PT01021-PT01025 Thus 25 profiles have been generated as above using the SOD conceptT1, T2, T3….. represent team numbers within design function(e.g., structure, architecture, façade, etc.).The numbering schemes for configuration tables, Fields, field choices , Teams , Profiles, etc., are described in chapter 9 of my handbook and hence not being duplicated here. Based on business needs, the number of access profiles for accessing field choices in configuration tables can be determined/estimated per the following approach. · In the case of configuration tables, authorization profiles for accessing field choices need to be developed @5 profiles per field choice.· It means developing 95 authorization profiles (@5x19 fields identified). The author proposes developing 3000 profiles for design functions@, 1000 per Function (Design of Architect, Interior, and MEP Design) for field choices.· The profile numbering can say starting from PT01001 to PT04000 iv)Attaching Profiles to RolesOnce configured, “HOD can attach Authorisation Profiles” so developed to various “Roles” (with the help of the IT team) depending on the roles planned based on team member level, hierarchical position, and skill levels relevant to function.The concept of roles has been mentioned in one of the earlier blogs on my website as below, hence not being duplicated.https://www.ethicalprocesses.com/blog_detail/How-to-assign-Roles-to-Architects-interior-and-MEP-designers-systematically--An-Illustration- In some ERP-driven business environments, like SAP, profile-generating software is also available wherein standards authorization profiles can be developed and attached to designers for transacting in respective design development modules. Once authorization profiles have been developed, the attachment of these profiles to roles is proposed in three steps as below, precisely similar to the steps described in the earlier blog for accessing fields in master data tables. a) Attach profile to roles in the development serverb) Test roles in test servers by ERP teams and designers c)Upload roles to the production server, after testing approval To ensure that no incompatible or conflicting authorization profiles get attached, the roles need to be attached to the production server by following P-D-C-A (plan-do-check-act) approachThe number of profiles and hence the number of roles can run into several hundred or thousands depending upon the following:· Size and complexity of the organization· the variety of Construction projects residential, commercial, educational, SEZ, etc· The skill level of designers· The technology of construction, design software,· The design organization structure and empowerment culture· The risk appetite of the company. These roles can then be assigned to different positions, independent of the names of individuals. Handbook of the author A template illustrating assigning access rights to Field choices is included in chapter 11 (annex 28C) in the author's handbook and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.
Assigning access rights to “Fields in Master data tables” for the Building designers in ERP environments
To ensure the development of robust designs and avoid conflict of “Roles” access to “Fields” in the “Master data tables” need to be assigned carefully (based on the competence level of designers) in the Design of Architectural, Interior designing, and Design of MEP functions“Master data” is the core data that is used as a base for any transaction. In the current context of this article of designing, purchasing BOQ, and construction, whatever activity may be, it requires certain master data to be maintained.Master data tables contain “Fields” as per requirements as captured in the following paragraph.Depending on the comprehensiveness of the master data table, the number of master data tables, in any function, can be restricted to a reasonable number. Master data tables can be used by many functions, depending on the access assigned and a separate chapter 6 is dedicated to developing master data tables in my handbook and hence not being duplicated. For developing “Roles”, a basic initial understanding of the following aspects is necessary.· i)Fields in ERP environments (e.g., S.A.P)· ii) Assessing risks in accessing Fields in master data tables· iii) Segregation of duties (Abbreviated as S-O-D)· iv)Development of Authorisation Profiles or called profiles in this Handbook· v) Attaching of Profiles to RolesThe summary of each of the above points is as below.i)Fields in ERP environmentsFor simple understanding, the “Field” contains the data at the granularity level and can be used in forms, documents and tables and must have a number, and description, field length. Data type/data element /value can be assigned to the field as per the purpose of the field and governed by the design of types of tables designed in the ERP environmentsa list of Fields (in each of the master data tables) needs to be identified for which access rights are to be given. Examples of a few fields are as below· F504= List of Drawings & technical specifications for the scope of work, including for BOQ - Structure work packages· F505= Drawings & technical specifications - Civil Building works package· F506= Drawings & technical specifications - Facade works packageAnd so onA list of 109 such fields, identified by the author in the handbook as applicable for building design functions (as below) out of 428 fields relevant to construction projects is available in annex 1F,1G in the author’s handbook· Design of Architecture=27 fields ( for 5 packages)· Interior designing =23 fields ( for four packages)· Design of MEP functions= 59 fields (for 2 packages)Total fields identified=109 Of course, designers can add many more fields as relevant to the number of packages to be designed vis-a-vis construction projects in their respective organisations, and the number of fields may run into hundredsFor 13 functions in the real estate /hospitality Industry, 870 fields have been identified by the author in the handbook in Annex 1A to 1Gii) Assessing risks in accessing Fields in master data tablesWhat access right ( Create or edit or delete or view or approve as stated in the previous paragraph ) is to be assigned is influenced by the risk assessment of accessing the respective field ie High, Medium, or Low .The methodology for classifying risks to fields is given in chapter 10 of the handbook and annex 16D, wherein 56 fields have been identified as having High, Medium, or Low risks and hence not being duplicated here.The methodology can also be accessed at my website blog: https://www.ethicalprocesses.com/blog_detail/how-to-assess-risks-at-field-level-of-master-data-tables.So at the time of developing authorization profiles, the designer must have prior knowledge of risk level as captured in the illustrations given below.iii)Segregation of duties S-O-D:The aspects related to S-O-D have been covered in one of the earlier blogs on my website and hence are not being duplicated (please refer to https://www.ethicalprocesses.com/blog_detail/Avoiding-conflicting-roles-amongst-Architects-Interior-and-MEP-designersHowever, the S-O-D concept has been used for developing this blog as implementing S-O-D can enable avoiding conflict of roles amongst designers at different levels.iv)Development of Authorisation profiles -1 illustration having 5 Fields in Master data tableThe author proposes developing five authorization profiles for accessing each field in master data tables, and illustrations are given belowThere must be a distinct option to choose from any one or combination of the following five activities.· Create or initiate the “contents” within a specific individual /identified Field for which access is to be given vis a vis Design of Architectural, Interior designing, and Design of MEP function.· Edit or modify the “contents” within each Field · Delete the “contents” within each Field · View the “contents” within each Field · Approve the “contents” within each Field An illustration of the method of developing authorization profiles for five fields in one master data table in the Design of Architecture function is given in below table and is self-explanatory.This illustration contains all the required information with a suggested profile code numbering scheme.The reader can change the proposed profile code numbering as also the information in each row at his/her absolute discretion.Thus, the author proposes developing authorization profiles @ five for each field in the master data tableIllustrationKey Function: Design of ArchitectMaster data table considered for illustration =MT106Table name: Drawings/specification master-Packages in Civil worksMacro Risk assessed -for this table: HighCodes & names of Fields with High levels of risk are as below.· F504= List of Drawings & technical specifications for the scope of work, including for BOQ - Structure work packages· F505= Drawings & technical specifications - Civil Building works package· F506= Drawings & technical specifications - Facade works package· F507= Drawings & technical specifications - External development areas / Landscape /hardscape works package· F508= Drawings & technical specifications - Softscape works packageThe coding schemes are given in the book of the authorProfile numbers Proposed for accessing Field F504 in MT106: PM00501 to PM00505DescriptionPM00501PM00502PM00503PM00504PM00505Key “Rights” vis a vis this Field (RHS of this row)Column 1Create/InitiateColumn 2Edit/ModifyColumn 3Delete Column 4View* Column 5Approve Column 6Function assignedCode & nameDesign ofArchitectureDesign ofArchitectureDesign ofArchitectureDesign ofArchitectureDesign ofArchitectureTeam assignedNumber & nameT-1or T2 or T3 or T4Architectfor relevant areaT-5ArchitectFor all areasT-6FunctionalRisk CoordinatorT-1*or T2* or T3* or T4*Architectfor relevant areaT-7function head Level empoweredMiddleHighermiddleMiddleHigherPosition who can performSr. Mgr.GMSr. Mgr.Mgr.*ProjectHeadRisk classifications for remaining fields F505, F506, F507, and F508 are also assessed the same i.e. High. Therefore, the SOD matrix (capturing Function, team, employee’s level & position) for these fields is proposed to be identical to field F504 as above.The proposed profile numbers for these fields identified in this table are as below..· F504- PM00501- PM00505· F505- PM00506- PM00510· F506- PM00511- PM00515· F507- PM00516- PM00520· F508- PM00521- PM00525Thus 25 profiles have been generated as above using the SOD conceptT1,T2,T3….. represent team numbers with in design function(e.g. structure, architecture, façade etc).The numbering schemes for Master data tables, Fields, Teams ,Profiles etc are described in chapter 9 of my handbook and hence not being duplicated here . Based on business needs, the number of access profiles for accessing fields in master data tables can be determined/estimated as per the following approach. · Authorization profiles for accessing fields need to be developed @5 profiles per field.· It means developing 545 authorization profiles (@5x109 fields identified by the author).· For professionals' easier understanding, in annex 16D in the book, 280 authorisation profiles have been illustrated for 56 fields.· The author proposes developing 1500 profiles for design functions@ 500 profiles per function, say, fields @ 100 in each of the Design of Architectural, Interior designing, and Design of MEP functions· The profile numbering can be,say, starting from PM00501 to PM02000 iv)Attaching Profiles to RolesOnce configured, “Authorisation Profiles” so developed can be attached by HOD to various “Roles” (with the help of the IT team) depending on the roles planned based on team member level, hierarchical position, and skill levels relevant to function.The concept of roles has been mentioned in one of the earlier blogs in my website as below and hence not being duplicated.https://www.ethicalprocesses.com/blog_detail/How-to-assign-Roles-to-Architects-interior-and-MEP-designers-systematically--An-Illustration- In some ERP-driven business environments, like SAP, profile generating software is also available wherein standards authorization profiles can be developed and attached to designers for transacting in respective design development modules. Once authorization profiles have been developed, attachment of these profiles to roles is proposed in three steps as below a) Attach profile to roles in the development serverb) Test roles in test servers by ERP teams and designers c)Upload roles to the production server, after testing approval To ensure that no incompatible or conflicting authorization profiles get attached, the roles need to be attached to the production server by following P-D-C-A (plan-do-check-act) approachThe number of profiles and hence the number of roles can run into several hundred or thousands depending upon the following:· Size and complexity of the organization· the variety of Construction projects residential, commercial, educational, SEZ, etc· The skill level of designers· The technology of construction, design software,· The design organization structure and empowerment culture· Risk appetite of the company. These roles can then be assigned to different positions, independent of the names of individuals Handbook of the author The templates illustrating generation of profiles for accessing fields in master data table are included in chapter 11 (annex 29C and 30D) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “
Assigning access rights to Architects, Interior designers & MEP designers for performing Statutory activities
As per the compilation of this author,56 is the number of statutory activities that have been identified as required to be performed by building designers out of 113 total statutory activities for a mid-size construction project.· By Architects=37 · By Interior designers =9· By MEP designers =10. Total=56 These 56 activities pertain to 5 key statutory processes as per details given in Chapter 1,2,3 of the handbook for each of 3 design functions· 1. Meeting RERA compliances · 2.Meeting statutory regulations & taxation obligations· 3.Obtaining licenses, approvals & maintaining statutory records w.r.t. statutory Acts· 4. Complying with IGST matters· 5. Deducting TDS on Consulting Services Of course, the number of statutory activities can be expanded by designers as required. The brief narration of each of the 113 activities can be found in annex 21B of this author’s handbook, wherein applicable statutory Act’s references are also provided This blog aims to provide essential insights into the process of assigning access rights to designers in ERP environments in 4 steps. This process necessitates clearly defining the following.· Function to be assigned · The team within the function proposed · The Employee Level · The team member position Four steps 1. Building Segregation of duties (Abbreviated as S-O-D) concept to avoid role conflict 2. Developing profiles, also named authorisation profile 3. Understanding the concept of roles 4. Attaching Profiles to RolesStep 1. Building SOD in the process The concepts related to SOD are captured in my earlier blog dated 13th July 2022 below & hence not being duplicated. https://www.ethicalprocesses.com/blog_detail/Avoiding-conflicting-roles-amongst-Architects-Interior-and-MEP-designers The “template design” of the illustrations indeed facilitates achieving SOD.Step 2. Development of profiles /Authorisation profiles -for accessing statutory activities -2 illustrations in tabular form in the templateEach profile signifies what can be accomplished vis a vis five activities listed below authorization profiles as below for each statutory activity · Create or initiate the statutory activity (col 2)· Edit or modify the above design activity (col 3)· Delete the above design activity (col 4)· View the above design activity (col 5)· Approve the above design activity (col 6) The template in illustration surely facilitates and ensures SOD for Generating profiles -Statutory activity 1 Function: As applicable Name of Statutory process for SOD development: Meeting RERA Compliances - Statutory Activity Description: Before construction starts, the developer obtains sanctioned plan approvals, as prescribed by competent authorities Risk Classification at statutory activity level: High Profile numbers Proposed for accessing this statutory Activity: PS00001 to PS00005 The coding schemes are given in the book of the author Description PS00001 PS00002 PS00003 PS00004 PS00005 Key “Rights” vis a vis this activity (RHS of this row) Column 1 Create/ Initiate Column 2 Edit/Modify Column 3 Delete Column 4 View* Column 5 Approve Column 6 Function assigned Design of Architect & Design of MEP Project legal & Secretarial Design of Architect Design of Architect & Design of MEP Top Management The team assigned number & name T5- Architect all projects T6-MEP all packages Respectively T3-legal licenses & approvals T6-Function al Risk coordinator T5*- Architect all projects T6*-MEP all packages T1 Project Head Employee Level Proposed Higher/Higher respectively Higher middle Middle Middle Higher Position who can perform GM/GM respectively GM Sr. Mgr. Sr. Mgr.*/ Sr.Mgr.* Project Head · 5 Profile numbers have been allocated as PS00001 to PS00005 to each set of Combination of Function +Team+ Level +Position vis a vis columns 2,3,4, 5 & 6 respectively for this statutory activity · The team levels as T1,T3,T5 &T6 are hypothetical for ease of understanding · The Profile code numbering (scheme given in the book) is only for understanding & can be changed by the reader at their absolute discretion or driven by the ERP package · The Employee levels and Positions given are hypothetical and only for easier understanding of the reader actually and will vary considerably at each organisation · The risk levels are as high as assumed/assessed earlier by the team and could be Medium or low for few activities Such development of profiles needs to be done vis a vis following based on business needs. · Above 56 Statutory activities (37 in Design of Architect, 9 in interior design, and 10 in MEP services. It means developing 280 authorization profiles (@5x56 statutory activities identified). The author proposes developing 2000 profiles for Statutory activities as several activities are performed by project teams as well as mentioned earlier. The profile numbering can be say starting from PS00001 to PS02000 Step 3. Understanding the concept of “Roles.”Roles mean what a particular professional (here, a designer) is authorised to do per a few examples below.· Developing a sanctioned drawing for seeking statutory sanction is one simple role · Integration of developed sanction drawing with, say, MEP design is another role, which is a relatively complex role · Obtaining sanction from statutory authorities is yet another example of the complex role A complex role can have many simple profiles attached to it A role can have one or more combinations of profiles (e.g., out of 280 profiles for 56 statutory activities or 2000 expanded profiles) attached to it to be called a “Simple or complex Role.” Based on the above-tabulated illustrations, the configured “Authorisation Profiles” PS00001 to PS 00005 so developed can be attached by the Concerned HOD, in this case, Chief Architect here HOD of Architect function to “Roles” (with the help of the IT/ERP team) depending on the roles planned at the granularity level.· Once all the 280 authorization profiles (for 56 statutory activities) have been developed (or expanded 2000 profiles as mentioned above), attachment of these profiles to various roles is proposed to be done in three stages as mentioned in step 4 below, mainly when the design organisation is operating in highly digitalized/ERP environments. Step 4. Attaching Profiles to Roles· Although the Number of profiles can run into hundreds or thousands, the number of designers in organisations is limited. Therefore, before the final attachment of profiles to roles, thorough testing is done to see that statutory design activities are carried out smoothly based on competency assessments at different hierarchical levels & positions by the persons who will perform such roles. The three stages are: § Attach profile to roles in “Development computer server”§ Test roles in “Test servers” by ERP teams and designers § Upload roles to the “Production server” for implementation after approval of testing of roles · To ensure that no incompatible or conflicting authorization profiles get attached, the roles, post-testing, can be connected to the production server by following P-D-C-A (plan-do-check-act) approach · The number of roles can run into tens or hundreds, which can get hundreds or thousands of profiles attached depending upon the following:· Size of team and complexity of the organization· the variety of Construction projects residential, commercial, educational, SEZ, · The skill level of designers· The multi-tasking role expectation of the organisation.· The technology of construction, design software,· The design organization structure and empowerment culture· The risk appetite of the company. · Some highly reputed ERP developers, like SAP, offer profile-generating software solutions wherein authorization profiles can be developed and attached to architects, interior, and MEP designers for design development. Advantage of attaching Profiles to Roles These roles are assigned to different positions rather than individuals, as the process is independent of individual-named employees. Such profile assignments are to be done digitally but must be done diligently, and each role as each role will have a multitude of authorisation profiles attached to it.Handbook of the author A template illustrating assigning access rights to statutory activities is included in chapter 11 (annex 27C) in the author's handbook and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “
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Developing an internal audit checklist for 584 business activities in Building Design functions
How to develop an internal audit checklist vis a vis 584 business activities in Building Design functions- (57 checklist points illustrated ) In a typical, mid-size construction organisation, Architects, Interior & MEP designers perform at least 584 activities which are a combination of hardcore designing and +statutory +techno- commercial activities. The number of activities can grow considerably as the number of design packages increases based on the complexity of the project and the features of the building to be designed.The narration of 584 business activities (for developing internal audit checklists) can be seen by visiting https://www.ethicalprocesses.com: and clicking, on the landing page -Book-Business Activities-Index- annexure number and then download the same. The landing page leads the readers to various annexures which have 818 business activities out of which 584 are unique to design functions and another 234 are common to all functions and summarised below paragraph.The checklists of 584 activities include 225 core design and +56 statutory activities vis a vis the below design packages · Structure design · Building Architecture· Façade· External development areas · Landscape-softscape· Interior designing· External and internal electricals· HVAC Further, the checklists of 584 ,(in addition to 225 core+56 statutory )include 303 activities related to the following:· developing configuration tables + master data tables (21+15)· Carrying out risk assessment vis a vis core & statutory activities +Configuration tables & master data tables (123)· Assigning access rights to core, statutory activities,and fields in configuration tables and master data tables (60)· Budgeting, MIS/dashboard, and developing KPI for design functions(27+24+33) A ready reckoner of internal audit checklists In the table below, a checklist of 57 internal audit activities (10% of 584) has been illustrated and balance checklists can be directly developed by Internal audit teams directly based on the approach mentioned below. Considering the technical character of Design functions, it is proposed that the internal audit team should pursue secondment ie. temporarily taking on loan an Independent Architect or interior designer, or MEP designer (from any project different from the one being audited) to support internal audit team to perform the internal audit for best results. Alternatively, the technical part of checklists can also be outsourced to professional design firms. The 584 activities are captured in a Table enclosed at the end of this article.Internal auditors can get further inputs for enhancing checklists by reading blogs that have already been published on my website https://www.ethicalprocesses.com or listening to videos published on my YouTube channel reference given below. :https://m.youtube.com/channel/UCYQxIjcMIlQmpRrnRNi54CQ Customisation of checklistsFurther, the customisation of checklists of 584 activities mentioned in the handbook can be done based on the likely impact of each design/business activity vis a vis 10 aspects listed below (similar to those highlighted in blue color in 57 checklists)· Profitability/Revenue· Accuracy · Existence/inclusion· Completeness· Statutory compliance· Validity/validation · Measurement· Occurrence· Timeliness· Rights and obligations Therefore, internal auditors can add or delete the checklist of 584 activities applicable to the respective Architect or Interior or MEP design functions.Approach for developing Internal Audit checklists · Forming a cross-functional team (CFT) comprising of conventional internal auditor+ experienced but independent professionals from each of the Architect, interior designing, and MEP functions, (preferably from different project teams which are to be audited) · Alternately hiring these temporarily from 3rd independent design firms to ensure objectivity· Referring to the above proposed 57 checklists as ready reckoner or an SOP of 3 design functions and developing checklists to evolve the scope of design activities to be audited.· From the “Risk Register” maintained, identifying the risk level of each design activity as High, Medium, or Low risks, and accordingly planning frequency (Yearly, monthly, etc) and allocating internal audit resources to conduct internal audits. · In case organisations have not developed the risk registers, CFT can take guidance from Risk templates given in annex 13E,14D,15D, and 16D in the book · These 584 numbers include only Electricals & HVAC packages and will certainly increase based on the additional number of MEP / other packages. · 234 activities related to developing SOP(36), designing coding schemes(27), configuring user traceability (33)+ audit trail (39)+document management system(36 hard documents+36 soft documents)+ financial authority norms (27) are additional and not included in the above 584 internal audit checklists as such activities are common to other functions . Thus total activities performed are 818(584+234) as analysed above .The Way forward for performing the internal audit once Checklists are ready and internal auditors /resources identified The methodology to perform business activities can vary considerably from one organisation to another depending on the types of design software and ERP being used, size & complexity of construction processes, organisation structure/hierarchy, and degree of computerisation or digitalisation.Once the internal audit scope/checklists have been developed, the Internal audit team can develop an audit calendar and carry out the internal audit as per the usual methodology in their respective organisations such as submitting draft reports, discussing findings with auditees, and obtaining feedback from designers regarding countermeasures, and circulating the final report to all concerned including HOD and top management/board sub-committee for reviewing internal audit findings. You can read more about the 584 activities that can become part of the Internal audit scope from my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “and refer to the website. Proposed ready reckoner table -57 internal audit checklists Sn Function wise -narration of Internal audit checklist-57 illustrations The proposed internal auditor/s Source -for developing checklist-i.e. Book chapter no/Website 1 Designing of Architecture of buildings Whether there is evidence that Concept designs and schemes are based on design calculations of PCC/Reinforcements requirements based on a factor of safety/Earthquake zone etc. and using software like STADD or ETAB.? Independent Architect Chapter 1, website Annex 21A(2) 2 Designing of Interiors of buildings Whether strategic plans for interior design are drawn comprehensively? Independent Interior designer Chapter 2, Website Annex 21A(3) 3 Designing of MEP services for buildings Whether Strategic plans for design aligned with the company’s vision of profitability? Independent MEP designer Chapter 3, Website Annex 21A (4) And so on a checklist of a total of 225 core activities (118+37+70 vis a vis design of architect, interior, and MEP respectively) to be prepared in continuation to serial no 1,2, & 3 above, directly by the Internal audit team members based on inputs from the website As above As above 4 Internal audit of statutory activities- Statutory Process: Meeting RERA Compliances whether the builder obtained sanctioned plans/statutory approvals before commencing construction & did the builder regularly/timely upload the prescribed approvals on the company’s website? Internal Auditor +Legal person Chapter:1,2,3 &4 +Annex 2.14,20B & 21B in handbook 5 Statutory Process: Complying with The RERA-Real Estate (Regulation & Development) Act 2016 Whether evidence exists that the builder published on web site of RERA authority, Project wise details w.r.t projects registered, units booked, units under construction, list of approvals taken & pending vis a vis below aspects? Frequency = Q (Quarterly)and A (annually). Reporting Periods: Q3, Q4, Q1, Q2, F.Y. Target date: form & dates as announced/amended by statutory authority As above As above And so on a checklist of 65 statutory activities (46+9+10 vis a vis design of architect, interior, and MEP respectively) to be prepared (in continuation to serial no 4 & 5 above) directly by the Internal audit team members based on likely adverse impact due to statutory non-conformances and inputs from the handbook. As above As above 6 Internal audit of activities for developing configuration tables-All 3 design functions. Whether each of the 3 design teams Identified the key “Configuration Tables” given correctly? Internal Auditor + Independent Architect or interior designer or MEP designer Chapter 5 Annex 21C(website) 7 Whether each of the 3 design teams has Identified the “fields” for each configuration table appropriately and completely not skipped any? As above Chapter 5 Annex 1A,1F,1G (in the handbook) And so on, a checklist of 21 activities @7/ each design function to be prepared (in continuation to serial no 6 &7 above) directly by the Internal audit team members based on inputs from the handbook. As above As above 8 Internal audit of activities for developing Master data tables-All 3 design functions. Whether each of the 3 design teams has Identified the key “Master data Tables” correctly? Internal Auditor + Independent Architect or interior designer or MEP designer Chapter 6 Annex 21D(website) 9 Whether each of the 3 design teams has Identified the “fields” for each “Master data table” accurately/appropriately and not skipped any important field? As above Chapter 6 Annex 1A,1F,1G in handbook And so on, a checklist of 15 activities @5/ each design function to be prepared (in continuation to serial no 8,9 above) directly by the Internal audit team members based on inputs from the handbook. As above As above 10 Internal audit of activities for carrying out risk assessment at the ”Organisation level and core Process and core activity” levels Whether Cross-cross-functional (CFT) have been formed/exist for developing a risk management framework and are appropriate in terms of representation, levels/positions of members vis a vis each design function? Internal Auditor + Independent Architect or interior designer or MEP designer Chapters 10, & 1,2,3 and Annex 13B on the website 11 Whether aspects (such as competition, economy, political, social, building design substitutes, Govt policies customer demands, business associates, and Outages) considered for carrying out “a risk assessment at the “organisation level” comprehensive? As above As above 12 Whether the Template -design for classifying risks (at the Organisation level) as High, medium, or low, robust/comprehensive enough? As above Chapters 10 Annex 13C in handbook And so on, a checklist of 42 activities @14/ each design function to be prepared (in continuation to serial no 10,11,12 above) directly by the Internal audit team members based on inputs from the handbook. As above As above 13 Internal audit of activities for carrying out risk assessment at the ”Statutory Process and statutory activity” levels Whether parameters, such as those below, for identifying risk at statutory process/activity levels are Comprehensive and appropriate? · Organisation level risk assessed in annex 13B · Likely adverse impact due to non-compliance on Corporate Governance & organisation reputation Internal auditor+ legal professional 10 & 1,2,3,4 Annex 14B on the website 14 Whether the Template -design for classifying risks (at the statutory level) as High, medium, or low, robust/comprehensive enough? As above 10 & 1,2,3,4 Annex 14C in the handbook And so on, a checklist of 27 activities @9/ each design function to be prepared (in continuation to serial no 13,14, above) directly by the Internal audit team members based on inputs from the handbook. As above As above 15 Internal audit of activities for carrying out risk assessment at the ”Configuration table level and field choice levels” Whether parameters, such as those below, for identifying risk at the Configuration table level level-comprehensive and appropriate? · Likely adverse impact on cycle time /throughput time of process execution for which configuration table is relevant · Process (using specifically identified configuration table) not getting executed completely Internal Auditor + Independent Architect or interior designer or MEP designer 10 & 1,2,3,5 Annex 15B on the website 16 Whether the Template -design for classifying risks at the Configuration table level (as High, medium, or low) robust/comprehensive enough? As above 10 & 1,2,3,5 Annex 15C is in the handbook 17 Whether aspects, such as those below, for identifying risk at the “field choice level” of the Configuration table comprehensive and appropriate? · Field choice pertains to /and is relevant to business areas that can impact Project sales revenue or project costs or statutory conformance or project design or project quality or financial reporting · Implication of unauthorised accessing of “Field choice” or carrying out unauthorised amendment in “Field choice.” A few examples of field choices are as below: · Configuration/specifications of construction area or unit or building · Consultation consultant’s fee rate computation · Contractor’s rate computation · Payment terms with the consultants · Payment terms with the contractors and so on As above 10 & 1,2,3,5 Annex 15B on the website 18 Whether the Template -design for classifying risks at the Field choice level (as High, medium, or low) robust/comprehensive enough? As above 10 & 1,2,3,5 Annex 15D and 1A,1F,1G in the handbook And so on, a checklist of 27 activities @9/ each design function to be prepared (in continuation to serial no 1516,17,18 above) directly by the Internal audit team members based on inputs from the handbook. As above As above 19 Internal audit of activities for carrying out risk assessment at the ”Master data table level and field levels” Whether aspects, such as those below, for identifying risk at Master table levels Comprehensive and appropriate? a) Likely adverse impact on Sales revenue vis a vis field accessed from Master data table during any activity execution b) Likely adverse impact on Project costs vis a vis field accessed from Master data table during any activity execution c) Likely adverse impact on Package specifications or Project package design vis a vis field accessed from Master data table during any activity execution d) Likely adverse impact on BOQ quality or construction quality vis a vis field accessed from Master data table during any activity execution e) Likely adverse impact on Statutory conformance vis a vis field accessed from Master data table during any activity execution Internal Auditor + Independent Architect or interior designer or MEP designer 10 & 1,2,3,6 Annex 16B on the website 20 Whether the Template -design for classifying risks at the Master data table level (as High, medium, or low) robust/comprehensive enough? As above 10 & 1,2,3,6 Annex 16C in the handbook 21 Whether aspects, such as those below, for identifying risk at the “field level” of the Master data table comprehensive and appropriate? · Purpose or ingredients of the field in business activity in which the intended “Field “is used. · Consequences of populating field inaccurately vis a vis revenue or project costs or statutory conformance or project design or project Quality or financial reporting Some examples of Ingredients of Field that can influence the classification of risks in “Field” as High are as below in the case of · Design -Robustness & safety, non-robust design vis a vis statutory sanctioned drawing or & safety, not meeting customer requirement & saleability · Fee or rate -Paying higher amounts to the consultant · Scope of work - Reduction of the scope of work & consequent incomplete work or & higher costs due to reduction of the agreement amount And so on Some examples of Ingredients of Field that can influence the classification of risks in “Field” as “Medium” are as below in the case of · Terms in agreement- non-robust or & unfavorable own company · Scope of works- Compromising resulting in higher project costs · Approved Consultant or Service provider name -Deliberate change, in collusion or otherwise to unapproved name, thus compromising on the quality of BOQ or quality of construction or & speed of construction And so on Ingredients of Field that can influence the classification of risks in “Field” as Low are as below in the case of · Address · City · PIN code And so on As above 10 & 1,2,3,6 Annex 16D in the handbook 22 Whether the Template -design for classifying risks at the Field level (as High, medium, or low) robust/comprehensive enough? As above As above And so on, a checklist of 27 activities @9/ each design function to be prepared (in continuation to serial no 19,20,21,22 above) directly by the Internal audit team members based on inputs from the handbook. As above As above 23 Internal audit of activities for assigning access rights to Core activities -(@5 nos/each design function) Whether parameters for developing segregation of duties (S-O-D) been identified completely such as below as necessary for assigning access rights? 1. Function: 2. Process Code for assigning access rights (from Annex 26A on the website): 3. Name of the Core process for SOD development: 4. Code for the core process (from Annex 20A on the website): 5. Core Activity Code (from Annex 21A (2),21A (3),21A (4) as relevant on website: 6. Activity Description: Risk Classification at Core activity level (from Annex 13E) in the handbook: Provision for capturing of following in columns: 7)Profile numbers for accessing this core Activity 8) Access rights for Creating/initiating, Editing/modifying, Deleting, Viewing, Approving 9) Function number & name (from annex 12 in the handbook) 10)Team Number & name (from annex 12 in the handbook) 11)Employee Level 12) Positions within each level · Lower level-workmen, staff, Junior/Assistant manager & so on · Middle level-Manager, Senior Manager-Sr. Mgr. & so on · Higher level-General managers-GM, Directors- Internal auditor +IT/ERP professional 11 & 1,2,3 And Annex 26B on the website 24 Whether the Template -design for S-O-D comprehensive to capture all parameters? As above 11 & 1,2,3 And Annex 26C in the handbook 25 Whether software programming to populate the S-O-D template at annex 26C user-friendly, accurate /bug-free and robust, and scalable? As above As above 26 Whether S-O-D template at annex 26C populated objectively, correctly, and without any bias and not skewed in favor of some select position/ level only? As above As above 27 Whether periodic changes like employee transfers. Elevations, and new levels incorporated timely/promptly in the S-O-D before determining access rights? As above As above And so on, a checklist of 15 activities @5/ each design function to be prepared (in continuation to serial no 23,24,25,26 27 above) directly by the Internal audit team members based on inputs from the handbook As above As above 28 Internal audit of activities for assigning access rights to Statutory activities -(@5 nos/each design function) Whether parameters for developing segregation of duties (S-O-D) have been identified completely (parameters identical/similar to those listed at serial no 23 above and hence not repeated) necessary for assigning access rights to statutory activities? Internal auditor +IT/ERP professional 11 & 1,2,3 And Annex 27B on the website 29 Whether the Template -design for S-O-D comprehensive to capture all parameters? As above 11 & 1,2,3 And Annex 27C in the handbook 30 Whether software programming to populate the S-O-D template at annex 27C user-friendly, bugs-free /accurate, and scalable? As above As above 31 Whether S-O-D template at annex 27C populated objectively, correctly, and without any bias and not skewed in favor of some select position/ level only? As above As above 32 Whether periodic changes like employee transfers. Elevations, and new levels incorporated timely and promptly in the S-O-D before determining access rights? As above As above And so on, a checklist of 15 activities @5/ each design function to be prepared (in continuation to serial no 28,29,30,31,32 above) directly by the Internal audit team members based on inputs from the handbook As above As above 33 Internal audit of activities for assigning access rights to Configuration tables and field choices -(@5 nos/each design function) Whether parameters for developing segregation of duties (S-O-D) have been identified completely (parameters identical/similar to those listed at serial no 23 above and hence not repeated) necessary for assigning access rights to configuration tables and field choices? Internal auditor +IT/ERP professional 11 & 1,2,3 And Annex 28B on the website 34 Whether the Template -design for S-O-D comprehensive to capture all parameters? As above 11 & 1,2,3 And Annex 28C in the handbook 35 Whether software programming to populate the S-O-D template at annex 28C user-friendly, accurate, bug-free and robust, and scalable? As above As above 36 Whether S-O-D template at annex 28C populated objectively, correctly, and without any bias? As above As above 37 Whether periodic changes like employee transfers. Elevations and new levels are incorporated timely/promptly in the S-O-D before determining access rights? As above As above And so on, a checklist of 15 activities @5/ each design function to be prepared (in continuation to serial no 33,34,35,36,37 above) directly by the Internal audit team members based on inputs from the handbook As above As above 38 Internal audit of activities for assigning access rights to Configuration tables and field choices -(@5 nos/each design function) Whether parameters for developing segregation of duties (S-O-D) have been identified completely (parameters identical/similar to those listed at serial no 23 above and hence not repeated) necessary for assigning access rights to master data tables and fields? Internal auditor +IT/ERP professional 11 & 1,2,3 And Annex 29B on the website 39 Whether the Template -design for S-O-D comprehensive to capture all parameters? As above 11 & 1,2,3 And Annex 29C in the handbook 40 Whether software programming to populate the S-O-D template at annex 29C user-friendly and accurate/bugs-free and scalable? As above As above 41 Whether S-O-D template at annex 29C populated objectively, correctly, and without any bias? As above As above 42 Whether periodic changes like employee transfers. Elevations, and new levels incorporated timely/promptly in the S-O-D before determining access rights? As above As above And so on, a checklist of 15 activities @5/ each design function to be prepared (in continuation to serial no 38,39,40,41,42 above) directly by the Internal audit team members based on inputs from the handbook As above As above 43 Internal audit of activities for developing budgets --(@9 nos/each design function) Whether Cross-cross-functional (CFT) formed for developing Budgets appropriate /correct in terms of representation, levels/positions of members vis a vis each design function to decide the following aspects? · Designing structure/contents of Budget at Organisation level/Business unit level · Designing structure/contents of Budget at the Functional level · Deciding the frequency (like annual) at which the Budget must be prepared & reviewed, and released to identified users · Planning timelines by which the Budget must be released in advance of the budgeting period · Identifying Functional coordinators for making and releasing Budget · Determining recipients of Budget documents · Deciding periodicity for reviewing Budget And so on Internal Auditor + Independent Architect or interior designer or MEP designer Chapter 13 @ 1,2,3 Annex 35B on the website 44 Whether key assumptions, vis a vis below, for developing a budget appropriately, comprehensively and well supported with logic? · Competition · Economy · Political · Social · Building (Saleable area) substitute · Government policies · Customer demands · Investments · Market size Any other relevant to each function As above As above 45 Whether key budget parameters, as relevant, such as below being incorporated /included in the respective budgets of Design of Architects, Interior designing, and MEP functions? · Sales Revenue Targets · Project costs · Profitability in local currency & foreign currency terms Targets vis a vis i) Ongoing projects ii) New projects during the budget period As above As above 46 Whether common key budget parameters such as those below have been comprehensively included in the functional budgets? · HR organisation structure/manpower numbers & value -subfunction wise · Completion Timelines vis a vis each design package- based on design stages in each project · Technology up-gradation/Skill acquisition--subfunction wise · Investments to be made/Assets to be acquired -names, quantity, values, and timelines · Expenses - local currency & foreign currency other than direct BOQ/Contract costs/consultancy fees · Reimbursements in local currency & foreign currency As above As above 47 Whether Budgeting is done fairly, accurately, and objectively, keeping aside vested aspects? As above As above And so on, a checklist of 27 activities @9/ each design function to be prepared (in continuation to serial no 43,44,45,46,47) directly by the Internal audit team members based on inputs from the handbook As above As above 48 Internal audit of activities for developing MIS/Dashboard -DB --(@8 nos/each design function) Whether Cross-cross-functional (CFT) is formed /exists for developing MIS/Dashboard and is appropriate in terms of representation, levels/positions of members vis a vis each design function to decide the following aspects? · Designing structure/contents of MIS or DB at the Organisation level/Business unit level · Designing structure/contents of MIS or DB at the Functional level · Provision for incorporating Budgeted or targeted KPI (key performance indicator) values based on Annex 35B · Frequency (like monthly) for which MIS or DB must be prepared and released to identified users · Timelines by which MIS or DB must be released · Functional coordinators for making and releasing MIS or DB Recipients or persons who are to be given access to MIS or DB · Periodicity for reviewing MIS or DB Internal Auditor + Independent Architect or interior designer or MEP designer Chapter 14 & 1,2,3 annex 36B at website 49 Whether MIS incorporates KPI for each function vis a vis Core processes, supporting processes that can impact Organisation’s profitability, Revenue, market share, costs, end-customer satisfaction, and shareholder value? As above As above 50 Whether MIS actual values computed and captured accurately based on accessing business transactions through key processes/activities, Documents, Configuration tables, Master data tables, and Data tables by functional teams? As above As above 51 Whether MIS/Dashboard values are reviewed monthly/periodically/timely vis a vis Budgets/KPI by HOD /CEO/MD? As above As above And so on, a checklist of 24 activities @8/ each design function to be prepared (in continuation to serial no 48,49,50,51) directly by the Internal audit team members based on inputs from the handbook As above As above 52 Internal audit of activities for developing KPI/Key performance indicators --(@11 nos/each design function) Whether the design/structure of the KPI documents is based on input from the CEO/MD and includes important aspects such as below preferably in a tabular format. i)KPI description ii)Measure of accomplishment iii)UOM iv)% weightage v) Target vi) Actual vii) any other aspects Internal Auditor + Independent Architect or interior designer or MEP designer Chapter 18& 1,2,3 Annex 42B, Website 53 Whether for each design function, important KPIs such as those below, that can influence organisation level performance/profitability have been captured in the KPI document? · No projects to be designed · Timeliness of design activities · Meeting statutory compliances · Comprehensiveness & accuracy of design · Quality of design · Technical support to various project teams & contractors · Cost reduction As above Chapter 18& 1,2,3 Annex at Website vis a vis each function such as: 43A-For Architects 43B-For int. design 43C-For MEP 54 Whether KPIs have been appropriately & accurately converted into KRA Targets -Key result areas of functional team members separately and well documented? · Higher level- Directors-Dir, General managers-GM & so on as applicable · Middle level- Senior Manager-Sr. Mgr., Manager, & so on as applicable · Lower level-, Assist. manager/Junior Mgr., staff & workmen so on as applicable As above As above 55 Whether measurement and actual capturing of actuals against the KRA target accurate? As above As above 56 Whether a robust mechanism exists to review KRA target vs Actual accomplishments? As above As above 57 Whether Performance appraisal at different hierarchical levels done based on the occurrence of actual accomplishment of KRA? As above As above And so on, a checklist of 33 activities @11/ each design function to be prepared (in continuation to serial no 52,53,54,55,56,57) directly by the Internal audit team members based on inputs from the handbook As above As above
How to assess risks at Field level of Master data tables
In one of the earlier blogs, the purpose and process of developing master data tables were shared.This blog summarises key aspects to carry out risk assessment at the field level of master data tables as relevant for Design functions ie. (Design of Architect, Design of Interior, and Design of MEP) Purpose of risk assessment at the field level of the master data tableCorrect /Accurate selection of fields is vital to ensure that the design developed is robust, and would facilitates the accomplishment of the following,· Meeting customer requirements and thus higher sales. · Adherence to Statutory/sanctioned or approved design or & drawing· Meeting national building code standards or statutory specifications· No Compromise on safety· No Compromise on Quality Risk Assessment at - Field level of Master data tablesActivities to assess risks at field level of Master data table level1. Identify parameters that can influence “Field level” risks- w.r.t each Master data tableOnce Master data tables have been identified, HOD/functional team, in consultation with risk management or the Internal audit team, identifies a list of essential aspects that can facilitate the classification of “Field risks” as High or medium, or low.Some of the aspects are as below:· Purpose or ingredients of the field in business activity in which the intended “Field “is used.· Consequences of populating field inaccurately vis-à-vis project design or project Quality or project costs or statutory conformanceThis activity also necessitates the identification of Ingredients of Field that can influence the classification of risks in “Field” as High or Medium or low are as below in case ofi) Field populated inaccurately ii) Fields accessed or amended unauthorizedly2. Design a risk assessment template at the Field level vis-à-vis each Master Data Table3. Software programming of risk template for Field level4. Populate “Field” level risks vis-à-vis each Master data table5. Affect Changes in aboveFew illustrations of risk classification at the field level of master data table levels FieldConsequences if Ingredients of Field are inaccurate or unauthorizedly accessed & amended Risk classification proposed at the Field level Function: Design of Architect, Mater data table: Drawings/specification master-Packages in Civil worksDrawings & technical specifications for the scope of work, including for BOQ - Structure work’s packagesNot meeting customer requirements and thus leading to adverse impact on sales volume due to non-robust design vis a vis below aspects. i)Not meeting national building code standards or statutory specifications orii) Compromise of safety or &iii)Compromise on Quality or &iv) Statutory/sanctioned or approved design or & drawingHighDrawings & technical specifications - Civil Building work’s packageAs aboveHighDrawings & technical specifications - Facade work’s package. As aboveHighDrawings & technical specifications - External development areas / Landscape /hardscape work package.As aboveHighDrawings & technical specifications - Softscape work’s package As aboveHighAnd so on Function: Interior of buildings, Mater data table: Drawings/specification -master-Packages in Interior Design works Drawings & technical specifications for the scope of work, including for BOQ -Finishing work’s/packagesNot meeting customer requirements and thus leading to adverse impact on sales volume due to non-robust design vis a vis below aspects. i)Not meeting national building code standards or statutory specifications orii) Compromise of safety or &iii)Compromise on Quality or &iv) Statutory/sanctioned or approved design or & drawingHighDrawings & technical specifications -Furnishing & Fixtures related packagesAs aboveHighDrawings & technical specifications -Equipment packages, e.g. Gym, Bathroom, etc. As aboveHighDrawings & technical specifications -Artworks, Props, and other packagesAs aboveHighAnd so on Function: Design of MEP, Mater data table: Drawings/specification master-MEP Package Drawings & technical specifications for the scope of work, including for BOQ -External Electrical work Not meeting customer requirements and thus leading to adverse impact on sales volume due to non-robust design vis a vis below aspects. i)Not meeting national building code standards or statutory specifications orii) Compromise of safety or &iii)Compromise on Quality or &iv) Statutory/sanctioned or approved design or & drawingHighDrawings & technical specifications -Internal Electrical work As aboveHighDrawings & technical specifications -Airconditioning or &VRV or & Heating work As aboveHighDrawings & technical specifications -Basement ventilationAs aboveHighAnd so on Activities that can adversely impact business· Inappropriate levels/positions of team members of “3 Design functions” with consequent inadequate skills for comprehending field-level risks of Master Data Tables· Inappropriate software development and workflow of risk templates making risk capturing of field level risks at master data table cumbersome and inefficient· Inadequate understanding and hence inappropriate capturing of the consequence of Incorrect accessing and use of Master data tables in“3 Design functions” * · Inaccurate classification of Risk level High, Medium, or Low by team members of “3 Design functions” *· Non-periodic/non-timely review of previously populated risk template to incorporate changes in Master data tables level risks and so onHandbook of the author A template illustrating risk classification, as High, Medium, or Low at the field level of Master data table level is included in chapter 10 (annex 16D) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “
Risk assessments- At Field's level of configuration Tables
Configuration tables usually store information such as company codes, plant codes or construction project codes, sales organisation or sales channels and other parameters that define the organisation structure of the company.In building design functions, other types of tables or databases can be used to store and manage design-related information, such as design specifications, building codes, material properties, and construction standards.These tables or databases (By whatever names they are called and not necessarily configuration tables)can be used to organize and manage the design process and ensure that the project meets the requirements and regulations.Software tools(like Building information modelling-BIM ) can support the design functions of construction projects and allow for creating and managing design-related data. Such BIM software can create 3D models of building designs and store relevant data about the building's components, systems, and materials. This data can then be used to support construction planning and decision-making.This blog covers the following aspects vis a-vis building design functions· Five activities for assessing risks at field choice levels, along with a template· Activities that can adversely impact business Five activities to asses risks at - Field Choice level of “Database” (or configuration table) tables1. Identify parameters that can influence the “Database” level (or configuration table) level RisksOnce “Database” (or configuration table) requirements /conceptualization have been done, the HOD/design functional team Identifies the consequences of incorrect accessing and use of specific /identified “Database” (or configuration table)vis-à-vis:· Adverse impact on Package specifications or Project package design· Negative impact on BOQ quality or construction quality· Adverse effect on Statutory conformance· Adverse effects on Project costs2. Design a Risk assessment template at the field choice level of the “Database” (or configuration table) level3. Software Programming of the Risk Assessment template4. Populate the field choice level of the “Database”(or configuration table) level risks in the template.5. Affecting changes in the field choices in above FunctionField “Choices” vis a vis each fieldCode for field choiceParameters influencing risk classificationRisk classification at the Field Choice levelDesign of ArchitectureStructureA01Incorrect designing of Architecture of unit, area, or buildingMediumCivil worksA02MediumFaçadeA03MediumExternal developmentA04MediumSoftscapeA05MediumAnd so on other choices in this FieldxxXXXXInterior DesigningFinishingB01Incorrect designing of the Interior of the unit, area, or buildingMediumFurnishing & FixturesB02MediumInterior design equipmentB03MediumArtworks etc.B04MediumAnd so on other choices in this FieldBXXXXXXDesign of MEPExternal electricalsC01Incorrect designing of MEP of the unit, area, or building Incorrect designing of any other package relevant to the unit, area, or buildingMediumInternal electricals,C02MediumAir conditioningC03MediumPlumbingC04MediumFire fightingC05Mediumfire protectionC06MediumAnd so on other choices in this FieldCXXXXXX A similar assessment is to be carried out for other Fields. Activities that can adversely impact business · Inappropriate levels/positions of “Design functions” team members with consequent inadequate skills for comprehending “Database” (or configuration table) level risks.· Inappropriate software development and workflow of risk templates make risk capturing at the field level of the “Database” (or configuration table) cumbersome and inefficient.· Inadequate understanding and hence inappropriate capturing of Consequence of Incorrect accessing and use of “Database” (or configuration table) in “Design functions” * · Inaccurate classification of Risk at “Field choice level” of “Database” (or configuration table)-High, or Medium, or Low by functional team member *· Non-periodic/non-timely review of previously populated risk template to incorporate changes in “Database” (or configuration table) level risks and so on * Handbook of the author A template illustrating risk classification as High, Medium, or Low at the field choice level of the “Database” (or configuration table)level is included in chapter 10 (annex 15D) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “
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Ensuring statutory conformances by MEP designers during the designing process
In an earlier blog, it was shared that 48 key Statutory Acts are directly applicable (for 13 key functions in the real estate & hospitality Industry). In addition, there are 34 statutory Acts indirectly relevant through supporting functions like corporate Finance, Corporate Services, HR, etc. The number & provisions of Statutory Acts and activities listed in this blog are in the context of Indian Industry, and readers in countries other than India can modify these to meet similar type requirements of each country. For these 13 functions, eight types of statutory processes having 113 associated statutory activities have been identified as applicable. For the Design of the MEP function, four types of statutory processes (out of 5 types) are directly relevant, with ten key statutory activities (out of 113 identified) required to be performed as summarised below. · Process1: Meeting statutory and taxation obligations; Activities =2 as below 1. Publishing on web site RERA, Project wise details (The RERA Act,2016) 2. Summary of inward/outward supplies along with payment of tax (The GST Act,2017) GST · Process 2: Obtaining Licenses, approvals, and maintaining statutory records w.r.t Statutory Acts; Activities =3 as below 1. Complying with prescribed provisions of all applicable Acts & associated rules 2. Maintaining statutory prescribed records 3. Coordinating statutory inspections of business premises & documents · Process 3: Complying with IGST matters; Activities =4 1. Filing returns towards inward/outward supply of goods and services, ITC -input tax credit availed, output tax payable under section 35(1) 2. Complying with requirements w.r.t. imported goods or services under GST rule 56(1) 3. Complying with requirements w.r.t GST payable, collected, paid, and ITC availed under GST rule 56(4) 4. Complying with requirements w.r.t maintaining details of suppliers & customers with their GSTN registration number under GST rule 56(5) · Process 4: Deducting Income tax on services-TDS; Activities =1 1. Computing the TDS amount on service charges as per applicable income tax rules & deduction of the same from dues payable to the service provider/consultant At their discretion, the Central Government /statutory authorities may amend the applicability of statutory laws or various sections as mentioned in this blog. Given below is the list of 14 activities that can adversely impact business is as below (if these are performed unethically or without proper diligence) Statutory Process 1: Meeting statutory regulations and tax obligations and filing various key returns on the scheduled time =6 · Obtain “certification for adherence to statutory /approved sanctioned plans and project specifications and National Building code” through unfair means in case actual construction does not comply with sanctioned plans · Bribe statutory agencies to obtain a “Completion Certificate” even before construction is completed to customers and realize payments through construction areas not yet ready for possession. · Publish on website project details that are inaccurate vis a vis RERA-Real Estate (Regulation and Development) Act 2016 (inputs to Architect team) · Non-timely capture of details vis-à-vis summary return of outward and inward supplies and services along with payment of tax compliance in respect of The Central Goods and Service Tax Act,2017. · File returns inaccurately · File returns non-timely MEP teams usually give details /inputs for the above to Finance & accounts or the legal team for meeting statutory requirements. Statutory Process 2: Obtaining Licenses, approvals, and maintaining statutory records w.r.t Acts=2 · Bribe the statutory inspectors during their visits to the construction site to validate that construction conforms to statutory approvals · Not maintain or maintain and submit inaccurate statutory records and bribe visiting Statutory officials. . Statutory Process 3: Complying with IGST matters=5 · File return towards Inward and outward supply of MEP-related goods /services, ITC availed, output tax payable and paid under Sec 35(1) · Comply with requirements w. r. t. Imported goods or services under GST rule 56(1) · Comply with requirements w. r. t. GST payable, collected, paid, and ITC availed under GST rule 56(4) · Comply with requirements w. r. t maintaining details of suppliers and customers with their GSTN registration number under GST rule 56(5)- · Maintain record vis-à-vis inward or outward supply of MEP, design services, or inward collection of BOQ sample materials procured which are either incomplete or incorrect vis-à-vis amounts chargeable to GST or rate of GST or both MEP teams usually give details /inputs for the above to Finance & accounts or the legal team for meeting statutory requirements. Statutory Process 4: Deducting TDS-services=1 · Deduction of TDS (Tax deduction at source as per Income Tax Act,1961) at a rate different than prescribed. Handbook of the author You can read more about these 14 activities that can adversely impact business in Annexures 20B &21B and Chapter 3 of the author’s handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “
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Boosting the productivity of Architects, Interior, and MEP Designers- by developing & using Configuration tables
For efficient performing of designing related activities for large construction projects, the development and use of “Configuration tables” and “Master data tables” along with appropriate “Fields” s in design function are very crucial. This blog highlights aspects related to developing and using “configuration tables.” What are Configuration tables? The Configuration tables are primarily data tables that store information representing multiple choices that exist in business and are required to be chosen frequently by project teams and building designers, such as below. · Types of packages (e.g., civil, interior design, MEP, and further drill down within each of these packages) · Types of project organisation (Housing, Commercial, hospitality, etc.) · Types of vendors (e.g., consultants/contractors/service providers/business associates) · Types of business documents (Design brief document, sanctioned drawing, Good for construction, As-built drawing, etc.) · Types of materials /BOQ items for various works (e.g., civil, electrical, plumbing, etc.) · Types of inspection frequency for BOQ/Constructed packages (e.g., none, % sampling,100%, etc.) · Types of Inspection attributes (dimensional, metallurgical, chemical, etc. vis a vis BOQ in various packages) The configuration tables are usually created by ERP consultants when designing the overall systems for the organization, usually within the ERP systems (like SAP) or and “Customised Designed solution” as appropriate Activities to develop configuration tables: Usually, seven activities are required to be performed to develop configuration tables as below. 1 Identify the key “configuration Tables” names that need to be developed based on functional requirements 2. Assign a unique number to each identified configuration table 3. Identify the “fields” as relevant for each configuration table 4. Assign “field codes” as relevant. 5. Identify various “field choices” available for each field. 6. Assign “field choices” as relevant. 7. Design and Populate the contents of configuration tables having columns as proposed below · Col 1. Key function · Col 2. Configuration table number · Col 3. Description of “Field” · Col 4. “Field” number/code · Col 5. The Field choice description · Col 6. Choice code (as applicable) Active dialoguing is needed among designers (Architects, Interior, and MEP Designers) and the IT and systems team, Project functions, and other interfacing functions for designing the contents of respective Configuration table tables. This is because “Field choice,” though designed by a specific function, is often used by many functions besides design functions for enhancing the efficiency and effectiveness of functions. Illustrations of contents of configuration Tables One illustration for each design function is captured below. The code numberings (for configuration table, field, and field choices) mentioned in the below illustration are simply for an easier understanding from a digitalization perspective. They can be changed 100% at organization’s absolute discretion. Coding schemes are usually configured by the ERP vendors/software solution providers. More details about coding schemes are included in chapter 9 of my book. . Key function Configuration Table Number assigned. Description of Fields in the configuration table and No tables with code range Field number Field Choices Abbreviation for Field Choice Designing of Architecture of buildings CT211 Type of packages in Civil works F501 Structure A01 Civil works A02 Façade A03 External development A04 Softscape A05 and so on AXX Designing of Interiors of buildings CT221 Type of packages in Interior design works F531 Finishing B01 Furnishing and Fixtures B02 Interior design equipment B03 Artworks B04 And so on BXX Designing MEP and Engineering services CT231 Type of packages in MEP works F556 External electricals C01 Internal electricals C02 Air conditioning C03 Plumbing C04 Firefighting C05 Fire protection C06 Lifeworks C07 Fuel supply C08 Sewage treatment C09 And so on xx Architects, Interior designers, and MEP designers can identify and develop many more configuration tables based on the above illustration. The number of configuration tables can be expanded to as required, say, @10 for each design function depending on the size /complexity of the project or organisation. Similarly, the number of field/field choices can be expanded out of more fields listed in Annex 1F in the handbook. Activities that can adversely impact business. Inaccurate fields and field choices configuration while developing/populating the configuration tables. Undiligent selection of “field choices” by the building designer, leading to inappropriate design of Architect or Interior or MEP. Not updating configuration tables in design functions promptly as and when changes occur in fields/field choices or additions/deletions take place in the number of packages vis a vis relevant function. Continue using conventional design methods rather than effectively using configuration tables (usually residing in ERP –modules) by not integrating ERP software with “Design software.” . Handbook of the author You can read more about the 21 activities(@7/function) that can adversely impact business as summarised below from chapter 5 of the author’s handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “
How to assign Roles to Architects, interior, and MEP designers systematically? -An Illustration
This blog aims to provide essential insights into the process of assigning roles to designers vis a vis 225 identified core design activities performed by designers as summarised below and included in the handbook mentioned at the end of this blog. · By Architects=118- For designing Design of structure+ Architecture+ Façade+ external development +softscape works · By Interior designers =37 -For designing Finishing works +Furniture, fixtures, and equipment for interiors +Artwork · By MEP designers =70 -For Electricals (external and internal) +Airconditioning and Basement ventilation works This requires a basic understanding of four concepts as highlighted below i)Segregation of duties (Abbreviated as S-O-D) to avoid conflict of roles ii)Development of Authorisation Profiles or simply called profiles in this Handbook iii) Understanding the concept of roles iv) Attaching Profiles to Roles Four concepts i)Segregation of duties S-O-D: The aspects related to S-O-D have been covered in one of the earlier blogs on my website and hence are not being duplicated (please refer to https://www.ethicalprocesses.com/blog_detail/49 ). Implementing S-O-D can enable avoiding conflict of roles amongst designers at different levels. ii)Development of Authorisation profiles -Accessing Core activities -1 illustration The author proposes developing five authorization profiles for performing each core activity, and illustrations are given below It is suggested that, for each design activity (within each design stage), there must be a distinct option to choose from any one or combination of the following five activities · Create or initiate the design activity e.g., initiate concept design or draw sanction drawings or make a tender, and so on) · Edit or modify the above design activity · Delete the above design activity · View the above design activity · Approve the above design activity An illustration for the “Design of Architecture function”, is captured below in a tabular form with a suggested profile code numbering scheme (given in the handbook, chapter 9 and hence not covered here), which of course, can be changed by the reader at their absolute discretion. Function: Design of Architecture Name of Core process vis a vis activity for SOD development: Design of Structure Design Activity Description: Developing Concept designs and schemes (based on design calculations of PCC/Reinforcements requirements based on a factor of safety/Earthquake zone etc.) and using software like STADD or ETAB. Risk Classification for accessing this Core Activity: High. Profile numbers Proposed for accessing this Core Activity: PC02001 to PC02005(Compiled in Annexure 30A in the book mentioned below) Description PC02001 PC02002 PC02003 PC02004 PC02005 Key “Rights” vis a vis this activity (RHS of this row) Column 1 Create or Initiate Column 2 Edit/ or Modify Column 3 Delete Column 4 View Column 5 Approve Column 6 Function assigned Name (RHS of this row) (Design of Architecture (Design of Architecture (Design of Architecture (Design of Architecture (Design of Architecture Team assigned Number & name(RHS of this row) T-5 Architect For all areas T-6 Functional Risk Coordinator T-6 Functional Risk Coordinator T5 ArchitectFor all areas and other designers T-7 function head Employee Level Proposed (RHS of this row) Middle Higher middle middle Higher Position who can Perform (RHS of this row) Sr. Mgr. GM Sr. Mgr. Mgr. Project Head Thus for 1st illustrated design activity, 5 Profile numbers have been generated using the SOD concept as PC02001 to PC02005 to each set of Combination of Function +Team+ Level +Position vis columns 2,3,4,5 & 6, respectively. Team name, Positions & levels mentioned in this table are hypothetical for simple understanding of readers and can be suitably modified at the absolute discretion of the organisation Interior & MEP designers can directly develop similar tables per the above illustration for all other packages. Such development of profiles is to be completed for each of the 225 design activities as identified in the handbook. It implies developing 1125 authorization profiles (@5x225 activities identified). However, before assigning rights /functions/levels/positions to each profile, each of the 225core design activities must be thoroughly studied and individually classified as having High, Medium, or low risks as per methodology given in a separate chapter 10 of the handbook and illustrations in annex 13C The Number of activities can be much higher or enhanced as required based on the size of construction projects and design organisation. Thus assuming 400 design activities in each of Architect, Interior, and MEP design functions, 2000 profiles per design function (@5 profile per activity, i.e., @ 2000 profiles for each of 3 design functions totaling 6000 profiles, i.e., PC02001 to PC08000 as captured in the book. iii) Understanding the concept of “Roles” Roles mean what a particular professional (here a designer) is authorised to do as per a few examples below. · Developing a concept design is one simple role say simple role 1 · Simply drafting or generating drawings is another simple role say simple role 2 · Developing sanction drawings for statutory approval is another example of a simple role say a simple role 3 · Integration of designs say with MEP design is another role, which is a relatively complex role say a complex role 1 · Developing detailed design and also making tenders is an example of the complex role say a complex role 2 Based on the earlier tabulated illustration, the configured, “Authorisation Profiles” PC02001 to PC02005 so developed can be attached by the HOD-Architect function to simple “Roles” (with the help of the IT/ERP team) depending on the roles planned at the granularity level. Once all the 1125 authorization profiles have been developed (or higher say 6000 profiles as stated above), attachment of these profiles to various roles is proposed to be done in three steps as below, particularly when the design organisation is operating in highly digitalized/ERP environments. Thus, a role can have one or more combinations of profiles (out of 1125 profiles for 225 activities or 6000 expanded profiles) attached to it, to be called a “Simple or complex Role”. iv) Attaching Profiles to Roles Although the number of profiles can run into thousands (as mentioned above), the number of designers in organisations is limited. It is, therefore prudent that before the final attachment of profiles to roles, thorough testing is done to see that design activities are carried out smoothly based on competency assessments at different hierarchical levels & positions who will perform such roles. The steps are: a) Attach profile to roles in “Development computer server” b) Test roles in “Test servers” by ERP teams and designers c) Upload roles to the “Production server” for implementation, after approval of testing of roles To ensure that no incompatible or conflicting authorization profiles get attached, the roles, post-testing, can be attached to the production server by following P-D-C-A (plan-do-check-act) approach Thus, the Number of roles can run into tens & hundred (as profiles may be in thousands) depending upon the following: · Size and complexity of the organization · the variety of Construction projects residential, commercial, educational, SEZ, etc · The skill level of designers · The multi-tasking role expectation of the organisation. · The technology of construction, design software, · The design organization structure and empowerment culture · Risk appetite of the company. Therefore, to enable the digitalization for developing thousands of profiles, some ERP Vendors, like SAP, offer profile generating software, wherein standards authorization profiles can be developed and attached to architects, interior, and MEP designers for carrying out design development. These roles can then be assigned to different positions, independent of the names of individuals after factoring following: · Number of teams & design functions · Number of employee levels · Types of positions in the hierarchy · Competency level associated with roles (covered in earlier blog https://www.ethicalprocesses.com/blog_detail/46) Such profile assignments can be done digitally but must be done diligently, and each role may have a multitude of authorisation profiles attached to it. Soon, please look for separate blogs that will be prepared & published for assigning roles to Architects, interior, and MEP designers (titled “Assigning access rights” for performing other activities, such as statutory activities, accessing master data tables, and so on. Handbook of the author A template illustrating assigning access rights to activities is included in chapter 11 (annex 26C) in the handbook of author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “
How to develop a Quantification model to determine Risk Scores in design activities
How to develop a Quantification model to determine Risk Scores in Design activities & a way forward to minimize Risk ScoreList of activities performed by Architects, interior & MEP designersBelow is a list of 225 activities usually performed by designers (for a typical mid-size construction project) during various design development stages.Architects: 118 design activities identified (For the design of the structure=7, building architect=65, Façade=22, external development=12, and softscape=12)Interior designers: 37 design activities identified (For the design of finishing works, fixtures & equipment, and artwork)MEP designers: 70 design activities identified (For External &internal electricals=32 and Airconditioning using VRV and basement ventilation=38)A brief narration of these 225(118+37+70) design activities can be seen in annex 21A(2),21A(3 )&21A(4) respectively at the website https://www.ethicalprocesses.com The number of activities can be more or less than 225 at the discretion of designers/organisation, depending on the type of organisation structure, project size, number of design packages and software used, etc.Types of Risks in the building design processes (Architecture or Interior or MEP)Following are the 6 (six) types of critical risks that can occur in case design is not performed correctly or diligently or by inexperienced designers.1. Not meeting customer’s requirements2. Quality of building attributed to poor design causing occupant dissatisfaction3. Safety of building, e.g. Earthquake, fire hazards, etc4. Not meeting building codes or zoning regulations, or environmental requirements related to pollution, sewerage disposals, etc 5. Project Cost overruns and leading to non-competitiveness and funds constraints6. Delays in construction and Project delivery due to design errors needing reworks How to determine risksThe ultimate objective of risk assessment in design functions is to prevent risk occurrences by initiating countermeasures for avoiding risks.The activities to assess risks includei. Designate Risks Assessment team (CFT-Cross-functional team)ii. Identify aspects that can contribute to core activity level riskiii. Design a risk assessment template for the core activity leveliv. Software programming of risk templates. v. Populate the “Risks” template by the design functions in consultation with CFT Proposed Quantification Model for risk assessment -The quantification template will be populated by assessing the impact on the following in case design activities are performed incorrectly or without due diligence.The impact is to be ascertained on the following scales. i) The severity of impact in case of risk occurrence (10-point scale)ii) Detectability stage of risk being found out (10-point scale)iii) Occurrence -the likelihood of risk occurrence (10-point scale) The severity score: Determined based on 10 a point scale based on impact /adverse implications on aspects as below:i)Severity - adverse impact on:a) Profitabilityb) Statutory compliancec) The strategic value of the company/company image affects customer retentiond)Financial statement accuracye) Reliability/effectiveness of the design process being assessed Assigning severity scores· One is the lowest adverse impact on business.· 10 being the highest adverse impact on businessii)The detectability score: Determined based on a 10-point scale based on the detectability of adverse impact at which stage as below:Detectability stage (any 1 of 5 stages)· Stage 1) At the very 1st stage, i.e., by the designer himself/herself while initiating or creating the design · Stage 2)At the design review /peer review or approval stage within the design function or outsourced consultant vetting design · Stage 3) At the subsequent process/intermediate stage, e.g., the construction stage of the building · Stage 4) At the corporate (or in-house audit by the Project head) stage within the organization· Stage 5) At the customer end after the handover of the building area (outside the organization) Assigning detectability scores· One is the lowest adverse impact on business (eg. Detection at Stage (a) above· 10 being the highest adverse impact on business (eg. Detection at Stage (e) above iii) Occurrence /likelihood score: Determined based on a 10-point scale based on design activity going wrong considering below cumulative factors:a) Skill level of the designer performing an activityb) Segregation of duty for activities/role confusionc)Completeness of execution of design activityd)Validation at each stage of the design activityd)Correctness of source data (e.g., customer requirements, Quality standards, statutory requirements)e) Adequacy of internal controlsf) Robustness of systems and updated SOPg) Authorisation norms for design activities creation, editing, deleting, viewing, and approvalh) Designing Process Logic correctness/accuracy of design assumptions i) Other aspects: the complexity of business, change management, ethicsAssigning occurrence scores· 1 being very low i.e.least number of causes from the below list· Ten being extremely high, i.e., a large number of causes from the below list Determining Risk score For this Impact, the exposure matrix is to be developed based on the score to be computed as per the methodology below:· Determining Impact score on a 100 Point scale (based on multiplication of score at (i) &(ii) above as per activity· Determining Exposure score on a 10 Point scale (based on the score at (iii) above as per activityIn case, according to the design team, any of the activities marked as a), b), c), and so on onwards in points i), ii), iii) in the templates that influence the score -determination are not relevant/not applicable, the same need not be considered for scoring. Illustration Template for one Key Core Process: The below illustration is based on design activities performed for one package, i.e., “Designing of the building structure,” but precisely 100% of the same template/model can be adopted for assessing risks vis a vis any package in Design of architecture or Interior design or MEP designActivity vis a vis Core ProcessIn “Designing of structure. “ Impact scoreOut of 100Exposure scores out of 10Risk Classification LevelDeveloping Concept designs and schemes(Based on design calculations of PCC/Reinforcements requirements based on a factor of safety/Earthquake zone etc.) and using software like STADD or ETAB.Say above 75Say above 8HighVetting of design by proof consultantSay above 75Say above 8HighDeveloping GFC and specifications for various structural elements like capturing TMT bar sizes, RMC, etc. for various structural elements say 50 to 74Say 5 to 8MediumPreparing Tender (covering Tender drawings and specifications, technical specifications, Material brands, Quality standards, and so on) say 50 to 74Say 5 to 8MediumIssuing Structural stability certificateSay above 75Say above 8HighMaking Cost estimates for structureSay above 75Say above 8HighIssuing “As-built drawings” after the structure is complete and approved.Say 1-49Say 1-4lowAnd so on in case of more number of design activities The impact scores or exposure scores indicated in the above template are hypothetical and only for the reader’s understanding. The scores may vary considerably as per the actual situation at the designer's end based on the type of construction project, design software, and organisation. Way forward to Minimize the Risks Score · Engaging professionally qualified designers· Ensuring design activities incorporate national &international quality standards· Reviewing design activities from health & safety perspectives before approving· Ensuring transparency (amongst designers) of design calculations· Applying good design practices· Using licensed software· Building internal controls to prevent giving and taking bribes· Developing and following SOP· Developing profiles at the granularity levels· Attaching profiles diligently· Implementing S-O-D (Segregation of duties) concepts while assigning roles· Assigning roles judiciously based on competency· Encouraging self-audit by designers· Continuous competency enhancement of designers at each level· Introducing performance measures through KPI Handbook of the author A template illustrating risk classification as High, Medium, or Low at the core activity level is included in chapter 10 (annex 13E) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “
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Enhancing the productivity of Architects, Interior, and MEP Designers- by developing & using master data tables
For efficient performing of designing related activities for large construction projects, the development of master data tables along with appropriate “Fields” s in design function is very crucial.The “Fields” in such tables are selected by designers but configured with the help of IT/ERP consultants while designing the overall systems for the organization.The master data tables need to be configured within the ERP systems (like SAP) or “Designing software” as appropriate, by whatever name so-called in the “Designing software.”This blog includes the following aspects vis-a-vis master data tables:· A) What is a field· B) 5 (five) Activities to develop master data tables that contain fields· C) 676 (six hundred seventy-six) fields that have been identified for different functions in the real estate industry· D) 6 (six) Illustrations for developing the master data tables· E) Activities that can adversely impact business This blog is intended to enhance the understanding of the Architects, Interior, and MEP designers to appreciate the significance of using Master Data Tables diligently to eliminate the multiplicity of efforts that, otherwise, designers will have to put in. A)What is a “Field”The master data tables contain “Fields” which carry important information, such as in the below examples given in the context of design functions:· Drawings and technical specifications, including that of BOQ. Fields are unique for each design works package like structure, architecture, Interior design package, MEP· Scope of work - Line items- unique for each design work package like structure, architecture, façade, etc.And many more (109 fields have been identified for design function as mentioned in the following paragraph) B)Activities to develop Master data tables: Usually, 5 activities must be performed to develop master data tables as below.1 Identify the key “Master Data Tables” names that need to be developed based on functional requirements 2. Assign a unique number to each identified master data table 3. Identify the “fields” as relevant for each Master data table4. Identify the “field codes” applicable to these tables for digitalization5. Design and Populate the contents of master data tables having columns as proposed belowCol 1. Key function Col 2. Master table’s proposed nameCol 3. Proposed table numberCol 4. “Field” name/descriptionCol 5. “Field” code Col 6. “Field” value (as applicable) Active brainstorming is needed among designers (Architects, Interior, and MEP Designers) and the IT and systems team, Project functions, and other interfacing functions for designing the contents of respective master data tables. This is because “Fields,” though designed by a specific function, is often used by many functions, besides design functions such as construction project function, Project quality management function, and commercial functions (as shown below) for enhancing the efficiency and effectiveness of activities in different functions. C) 676(six hundred seventy six) Fields identified -function-wise summary i) Fields directly applicable to Construction Project functions=428 (Listed in annex 1F,1G of handbook named below) · Land buying & Selling =16· Designing of Architecture of buildings =27· Designing of Interior of buildings=23· Designing MEP & Engineering services=59· Appointing Project Consultants & Contractors=50· Construction of Buildings=50· Green Building Certification=7· Quantity Survey (QS) & Measurement=37· Project Material Management=35· Project Quality Management=55· Legal & Secretarial=9· Project Completion=15· Selling of Constructed Areas=45. ii) “Fields” common for all functions =98 (Listed in annex 1A of the handbook named below) (e.g., company type, name & code, category of Project name, location and code, employee name, code etc.)iii) “Fields” directly applicable to Management functions=107 (Listed in annex 1B of the handbook named below)· Finance & accounts=50,· Corporate services=25,· Legal & secretarial =16,· IT/Systems=16 iv) “Fields” directly applicable to other support functions =43 (Listed in annex 1C of the handbook named below)· Human resource=29· Administration=14 Total number of “Fields” applicable in real estate industry functions =676 (428+98+107+43)The “676 fields” above are just illustrations; these can run into several hundred. “Fields” can be planned and increased by Architect, Interior, and MEP designers or other interfacing functions, as required, as per the size of the organisation, number of projects, and complexity of the projects.D) 6 (six) Illustration of developing master data tables and “Fields.”A few illustrations of the contents of Mater data tables in three design functions are as below, along with a few identified “fields”: Name Design FunctionMaster data table name“Field” name“Field” Value @Architecture1. Drawings/specification master-Packages in Civil works Drawings and technical specifications - Civil Building works package, including BOQ Drawings and technical specifications - Facade works package Drawings and technical specifications – landscape works package Created or initiated by Date of creation And so on more “Fields” 2. Scope of work Master -Packages in Civil works Scope of work - Line items -Structure work packages Scope of work - Line items - Civil Building works packages Scope of work - Line items - Facade works packages Created or initiated by Date of creation And so on more “Fields” And so on more master data tables Interior design1. Drawing/specification master packages in Interior Design List of Drawings and technical specifications for the scope of work, including for BOQ -Finishing works Drawings and technical specifications -Furnishing &fixtures Drawings and technical specifications – Equipment e.g. Gym, bathroom related, etc. Drawings and technical specifications -Art work. Props etc. Created or initiated by Date of creation And so on more “Fields” 2. Scope of work Master -Packages in Interior design works Scope of work - Line items in Finishing works Scope of work - Line items in Furnishing and Fixtures. Scope of work - Line items in -equipment Scope of work - Line items in Artwork Created or initiated by Date of creation And so on more “Fields” And so on more master data tables MEP design1. Drawing & specification master -MEP packages List of Drawings and technical specifications for the scope of -including for BOQ -External electrical works Drawings and technical specifications -internal electrical works Drawings and technical specifications – Air-conditioning &VRV works Created or initiated by Date of creation And so on 2. Scope of work Master -MEP packages Scope of work - Line items in external electrical works Scope of work - Line items in internal electrical Scope of work - Line items in -equipment Scope of work - Line items in -Airconditioning &VRV works Created or initiated by Date of creation And so on more “Fields” And so on more master data tables Note: @ indicates that the “Field” values need to be populated by the respective Architect, Interior, and MEP designer as these are variable from project to projectE) Activities that can adversely impact business.· Inappropriate selection of “Fields” in the Master Data Table or and having overcrowding of “Fields” making retrieval of required information difficult · Inappropriate populating Master data tables in three design functions inaccurately vis-à-vis applicable “Fields” and their Values *· Authorised designers collude and make circular changes in “Field” values in the Master Data Tables and, after executing transactions /performing design, restore original “Field” description values. *· Simultaneously, disabling the audit trails by a designer to suppress the circular changes from the management, auditors, or statutory authorities and provide undue benefit to the business associate or team member. * · Not updating master data tables online as and when changes occur in specifications or scope of work vis a vis various “Fields” or addition/deletion of various “Fields” takes place.· Inappropriate authorisation of master data table and the “Fields” therein.· Not implementing the SOD-Segregation of duty concept for approving master data tables. The above-listed activities marked* reflect activities that can also have adverse statutory implications. You can read more about the 15 activities (@5/design function) that can adversely impact business as summarised above from chapter 6 (and annex numbers mentioned above) of the author’s handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “
Developing KPIs for Functions of Design of Architectural, Interior designing, and Design of MEP.
A KPI for a function is a measurable value that demonstrates how effectively a function is meeting organizational objectives. KPI needs to be specific, measurable, realistic, and communicated to concerned key functional team members to accomplish. How to develop KPI For developing a robust KPI system,11 business activities are considered essential in each of the 3 Project design and engineering functions as below. · Sharing of corporate targets like Sales nos, Revenue and Construction costs & Completion targets with HOD of Design of Architectural, Interior designing, and Design of MEP · Design of format/contents of KPI with inputs from CEO/MD · Identify important KPI for each of the 3 design functions based on corporate objectives and external influences like customer demand or & competitors’ offerings or & economy or &statutory considerations · Proposing initial KPI Targets and Measures by HOD of design functions · Reviewing, modifying, and approving the respective design team’s KPI by CEO/MD · Putting up measurement systems in place like reports /dashboards · Converting each functional KPI into KRA-Key result areas of functional team members at different levels i.e. § Higher level: directors-, HOD/Chief designer, General managers-GM, and so on as applicable § Middle level: senior manager-sr. mgr, manager, and so on as applicable § Lower level: assist. manager/junior mgr., staff, and workers so on as applicable · Monthly capturing of actual accomplishment of KRA by respective teams in templates · Periodic review of Actual accomplishment of KPI vs Target · In exceptional cases, reviewing, updating, and resubmitting KPI to CEO/MD · Compile Level-wise Actual vs Target of KRA and forward updated reports to the HR team for subsequent annual performance appraisal system at each level. Suggested Template for KPI -An Illustration Based on the above, a template with 9 columns and 20 rows is proposed below for the 3 Design functions which can be populated by the HOD of Architect, Interior design, and MEP design respectively S.no Suggested KPI Measure of accomplishment UOM % Weight- age Target Actual Score earned based on col 7/6x5 Remarks 1 2 3 4 5 6 7 8 9 1 No of the projects for which Architectural, Interior, and MEP designs were commercialized successfully New projects commercialized Nos 5 Approval of Sample flat or mockup unit by potential customers leading to booking 2 Benchmarking of competitor’s projects Site Visits to Sample apartments or & completed Construction projects to gather unique project features Nos 5 Presentation to Promoters of the features and our plans to offer even better features in design plans 3 Mockup unit Development costs Costs include: i)Direct -pro-rata costs of dedicated manpower for Architecture, Interior design, or MEP functions + ii)Outsourced consultancy iii)Mockup unit -costs of BOQ -local+ imports (excluding Interior design & MEP) + iv)Costs of consumables+ v)Costs of manpower for the construction of mockup+ vi)Dedicated Software+ vii)Travel costs directly related to Project+ viii)Rework costs+ viii)Surplus BOQ samples that are unusable Excludes -manpower engaged in supporting existing models Mockup/sample room costs Rs or USD/Project or Rs /USD 5 4 Timeliness -for preparation, release & approval of design works vis a vis Developing Concept design On-time release - score on a 5-point scale, with five being excellent /delightful & 1 being poor score 5 From the Start of Go ahead given by the promoter for designing the specific Projects 5 Timeliness -for preparation, release & approval of design works vis a vis Developing Schematic design As above score 5 6 Timeliness -for preparation, the release of design works for obtaining Sanction design from statutory authorities (This KPI may not apply to Interior design) As above score 5 7 Timeliness -for preparation, the release of design works vis a vis detailed Design-Based on statutory approvals including RERA/Statutory body as applicable As above score 5 8 Timeliness -for preparation, comprehensiveness, and release of Tenders vis a vis technical design aspect, including designs/technical specifications · Structure works · Civil works · Façade works · Landscape Works-Hardscape · Landscape works-Softscape · Interior design -Finishing · Interior design -FFE works · Interior design -Artwork · MEP-Electrical works · MEP-Airconditioning works · And so on As above score 5 9 Timeliness -for preparation, comprehensiveness, and release of Target/estimated Project Costs in Rs or USD & or Rs or USD/sqft including (BOQ+ Labour+ direct construction variable costs)- As above score 5 Package-wise costs along with assumptions to be prepared. 10 Timeliness -for preparation, comprehensiveness, and release of design works vis a vis Working drawing/GFC (Good for construction drawings) As above score 5 11 Timeliness in obtaining statutory approvals (Before or during construction) such as below but not limited to: Zoning plans, Building /site plans & drawings, building height clearances, In principle approval for BOQ material specification of the works to be constructed & many more, including Structural design safety certification As above score 5 12 Comprehensiveness & accuracy of technical specifications & designs in tenders As above score 5 13 Technical support to in-house purchase and contracting teams in selecting consultants and contractors and incorporating clauses in their agreements w. r. t. their scope of work, specifications, and deliverables As above score 5 14 Quality of designs causing delays in project execution due to inadequacy/rework of designs vis a vis various packages for Architecture, Interior designing, MEP works vis a vis each package mentioned earlier As above score 5 15 Rendering Support to Project construction team +Contractors during construction for issues related to constructability of design and drawings As above score 5 16 Rendering support to the QS team for carrying out measurements of all related works vis construction packages including bills for substitute/extra materials As above score 5 17 Accuracy in the passing of outsourced consultant’s/service provider’s bills vis a vis deliverable in agreement As above score 5 18 Timeliness for release of: - As-built drawings & design - Revised Project costs vis a vis target As above score 5 19 Timeliness in obtaining statutory approvals-post construction such as below but not limited to: · Deed of declaration for actual area constructed · Occupation certificate, · Completion certificate etc. (This KPI may not apply to Interior design) As above score 5 20 Cost reduction/Value engineering in BOQ Savings in Project cost Rs or USD 5 Total 100 * Notes: * Total score earned of all KPI parameters can be computed and used in annual appraisal/ promotion etc · 80-100=Excellent · 60-80= very good · 40-60= average · 20-40= below average · Below 20=Poor How to populate the KPI template i)Here each row represents a KPI parameter (along with the unit of measurement) with a score @5 for each KPI (as an example for simplicity) thus adding up to a total KPI Target score of 100 mentioned in column 5 of template ii) Basic inputs for computing actual accomplishment vis a vis each KPI are given in the last column iii) The values for the targeted KPI and actual accomplishment, are to be filled in columns 6 & 7 respectively iv) Thereafter score earned to be determined as: The actual value in column 7 ……………………………………… X weightage score in column 5 Target value in column 6 eg. For the 1st KPI in row 1 is no of projects commercialized with values as below Target =10 (column 6) actual= 9 (column 7) weightage=5 (column 5) Score earned will be = 9/10 x5=4.5 v) Likewise score earned of each KPI to be computed in 20 rows and say it works out to be = 85 vi) The total score earned as above can serve as one of the relevant qualitative inputs for performance appraisal. This score will classify as an excellent category as the assumption mentioned at end of the table vii) The HOD of Architecture, Interior design or MEP functions can make modifications, to the number of KPIs, and their description vis a vis this template in consultation with the Project head, CEO, and MD viii) Likewise, HOD of Architecture, Interior design, or MEP functions assign different weightages to the KPI parameter listed in rows, instead of keeping 5 as mentioned in the above illustration but the total of all KPI must add up to 100 in column 5. viii) Suggest separate sheet to be prepared for Residential, commercial, hospitality, and other projects ix) KPI can be developed by teams of Design of Interior and MEP functions based on a similar approach KRAs- or Key result areas While KPIs are applicable at the functional level, KRAs are applicable at the individual levels within the function. KRA can be driven by KPI, and the scoring method can be similar to KPI.KPIs need to be separate for different levels, and positions within each design function. Therefore the number of KRA parameters can vary from level to level and positon to position depending on competence, role assigned to each design team member, and design package.The overall score earned on KRA can provide meaningful inputs for developing a robust performance appraisal system based on the weighted average scores for the following:i) Quantification score as computed in this blog based on KRAii) Qualitative score based on (applicable competencies to the level ) demonstrated by designer vis a vis 36 competencies identified (please refer to an earlier blog dated 1 st July 22) Activities that can adversely impact the business while developing KPI § KPI parameters are non -comprehensive due to the following: § Not aligned to Corporate Objectives § Contain primarily transaction-related mundane indices § Measures of accomplishment are deliberately kept vague and not merit-based leading to the scope of manipulation § Percent weightages assigned to each KPI are biased with ulterior objectives of influencing outcome vis-à-vis performance perspective. § Targets Set are biased (too stretched or too loose) to reprimand or favor specific team members or specific levels of employees, leading to demotivation/dissatisfaction. § The actual measurement carried out is captured inaccurately or manipulated. § Making circular changes in the KPI Targets or actuals during the performance review period and restoring original values, with ulterior motives and simultaneously disabling the audit trail to prevent detection. § In the workflow/embedded software (that enables accessing of KPI) incorporating incorrect indices vis-à-vis management-approved KPI indices by not exercising prudence leads to mistaken capturing of % Weightages or Targets Detailed about business activities to be performed for developing the KPI are included in chapter 18 (annex 42B) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services
Avoiding conflicting roles amongst Architects, Interior and MEP designers
For carrying out various design function-related activities, the process of assigning user rights to core design activities, particularly in IT environments, is complex. If Architects, Interior Designers, and MEP designers are assigned rights injudiciously, there can be conflicting roles as per a few illustrations below. Few Illustrations of conflicting role assignments in Design functions are tabulated below SNo Design Activity Description Architect Assigned Say employee code Interior designer Assigned Say employee code MEP designer Assigned Say employee code 1 Initiate or /create or design development activity at the Concept design development stage EA001 EI001 ME001 The same designer approves the Concept design without any peer review or higher-level designer EA001 E1002 ME001 2 Initiate or /create or design development activity at the Schematic design development stage EA002 EI002 ME002 The same designer approves the Schematic design developed without any peer review or higher-level designer EA002 E1002 ME002 3 Initiate or /create sanction designs/drawings for submitting to the regulatory body EA003 Not applicable ME003 The same designer approves the sanction designs/drawings developed without any peer review or higher-level designer and submitted to the regulatory bodies EA003 Not applicable ME003 4 Initiate or /create detailed designs/drawings based on statutory approvals EA003 Not applicable ME003 The same designer approves the detailed designs /drawings without any peer review or higher-level designer EA003 Not applicable ME003 5 Initiate or /create Tenders with technical and commercial terms EA004 EI003 ME004 The same designer approves the Tender without any peer review or higher-level designer EA004 E1003 ME004 6 Estimating costs of the entire building based on various Bill of quantities EA004 EI003 ME004 The same designer approves the project cost without any peer review or higher-level designer E004 EI003 ME004 7 Initiate or /create “As build designs/drawings” EA005 EI004 ME005 The same designer approves the As build designs/drawings” without any peer review or higher-level designer EA005 E1004 ME005 8 Negotiate fees and payment terms with the outsourced “Consultant” for procuring consultancy-related design services EA004 EI003 ME004 Approve the fee rate of the external consultant without involving the contracts team or finance team EA004 E1003 ME004 9 Certify & Approve work initiation or completion of outsourced “Consultant” w. r. t. designs and drawings EA003 EI002 ME003 Authorize payment releases for advance/other payments to outsourced “Consultant.” Against work initiation /completion EA003 E1002 ME003 10 Create” an agreement with an outsourced “Consultant” towards services EA004 EI003 ME004 Approve/release such agreement directly (without vetting of Scope of design work, terms, and conditions by project-finance or and project-legal team or and Project head) EA004 E1003 ME004 11 Make changes in the scope of the outsourced Consultant’s Consultancy work and associated deliverables EA004 EI003 ME004 Approve & release” the amended agreement to the outsourced “Consultant”. EA004 E1003 ME004 12 Make changes in outsourced Consultant fees or reimbursement rates or payment terms EA004 EI003 ME004 Approve such amendments and pass Running account (RA) bills /final bills of outsourced Consultant for payments EA004 E1003 ME004 Employee code no’s like EA001 & onwards, EI001 & onwards, ME001 & onwards mentioned above are just for simple understanding of readers and would vary based on the size of the construction company, no of projects to be designed, and design organization structure being lean or fat. Many more such conflicting role possibilities can be directly identified by readers in design functions related to Architects, Interior Designers, and MEP. In some design functions, with a very lean design organisation, the same designers perform design activities for Architects or & Interior Designers or & and MEP designs. Implications Assigning conflicting roles, can trigger colluding of designers with outsourced consultants or contractors, or project team members, and compromising of the cardinal principle of "segregation of duties" leading to:· Design deficiencies. · Adverse impact on project costs or construction quality or not meeting customer requirements or project completion timelines.· Statutory non-conformances Suggested approach – Assigning roles based on Segregation of duties The roles assigned to any designer need to be such that these are appropriate to the designer’s position/level, skill, and competence. The roles are to be assigned so that the cardinal principle of segregation of duties is followed to ensure that there are no conflicts of duties or incompatibility in roles. The activities proposed are as below: 1. Identify Parameters for developing the S-O-D (Segregation of Duty) template for Assigning Access Rights to Core design processes and their activities 2. Design SOD templates for assigning access rights to core design processes and their activities based on the parameters identified.3. Software programming of SOD template for assigning access rights for core design processes and their activities4. Populate the SOD template with “Access rights” related activities for core design processes. This includes reflecting the assigned profiles for capturing assigned profiles vis-à-vis activity for core processes5. Affecting Changes As and when changes occur vis-à-vis following for any reason, the design team reviewing and amending populated templates as above.· Changes in design functions assigned for executing core processes· Changes in core design processes· Changes in design activities · Change in hierarchy levels in business hierarchy vis-à-vis lower, medium, and higher levels· Changes in hierarchy positions of designers vis-à-vis low level, medium level, and high levels e.g.o Lower level: staff, junior/assistant manager, and so ono Middle level: manager, senior manager-sr. Mgr. and so ono Higher level: general managers-GM, directors-Dir and so on More details and illustrations about the implementation of the Segregation of duties concept are included in chapter 11 (Templates at annex 26C,27C,28C,29C) in my handbook
Design of External works(Hardscape): Activities that can adversely impact business -Function-Design of Architecture
The design scope includes roads, paved areas, pathways, drainages, water bodies, fountains, entry drives, gates, pavilions, recreation areas, gazebos, boundary walls, external lighting areas, signages, terraces, etc.Characteristics of a Robust External development work design can be measured vis a vis:Aspects in coordination with architects &Interior designers· Designing for tasteful and functional paving · Raising playgrounds at the appropriate level · Providing outdoor recreation and Physical activity · Preservation of historical heritage · Designing all external works which conform to sanctioned/regulatory approvals· Designing for Efficient utilization of space in the landscape area· Designing Patios, deck designs, fencing, boundary walls, pavers, concrete works, pebbles, and safe Driveways· Designing Lawn Furniture which is weather-proof · Provisioning of swimming Pool and Spas· Designing of Patios, Fencing, Driveways, · Designing for Ponds and Water bodies Aspects in coordination with MEP designers · Designing Ponds and Water bodies that are scenic · Create Swimming Pools and Spas that meet statutory/safety requirements· Designing Outdoor Kitchen · Proposing sustainable solutions in favour of the environment · Regeneration of polluted areas · Designing Storm-water management · Providing solutions for cleaning the soil and water · Use of lighting as a powerful toolInputs that contribute to making a good design of Hardscape (landscape) design include:1 Proposing the right choice of materials, in terms of specifications while optimizing costs for the following: Types of materials for use Key specifications of building materials (as required by customers and National/international Quality standards) Stones/Marbles, Paving material, Pebbles Stones/Marbles Natural or synthetic, Overall dimensions -size, commercial name, country, thickness, colour, hardness, grain size, texture, polish ability, chemical properties, etc. Paving material Shape, size, thickness, compression strength, and coefficient of friction to prevent skidding Types (e.g., Asphalt, Concrete, albed, asphalt mixture, asphalt binder, etc.) Structure steel, low alloy steel, Stainless steel, etc Tensile strength, yield strength, elasticity, hardness, ductility, strain, toughness, and so on Wooden size, colour, luster, grains, content, hardness, density, shear resistance, and so on Aluminum strength to weight, air tightness, heat deflection, corrosion resistance, appearance, and so on plastics materials Strength, fire resistance, weather resistance, durability, size, colur, chemical resistance, thermal resistance, Signages Material type (steel, aluminum, plastic, glass, etc.), size, strength, type of lights, colour, language, etc. And so on 2. Incorporating, in Hardscape-related design & drawings, good practices for construction or & installation of the following as per applicable Quality standards: · Construction of irrigation & drainage system, subsoil drainage.· Construction of sculptures, water bodies · Laying of turf · Developing Golf areas · Installation, testing & commissioning of signboards, streetlights, night lighting unique fixtures, etc.· Constructing external walls · Controlling vehicular traffic · Paving slabs· Surfacing of gravels· Laying of Kerbs and stones· Construction & erecting structures · Providing inputs to the Architects, softscape architects, Interior designers, and MEP designers for integration of all designs across the project · This may require using design software such as Idea spectrum Realtime landscape pro, NCH software dream plan, smart draw, etc., and other software options Five stages for developing the design of hardscape/external development Design activities vary considerably from company to company, but generally, there are five stages to designing the Hardscape as below. Whatever designing processes and software are used, designing must result in developing Robust designs by accomplishing the following:· Build designs that are comprehensive, accurate· Contributes to building quality in construction by incorporating national and international quality standards in BOQ/material specifications and construction processes· Integrates statutory and safety requirements (if applicable) in the designs and drawings · Optimise project costs· Enables efficient delivery of designs & drawings · Incorporates maker-checker step in each design stage through the implementation of segregation of duties concept The five stages are:Usually, there are 5 stages for designing hardscape/external development works as below. · 1 Develop Concept designs · 2 Develop a Detailed design· 3 Develop Tenders (Technical design aspects· 4 Estimating Costs· 5 Issuing As-built drawing This may require using design software such as AutoCAD, Autodesk Revit, etc., and other software optionsIn the below-listed activities, those marked *reflect those activities which can have adverse statutory implications. Stage 1 Activities that can adversely impact business · Not obtaining or and not incorporating inputs (like visioning for different types of rooms, halls, recreation areas, gazebos, restaurants, paved areas, pathways, water bodies, fountains, entry drives, gates, pavilions, boundary walls, lighting areas, signages, terraces) from functions into building Hardscape design· Using unlicensed software while developing a concept design for Hardscape. · Not vetting the concept and detailed design/making compromises while vetting Hardscape, in collaboration with, inhouse or outsourced Hardscape consultant, by skipping or compromising on important designs and drawings aspects such as below. Vis a vis Hardscape Features: · Tolerances on material specifications and Workmanship· Statutory code-related requirements for Hardscape. * · National and international standards for quality · Raw Materials (hardware, glazing, stones, claddings, etc.) sizes and specifications · Quality requirements and suggestive gauging· Hardscape safety requirements* · Bribing mandatory Agencies which approve the Hardscape relevant for issuing compliance * Stage 2 Activities that can adversely impact business · Design intent not aligned to approved concept design.· Hardscape detailed drawings, not comprehensive vis a vis site plans/drawings with dimensions, gradings, material, soil depth, drainage, water features, etc. or not accurate · Material specification incomplete Stage 3 Activities that can adversely impact business · In the tender, the designer/architect includes names and brands of specific materials only for pre-identified /preferred vendors of the designer/architect in return for commission/kickback from such vendors. * · The designer/architect recommends only a single source for many BOQ materials and thus leaving very few options with the project materials team to negotiate prices aggressively in return for commission/kickback from such vendors · Tender drawings not incorporating applicable quality standards for all works. · Tender drawings not incorporating applicable statutory requirements vis-à-vis applicable national/international codes w.r.t safety. * Stage 4 Activities that can adversely impact business Computing Hardscape costs based on thumb rules rather than on the first principal basis vis-à-vis following, leading to underestimating or overestimating project costs. · Skipping a few BOQ input/raw materials costs for some of the areas such as roads, paved areas, pathways, drainages, water bodies, fountains, entry drives, gates, pavilions, recreation areas, gazebos, boundary walls, external lighting areas, signages, terraces, etc· Inaccurate estimates of Cost elements such as BOQ materials used for civil works, steel, equipment, etc. both for inhouse and those in the scope of Contractor including labor component, construction, installation, etc. for all types of Hardscape elements Stage 5 Activities that can adversely impact business · The landscape designer /architect issuing “As-built drawings” for hardscape drawings that are aligned to earlier approved drawings by the project head but at variant vis-à-vis actual completed physical construction (in terms of approved plans and construction materials used etc). You can read more about the 21 activities that can adversely impact business in Chapter 1 of my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design and MEP services “
Designing of Softscape / Landscape: activities that can adversely impact business -Function-Design of Architecture
The design scope includes the following: · Selection of following and finalising the specifications of: § Trees § Plants for exterior and interior areas, etc § Ground covers § Grassing § Planters · Providing technical guidelines for planting, layouts, spacing, quantity take off, watering, and fungi-control and maintenance · Designing of Golf course and other landscape sloping or uneven areas · Providing design ideas to the Architect team for § Swimming Pools and Spas § Lawn Furniture § Outdoor Kitchens § Landscape Lighting § Watering system Characteristics of a Robust softscape design can be measured vis a vis: Architecture /horticulture-related aspects · Scenic beauty of the landscape · Contributing to air purification · Selection of Plants/trees/shrubs etc installed as per planned specifications/sizes and aesthetically appealing in various spaces · Designing for efficient utilization of softscape space in the landscape area · Introducing roof gardens · Bringing in green walls · Golf course contours and grassing quality meeting International and national standards MEP design-related aspects · Preservation of the environment · Storm-water management · Cleaning the soil and water · Use of lighting as a powerful tool · Ease of maintenance Inputs that contribute to making a good Interior design include: 1 Proposing the right choice of Trees/plants, planters, etc., in terms of specifications while optimizing costs : Types of softscape/ landscape items Key specifications of plants & trees (as required by customers and suggested by Horticulturist /designers or applicable quality standards) Trees Types (coconut palm, oak, pine, redwood, etc.), Sizes: Height, stem/trunk diameter, attached branches, canopy uniformity & fullness, leaves, flowers/fruits, etc., root, etc.) Ground covers -for areas like garden, landscape, kitchen, inside rooms, work areas Choices: Flower Colour, fragrance, charm, sizes Types: rubber, wandering Jews, betel leaf, peace lily, fittonia-spotted plant, dummies-(Ixora, herbs, anthurium, hoya), etc. wooly thyme, Irish moss, blue star creepers, Roman chamomile, lady’s mantle, Corsican mint, beach strawberries, and so on), Grassing-(cool or warm season) 1Blade – flat, narrow, sharp, pointed, rounded hair-like e, V shape, visible vein, broad 2colour/texture -soft, dense, dark green, pale green, spongy, pricky, stiff, carpet like 3 Size growth-height, bunch type, quick, slow 4 Water-frequent, average, below average 5 Cool season- few examples-Bent grass, Fine fescue, Kentucky bluegrass, Ryegrass, Tall fescue, 6 Warm season -few examples -Bermuda, centipede, Zoysia, Dichondra, St. Augustine grass, Golf course-9 holes or 18 holes Specifications of different parts of a Golf course · The tea box (teeing ground where hole begins), · fairway (30-50 meters from the hole with tight trimmed grass) · The green (where each hole is located, with cut short grass) · The rough (an area that surrounds the fairway with longer grass) · Hazards (ponds, lakes, creeks, etc.), bunkers Turf grass-durable, drought tolerant, climate-driven Turf choices (Bermuda, Bentgrass, Fescue, Zoysia, Poa annua, Rye) Planters-outdoor or indoor Types-Ceramic, plastic, wooden, concrete, nursery pots, garden-planter Urns, grow bags, window boxes, wall planters, vertical planting towers, hanging baskets, railing planters, raised beds, terrariums, globe containers, themed planters, Physical-Dimensions, shapes, colour, texture, weight, strength, weatherability, porous/drainage holes, durability, water circulation, ants proof, And so on 2 Incorporating, in Landscape(softscape) related design & drawings, good practices for planting or & installation of the following as per applicable Quality standards: · Guying and planting of Trees, and plants, Ground covers, grass · Fertilisation · Transplanting · Watering · Handling · Pest control · Fungicides control · Method of constructing Golf- course 3 Building quality in the designing process for Softscape using designing software: · Horticulturists proposing High-Quality § Trees Plants § Ground covers, shrubs, etc § Grass § Planters § Golf course § Watering system § Planting, growing, and maintenance of plants · Providing valuable inputs to other designers (architect or & interior designer, or & MEP designer) for: § Designing of swimming Pool, ponds, and waterbodies § Designing of Patios, Fencing, Driveways, § Designing Lawn /landscape furniture § Designs for Landscape Lighting § Designing for the watering system This may require using design software such as Idea spectrum Realtime landscape pro, NCH software dream plan, smart draw, etc., and other software options Five stages for developing the design of Softscape Design activities vary considerably from company to company, but generally, there are 5 stages to designing the softscape as below. Whatever designing processes and software are used, designing must result in developing Robust designs by accomplishing the following: · Build designs that are comprehensive, accurate · Contributes to building quality in construction by incorporating national and international quality standards in BOQ/material specifications and construction processes · Integrates statutory and safety requirements (if applicable) in the designs and drawings · Optimise project costs · Enables efficient delivery of designs & drawings · Incorporates maker-checker step in each design stage through the implementation of segregation of duties concept The five stages are: · 1 Develop Concept designs · 2 Develop a Detailed design · 3 Develop Tenders (Technical design aspects · 4 Estimating costs · 5 Issuing As-built drawing In the activities listed below, those marked ‘*’ reflect those activities which can have adverse statutory implications. Stage 1 Activities that can adversely impact business · Not obtaining and not incorporating inputs (like types and sizes of plants, ground covers, planters, and plants for exterior and interior areas) from property owners, sales team, and design teams functions in Building Softscape design · Using unlicensed software while developing a concept design for Softscape* · Not vetting the concept and detailed design /making compromises while vetting Softscape, in collaboration with, inhouse or outsourced Horticulture consultant, by skipping or compromising on important designs and drawings aspects such as below vis a vis Softscape Features: § Tolerances on softscape material specifications and workmanship for installation § Bill of quantities for Softscape- plants, ground covers, grassing, trees, planters, and plants § National and international standards for quality § Sizes and specifications for Softscape § Softscape safety requirements * · Bribing mandatory Agencies (e.g., green building-related) which approve the Softscape relevant for issuing compliance * Stage 2 Activities that can adversely impact business · Design intent not aligned to approved concept design · Softscape specifications/detailed drawings not comprehensive or not accurate vis a vis plants, ground covers, grassing, trees, planters, etc. · Softscape layout, spacings, and quantities w. r. t. softscape elements are neither comprehensive nor accurate · Methods for guying, watering, handling, pest control, transplanting, equipment, fungicides control and method for developing Golf course not insufficient details vis-à-vis each type of Plants, Ground covers, Grassing, Trees, etc. · Assigning the same landscape designer to develop specifications & drawings in this stage who developed concept designs in earlier design stages thus not implementing the segregation of duties concept* · Compromising specifications for the development of samples in collusion with vendor/contractor · · Stage 3 Activities that can adversely impact business · In the tender, the landscape designer/architect includes names and brands of specific materials only for pre-identified /preferred vendors of the landscape architect in return for commission/kickback from such vendors. · Landscape designer/Architect recommending only a single source for many plants, ground covers, grassing, trees, planters, and plants for interior areas and thus leaving very few options with the Project materials team to negotiate prices aggressively in return for commission /kickback from such vendors. · Tender drawings not incorporating applicable Quality-standards or specifications for all works. · Inspection requirements w.r.t. each BOQ material is not comprehensive. · Stage 4 Activities that can adversely impact business Computing Softscape costs are based on thumb rules rather than on a first principal basis, such as below, leading to underestimating or overestimating project costs. · Estimating costs related to directly bought out BOQ inputs (such as plants, ground covers, grassing, trees, planters, and plants for interior areas) by the project team and issued to the Contractor, labor component, construction, installation, etc. for all types of Softscape · Estimating costs related to BOQ inputs in the scope of the Contractor including labor component, construction, installation, etc. for all types of Softscape · Costs w.r.t. installation of plants, ground covers, grassing, trees, planters, and other landscape material is not considered Stage 5 Activities that can adversely impact business · Horticulture consultant/landscape designer architect issuing “As-built drawings” for Softscape drawings which are aligned to earlier approved drawings by the project head but at variant vis-à-vis actual completed physical construction (in terms of approved plants, ground covers, grassing, trees, planters, and plants for interior areas materials used and their layouts/quantities, etc.) You can read more about the 21 activities that can adversely impact business in Chapter 1 of my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “
Developing designers Competency matrix for enhancing the role of Architects, Interior Designers, and MEP designers
With ever-increasing expectations of the customers for excellence, growing competition, and severe pricing pressures, the demands on Building designers are significantly undergoing significant changes. From being perceived as merely technical persons, the owners and promoters of the real estate and hospitality industry expect designers to contribute significantly to help improve the profitability of the business during the design conceptualization and actual development process. This necessitated designers to develop certain skills /competencies that would enable them to deliver all-around excellence. A few important competencies that need to be acquired are compiled below for each package.1. Technical competencies (12 numbers)2. Commercial Competencies (5 numbers)3. IT/Software competencies (5 numbers)4. Legal competencies (4 numbers)5. Leadership competencies (9 numbers) Suggested competency matrix for building designers Architects Interior designers MEP designers Technical Competencies Technical Competencies Technical Competencies 1 Basic knowledge of features (such as Physical characteristics, functional and performance parameters) of different parts /components of types of architectural buildings to be designed such as Hotels, Restaurants, hospitals, educational, residential, commercial, SEZ units, factories, offices complex, etc. 2 Requisite knowledge of best design practices applicable to Architecture function 3 Core knowledge of types of Superstructures, Sub-structures, roofing, walls, floorings, and a variety of external development areas 1 Basic knowledge of features (such as Physical attributes, characteristics, functional and performance parameters) of different parts /components of types of building interiors for rooms, restaurants, halls, kitchens, dining areas, Gyms, utility buildings, and recreation rooms. 2 Working knowledge about types of furniture, fixture, and equipment required in various buildings/areas 3 Requisite knowledge of best design practices applicable to Interior design function 4 Core knowledge of the Interior designing styles like traditional, modern, and contemporary, the inspirational vision of different types of interior spaces in different areas. 1 Basic knowledge of features (such as Physical attributes, characteristics, functional and performance parameters) of different parts /components of types of buildings such as Hotels, Restaurants, hospitals, educational, residential, commercial, SEZ units, factories, offices complex, etc. 2 Requisite knowledge of best design practices applicable to MEP function 3 Core knowledge of types of MEP packages such as: · Designing Electrical — external and Internal works · Deigning of Airconditioning -Works · Designing of lighting works · Designing plumbing and water (hot and cold) supply works · Energy management works for green building · Firefighting works · Designing of lifts/elevators works · Designing of STP (sewerage treatment plant) works · Waste management works · Designing fuel storage and supply works · Designing solar energy works · Designing wind engineering works · Designing audio-visual works · Heating works · Ventilation & exhaust works · Acoustics works · Facility management works · Hospitality works like kitchen and laundry · IT infrastructure · Building automation And so on 3 The design process for different types of buildings, designing techniques, methods, stages of design development, etc 4 Crucial knowledge of developing Coordinated architectural designs and drawings to make these 1st time right and without any conflicts with Interior design and MEP works, thus avoiding expensive reworks. 3 The design process for different types of buildings, designing techniques, methods, stages of design development, etc 4 Crucial knowledge of developing Coordinated architectural designs and drawings to make these 1st time right and without any conflicts with architectural and MEP works, thus avoiding expensive reworks. 3 The design process for different types of buildings, designing techniques, methods, stages of design development, etc 4 Crucial knowledge of developing Coordinated architectural designs and drawings to make these 1st time right and without any conflicts with architectural and Interior design works, thus avoiding expensive reworks 5 Working knowledge of construction methods e.g. · Super structure-scaffolding, shuttering, roofing, etc · External works-site preparation, roads, services · Façade fabrication with Aluminium, UPVC, and Glasswork · Hardscape-irrigation, drainage, Golf areas · Softscape-Guying &planting, plants for landscape · And so on for each package 5 Working knowledge of construction methods e.g. · Wall finishes. - plaster coating, painting · Floor finishing -stones, tiles, carpets · Ceiling finishing-plaster, paint, decorative · False ceiling framework · Suspended ceiling · furniture, fixtures, equipment · Artwork of different materials · And so on for each package 5 Working knowledge of construction methods, Installing, and commissioning e.g. · Electrical works- Vacuum circuit breakers, Air circuit breakers, Cables, Panels, transformers, etc. · Internal electrical-laying conduits, wires, lamps and fixtures, and fittings, CCTV · HVAC-Air-conditioning-VRV (Variable refrigerant volume), chillers, Outdoor/indoor units · Heat exchangers, fan coil systems, valves, pumps · Ventilation works-Centrifugal fans, Jet fans, Ducting, Control systems And so on for each package 6 In-depth technical knowledge of BOQ materials (such as TMT bars, Cement/RMC, Stones, Joinery materials, wood works, steel works, Glass works, Horticulture, etc) that are used in any package that forms part of a tender such as: · Superstructure · Architect · Façade · external development · hardscape including waterworks · softscape · and so on 6 In-depth technical knowledge of BOQ materials that are part of any package that forms part of a tender such as: · Finishing materials (such as marbles, tiles, wooden flooring, wallcoverings, paints, claddings, fabrics, and linens · Furniture, fixtures, and equipment, · Artwork, · Plants & shrubs for interiors · and so on 6 In-depth technical knowledge of BOQ materials that are part of any package & to be part of a tender such as Electrical, Heating, ventilation, air-conditioning, acoustics, VAC, Plumbing, firefighting, lighting, energy management, lifts/elevators, Sewage treatment plants, fuel storage systems, solar energy works, wind engineering, audio visual, facility management, kitchen, laundry, IT infrastructure, building 7 Basic knowledge of modern designing methods techniques/software tools to enhance Architectural design efficiency 7 Basic knowledge of modern designing methods techniques/software tools to enhance interior design efficiency 7 Basic knowledge of modern designing methods techniques/software tools to enhance interior design efficiency 8 Vital knowledge of building design -quality in the design of Architecture works 9 Basic knowledge of Construction methods 10 Basic knowledge Inspection methods of each BOQ material & package/building as a whole 8 Vital knowledge of building design -quality in the Interior design works 9 Basic knowledge of construction methods 10 Basic knowledge Inspection methods of each BOQ material & package/building as a whole 8 Vital knowledge of building design -quality in the MEP works 9 Basic knowledge of installation, commissioning, and testing methods of MEP equipment 10 Basic knowledge Inspection methods of each BOQ material & package/building as a whole 11 Core Knowledge of Quality standards applicable to complete Architectural building and individual packages 11 Core Knowledge of Quality standards applicable to complete Interiors works and individual packages 11 Core Knowledge of Quality standards applicable to complete Integrated packages for building as a whole and individual packages 12 Necessary knowledge of Measuring Instruments used in/for: · Surveying -Theodolite, Universal machine, Total station Pipe & level locators, construction calculators · Laboratory—Glassware, pipettes, moisture meter, density meter, autoclave, mixer, · Metrology-height gauge precision levels, And so on 12 Necessary knowledge of Measuring Instruments used in/for: · Metrology- Callipers, micrometers · Level-Level gauges · Flow-flowmeter And so on 12 Necessary knowledge of Measuring Instruments used in/for: · Electrical -multimeter, voltmeter, energy meter · Sound- decibel meter, noise analyser · Speed-Tachometer · Temperature-Temperature sensors Commercial Competencies Commercial Competencies Commercial Competencies 1 Rate and fee /commercial terms negotiation skills for procuring samples or consultancy works 2 Cost estimation skills vis a vis each package such as Structure, Architecture, Façade, Landscape, and so on 3 Developing Budget parameters 4 Ability to generate reports/MIS from software/ERP and analyze vis a vis Budget. 5 Evolving coding schemes for BOQ etc 1 Rate and fee /commercial terms negotiation skills for procuring samples or consultancy works 2 Cost estimation skills vis a vis each package such as Finishing, FFE, Artwork , and so on for each package 3 Developing Budget parameters 4 Ability to generate reports/MIS from software/ERP and analyze vis a vis Budget. 5 Evolving coding schemes for BOQ etc 1 Rate and fee /commercial terms negotiation skills for procuring samples or small consultancy works 2 Cost estimation skills vis a vis each package such as: · Electrical works · HVAC · Plumbing And so on 3 Developing Budget parameters 4 Ability to generate reports/MIS from software/ERP and analyze vis a vis Budget. 5 Evolving coding schemes for BOQ etc IT /software Competencies IT /software Competencies IT /software Competencies 1 Working Knowledge of various Design software solutions for core designing of each type of package such as below: · STADD, ETAB, · AutoCAD, · Revit Architecture (BIM), · 3D Studio Max, Photoshop, · Fenestra, Autodesk Revit, · Idea spectrum Realtime landscape pro, NCH software dream plan, smart draw, and so on 2 Basic Knowledge of MS office 3 Ability to conceptualize and develop structure & parameters for various master data tables like: i)Drawings specifications -Packages in Civil works, ii)Scope of work master -Civil works packages 4 Ability to conceptualize templates and provide Architectural related meaningful inputs to IT/ERP/software teams for digitalization of the following: i)configuration & Master data tables ii) configuration tables iii)risk assessment templates iv) Segregation of duties and access rights templates v) coding schemes vi) user traceability reports vii) audit trail reports viii) Budgets ix)MIS/Dashboards x)SOP (Standard operating procedures) xi) Design & drawings document management xi) KPI (Key performance indicators) 5 Ability to generate important reports from databases /Dashboard related to Architecture function and analyze these for enhancing productivity and reduce cycle time for design & development 1 Working Knowledge of various Design software solutions for core designing of each type of package such as below: · Pro’s modeling suite Max, · AutoCAD, · Autodesk Revit, Autodesk 3d’s, · SketchUp Photoshop, and so on. 2 Basic Knowledge of MS office 3 Ability to conceptualize and develop structure & parameters for various master data tables like: Ability to configure various masters’ data tables like i)Drawings specifications -Packages in Interior design works, ii)Scope of work master -Packages in Interior design works 4 Ability to conceptualize templates and provide Architectural related meaningful inputs to T/ERP/software teams for digitalization of the following: i)configuration & Master data tables ii) configuration tables iii)risk assessment templates iv) Segregation of duties and access rights templates v) coding schemes vi) user traceability reports vii) audit trail reports viii) Budgets ix)MIS/Dashboards x)SOP (Standard operating procedures) xi) Design & drawings document management xi) KPI (Key performance indicators) 5 Ability to generate important reports from databases /Dashboard related to Interior design function and analyze these for enhancing productivity and reduce cycle time for design & development 1 Working Knowledge of various Design software solutions for core designing of each type of package such as below: · AutoCAD Electrical, · Smart Draw · Autodesk · Ansys · Quick Allot, · Revit MEP · AutoCAD HVAC and so on · Knowledge of MS office 3 Ability to conceptualize and develop structure & parameters for various master data tables like: i)Drawings specifications -Packages in MEP works, ii)Scope of work master -Packages in MEP packages 4 Ability to conceptualize templates and provide Architectural related meaningful inputs to T/ERP/software teams for digitalization of the following: i)configuration & Master data tables ii) configuration tables iii)risk assessment templates iv) Segregation of duties and access rights templates v) coding schemes vi) user traceability reports vii) audit trail reports viii) Budgets ix)MIS/Dashboards x)SOP (Standard operating procedures) xi) Design & drawings document management xi) KPI (Key performance indicators 5 Ability to generate important reports from databases /Dashboard related to MEP design function and analyze these for enhancing productivity and reduce cycle time for design & development Legal Competencies Legal Competencies Legal Competencies 1 Deep knowledge of technical aspects vis a vis relevant laws applicable to Architecture function such as below but not limited to: · The RERA-real estate regulation & development act 2017 · The national building Codes,2016 · The Forest Conservation Act,1980 · The Patent act 1970 · The National Green Tribunal Act 2010 · The Central Goods and services tax Act 2017 And so on . 2 Deep knowledge of local regulations related to Architecture function such as below but not limited to: · Urban planning& development · Town & country planning laws · Applicable standards of GBC-Green building council · Applicable standards of LEED (leadership in energy & environment) 3 Familiarity with relevant IS & International standards 4 Essential knowledge of Standards related to Health & Safety, vis a vis Architecture packages 1 Deep knowledge of technical aspects vis a vis relevant laws applicable to Interior design function such as below but not limited to: · The national building Codes,2016 · The Central Goods and Services Tax Act 2017 And so on 2 Deep knowledge of local regulations related to Interior design functions such as below but not limited to: · National Building code,2016-sections Relevant Aspects related to Fire & safety, Building materials, etc. 3 Familiarity with relevant IS & International standards 4 Essential knowledge of Standards related to Health & Safety, vis a vis Interior design packages 1 Deep knowledge of technical aspects vis a vis relevant laws applicable to IMEP design function such as below but not limited to: · The electricity act 2003 · The Air (prevention &control of pollution) act,1987 · The Water (prevention &control of pollution) act,1987 · The environment (protection)act 1986 · The petroleum act 1934 · The RERA-real estate regulation & development act 2017 · The National Green Tribunal Act 2010 · The Central Goods and Services Tax Act 2017 2 Deep knowledge of local regulations related to MEP design function such as below but not limited to: · National Building code,2016-sections related to building services like lighting, electrical, air conditioning, acoustics, sound insulation, noise control, lifts, escalators, travellators, plumbing (water supply, drainage & sanitation, solid waste management, gas supply), landscape, signages, etc. · Applicable standards of GBC-Green building council · Applicable standards of LEED (leadership in energy & environment) 3 Familiarity with relevant IS & International standards 4 Essential knowledge of Standards related to Health & Safety, vis a vis MEP design packages Leadership Competencies Leadership Competencies Leadership Competencies 1 Ethical frame of mind 2 Team management 3 Team development and training 4 Empowerments 5 Alignment with organization objectives 6 Quality of work 7 Efficiency and Effectiveness 8 Analytical 9 Change management 10 Benchmarking of competitor’s design features in various packages 1 Ethical frame of mind 2 Team management 3 Team development and training 4 Empowerments 5 Alignment with organization objectives 6 Quality of work 7 Efficiency and Effectiveness 8 Analytical 9 Change management 10 Benchmarking of competitor’s design features in various packages 1 Ethical frame of mind 2 Team management 3 Team development and training 4 Empowerments 5 Alignment with organization objectives 6 Quality of work 7 Efficiency and Effectiveness 8 Analytical 9 Change management 10 Benchmarking of competitor’s design features in various packages WAY FORWARDThe acquisition of 36 competencies listed above in each design function can enable designers to play a larger for aligning with the organization’s objectives and thus play an important role in improving the performance of the organization and enhancing profitability. Architects, Interior Designers, and MEP designers, therefore, need to do following in their respective areas of responsibilities 1. Continuous enhancement of the skills mentioned above in the competencies mentioned above 2. Identifying and engaging high-quality, professionally qualified, and competent designers/consultants where in-house skills are not yet available or resources are not adequate. 3. Finding and implementing best design practices thus bringing excellence in their respective design processes and accomplishing the following:· Enhancing quality of designs· Supporting improved quality of construction· Reducing Project costs· Increasing sales revenue· Improving end-customer satisfaction index· Complying with statutory conformances · Accelerating design efficiency and design effectiveness 4. Developing and implementing performance management systems (for designers) based on documented KPI-key performance indicators Handbook of the author In June 2022, the author launched a handbook titled “ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “. Readers will find a comprehensive reflection of the above competencies in the contents of Chapters 1,2,3.
Design of HVAC works (heating, ventilation, and air conditioning works - Activities that can adversely impact business -
As shared in an earlier MEP Electrical works design blog, there are many MEP Packages such as:· Design of Electrical - external and Internal works, Designing of Airconditioning -Works, Design of lighting works, Design of plumbing and water (hot and cold) supply works, Energy management works for green building, firefighting works, Designing of lifts/elevators works, Design of STP (sewerage treatment plant) works, Waste management works, Design of fuel storage and supply works, Design of solar energy works, Design of wind engineering works, Design of audio-visual works, Heating works, Ventilation & exhaust works, Acoustics works, Facility management works, Hospitality works like kitchen and laundry, IT infrastructure, Building automation, and so on This blog covers the Design of Air conditioning & basement ventilation works This Design can be relevant for buildings used for residential, commercial, shopping malls, education institutes, hotels, hospitals, offices, etc. Characteristics of a Robust Airconditioning and robust ventilation Design works can be measured vis a vis: Robust Airconditioning · Optimum usage of energy-saving BOQ materials and systems for Air-conditioning (eg. Chillers, VRV, Outdoor units/indoor units, low power consumption units, etc.) · BOQ, refringent, and the entire Airconditioning system that conforms to local Quality standards and preferably international quality standards such as ASHRAE (American society of heating, refrigeration & Airconditioning) · Layout schemes designed for cold air supply distribution system, coils that are optimum and are concealed · Coming up with designs that are eco-friendly and sustainable energy · Configuring the Design of Airconditioning BOQ, their installation, and commissioning that ensure conformance of integrated system to meet statutory requirements · Integrated building management systemsRobust Basement ventilation · Ability to extract and push out polluted air and introduce the same volume of fresh air at an hourly rate · Ability to condition the air to an acceptable usage level of quality that is comfortable · Meeting the statutory levels in terms of air quality levels (e.g. carbon mono oxide) within statutory levels.· Preferably meeting ASHRAE (American society of heating, refrigeration & Airconditioning) standards for the exchange of air in terms of cfm-cubic feet per hour with new or clean air. · Eliminating potential bacteria, microbes that cause respiratory issues or sinus problems Common aspects of a Robust air- conditioning and basement ventilation system Design schemes that enable installation & commissioning of equipment with optimised capacity · Design arrangements that enable easy maintainability · Incorporate flexibility in the Design to meet challenges towards potential changes in technology or energy savings or costs · Coming up with design solutions that are scalable /expandable · Approving specifications/brands of BOQ that enable the least downtime · Approving designs that lay focus on the total cost of ownership including running costs · Delivering specifications and drawings that are easy to understand and incorporate international standards Inputs that contribute to making an excellent Electrical design include:1. Proposing the right choice of strong materials, in terms of specifications while optimizing costs for: Types of materials for use Key specifications of building materials (as required by customers and National/international Quality standards) i) Airconditioning designs VRV Make, Brand, Tonnage, Inverter Technology, star rating, refrigerant, (For chiller-British thermal units /hour or a ton of refrigeration /hour Outdoor and Indoor units Size, make, colour, filter type/size, Compressor Cfm (cubic feet per minute and horsepower condenser coils Tube material, tube diameter, thickness, temperature, vapor density, environment friendliness Instrumentation, and remote controls Pressures and temperatures ranges Refrigerants Freezing temperature, evaporation pressure, condensation pressure. And so on basement ventilation Centrifugal fans Make, brand, Fan Model, Size/diameter, CFM, Static Pressure (SP), and Loudness Limit. Jet fans Make, brand, Model, Size/diameter, Thrust in Newton, no of speed steps MS Conduits Make, brand, Model, Gauge of the sheet, diameter Diffusers- Aluminum, steel plastic Make, brand, Model Size, throw pattern (2,3,4 way or 360 degrees), etc Grill Make, brand, Model Size, Nominal sizes, Volume flow rate as Cubic feet /hour. And so on 2 Incorporating, in HVAC-related Design & drawings, good practices for construction or & installation of the following as per applicable Quality standards:i) Airconditioning§ Installation of VRV or outdoor units, indoor units. § Central refrigeration plant, chillers§ Distribution pipelines§ Cooling towers§ Air handling units§ Grills, fans, filters &Fan coil units§ Fabricating and laying of ducting, copper pipes,§ Installing pipe insulations, control cables, v joints § Filling of refrigerants § Installation, testing, and commissioning of complete AC system§ Installation of local cooling unitsii)basement ventilation § Fabrication of ducting & its installation § Installation of MS conduits, pressurization system, grills, diffusers, etc§ Installation of fresh air fans, exhaust fans, propeller fans, air washers, pressure fans,§ Installation of cable layouts and terminations, distribution panels§ Installation, testing, and commissioning of the completed Basement Ventilation system iii)Providing inputs to the building architects, Interior designers, and all other MEP-package designers for integration of all designs across the project 3 Building quality in the MEP-HVAC design process-using designing software:Essential technical steps/activities include performing the following for developing designs.Design calculations for determining capacity for the Airconditioning & basement ventilation systems for the project include: Air-conditioning · Cooling load computation · Cool air distribution scheme · Incorporating installation, testing, and commissioning aspects and following local and international quality standards like ASHRAE (American Society for heating, refrigeration, and Airconditioning) and National building code, BIS, National building code, etc. · Including detailed 3D BIM Modelling Services with HVAC with BOQ depicted, · Develop airconditioning works related to shop drawings · Designs supporting all applicable quality standards ii) Basement ventilation · CFM and sizing calculations· Pressure loss calculations· Duct and diffuser layouts· Duct construction standardsSoftware like Revit MEP, AutoCAD HVAC, Quick Allot, or similar ones with 3D MEP BIM modeling features can be considered for developing design airconditioning and basement ventilation works. Eight stages for developing the Design of Air-conditioning and basement ventilation Design activities vary considerably from company to company, but generally, there are eight stages to designing the MEP-HVAC for buildings, as below. Whatever designing processes and software are used, designing must result in developing Robust designs by accomplishing the following:· Build designs that are comprehensive, accurate· Contributes to building quality in construction by incorporating national and international quality standards in BOQ/material specifications and construction processes· Integrates statutory and safety requirements (if applicable) in the designs and drawings · Optimise project costs· Enables efficient delivery of designs & drawings · Incorporates maker-checker step in each design stage through the implementation of segregation of duties concept 8 Stages are:Stage 1) Develop a preliminary design brief and drawings Stage 2) Detailed design /drawings /specifications and schemeStage 3) Develop schematic drawings for statutory approvalsStage 4) Develop tender with BOQ and specificationsStage 5) Making constructions drawings duly coordinated (GFC)-Design and drawings for HVAC works: (Stage 6) Perform final Design calculations Stage 7) Making Cost estimates -For the entire project including in Rs and Cost/Sft. of the saleable area or built-up area or both Stage 8) Issue “As-built drawing”-post-work completion and approval This may require using software such as Quick Allot, Revit MEP, AutoCAD HVAC, and other software options.In the below-listed activities, those marked *reflect those activities which can have adverse statutory implications. Stage 1 Activities that can adversely impact business · Strategic plans for Design not aligned with visions · Developing non-comprehensive design brief (vis a vis cooling load, air circulation requirements, etc.)· Skipping developing all preliminary designs Stage 2 Activities that can adversely impact business · Making Compromises in the airconditioning and basement ventilation designs by skipping or compromising on essential aspects such as below. i)Design features vis a vis Heating works, Heat exchangers, Fan coil systems, Reverse cycle heating system, Distribution pipelines, Valves, Pumps, Fittings, Instrumentation and control, Local heating units, Chillers, VRV, Outdoor units, Indoor units, Centrifugal fans, jet fans, Ventilation, air conditioning, pipes, insulations, etc ii) National and international standards for quality iii) Specifications of BOQ material iv) Tolerances on workmanship vis a vis installation and commissioning· Not incorporating comprehensive Quality requirements · Not considering comprehensive Design-related construction processes for HVAC works · Design without considering standardization leading to higher costs · Inaccurate Bill of quantities for each design area /no off of HVAC package items · Not factoring in acceptance criteria for HVAC design work in process and completed area · MEP designer or consultant Insisting on specific brands of BOQ such as heat exchangers, valves, pumps for the Heating system, centrifugal pumps, jet pumps for the ventilation system and chillers, Outdoor units, indoor units of Air conditioners, etc. in collusion with vendors of specific brands of BOQ items and getting financial favors. * · · Assigning the same designer to develop designs, drawings schematic designs & drawings, who initially developed concept design thus not implementing the segregation of duties concept*· Compromising specifications for the development of samples of HVAC materials in collusion with vendor/contractor. * · Using unlicensed software while developing HVAC designs. * · Issuing of Design and drawings to HVAC contractor at project site without any version control · Not shredding waste designs/drawings or not deleting obsolete /old soft drawings* Stage 3 Activities that can adversely impact business · Not incorporating all requirements vis a vis Statutory approval and design/drawings*· Bribing mandatory Agencies which approve the safety-related specifications of HVAC design works relevant for safety, e.g. fume extraction, insulations, etc* · Contractors influence certifying agencies for making compromising on certification in return for favours. *· Assigning the same designer to develop schematic designs and statutory drawings, who initially developed concept design or schematic designs thus not implementing the segregation of duties concept*· Stage 4 Activities that can adversely impact business · Making tenders that are not comprehensive vis-à-vis technical specifications or are deliberately stated vaguely for subsequent manipulations amongst the MEP team members and contractor with ulterior motives. * · In the tender, the MEP consultant/employees /engineers include names and brands of specific materials only for pre-identified /preferred vendors of the BOQ materials + MEP Engineer in return for commission/kickback from such vendors. * · MEP engineer recommends only a single source for many BOQ materials and thus leaving very few options with the project materials team to negotiate prices aggressively in return for commission /kickback to the MEP team from such vendors. · Tender drawings not incorporating applicable quality standards for all works. · Inspection requirements w.r.t. Airconditioning, basement ventilation works, etc., are not comprehensive.· · Tender drawings not incorporating applicable Statutory requirements vis-à-vis applicable National/International codes w.r.t safety. * Stage 5 Activities that can adversely impact business · Making constructions drawings inaccurate by not obtaining or not incorporating inputs from functions into various design elements for HVAC plans · Preparing coordinated drawings for each of relevant HVAC works scope items vis designs and drawings without factoring inputs from Architect team, Interior design team · Using unlicensed software while developing HVAC drawings Stage 6 Activities that can adversely impact business · Validating designs without proper incorporation of all proposed connected heat load, air circulation, and air conditioning at different progressive loads or estimated occupancy of constructed areas or pro-rata over a period · Considering the inaccurate proposed factor of safety & proposed statutory approvals * · Inadequate vetting of design efficacy and drawings developed vis-à-vis specification of BOQ materials and installation requirements. Stage 7 Activities that can adversely impact business · Estimating costs based on thumb rules rather than considering detailed working vis a vis each BOQ item and their quantities Air-conditioning Chillers or VRV, Outdoor units, Indoor units, Valves, Pumps, cablings/wirings, Fittings, Instrumentation, and remote controls, Refrigerants, air filters, air conditioning pipes, drainage pipes insulations, etc Basement ventilation Centrifugal fans, jet fans, Ventilation, motors, cables, Ducting, Distribution pipelines, fittings, etc · Not considering installation, testing, and commissioning costs Stage 8 Activities that can adversely impact business · Making “As-built drawings” designs and drawings without verification of actual supply and installation of each BOQ material for airconditioning works and basement ventilation works * You can read more about the 34 activities that can adversely impact business in Chapter 1 of my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “
Risk assessments: - At the organization level- Design Functions- Design of Architect, Interior designing, and Design of MEP
Activities for Risk assessment The ultimate objective of risk assessment in design functions is to identify such risk occurrences, analyse these, and initiate countermeasures for preventing risks.The activities include i. Designate Risks Assessment team (CFT-Cross-functional team)ii. Identify aspects that can contribute to organization-level risk mentioned iii. Design risk assessment templates for the organization-level risk. iv. Software programming of risk templates. v. Populating the “organization level Risks” template by the design functions in consultation with CFT 1.1 Organisation-level risks – Developing risk assessment templates The design of the risk template ought to be comprehensive and should capture the following in a document. i)Risk statements developed by each Head of Department-HOD of the design functions i. e. Chief Architect or & Chief Interior designer or & Chief MEP engineer as applicable vis a vis the aspects such as:· End customer’s changing needs · Competitor’s offerings · Statutory policies· Changes in economic, political, and social environments· IT (Hardware, software, network) outages impacting design delivery, etc. ii) Thereafter, each risk statement is to be analyzed to capture the likely adverse impact of each risk on the organization iii) After analysis of impact, HODs need to capture (in the same template) countermeasures, Timelines for implementation & responsibility for implementing countermeasures. This may require dialoguing/interfacing with HOD of other functions like sales, projects, purchases, and contracts, Finance & legal, IT, etc. iv) Top management comments on risk impact and countermeasures identified in the template. iii)Accordingly, categorizing the risk as High or medium, or low 1.2 Activities that can adversely impact business§ Inappropriate levels /positions of CFT members vis-à-vis “Design functions” and consequent inadequate skills for comprehending organization risks § Inadequate participation by a nominated member of “Design functions” in deliberation meetings of CFT for identifying organization risks. § Inappropriate software development and workflow of “organization level risks” template (standard for all functions) making risk capturing cumbersome and inefficient § Non-comprehensive review by CFT of all aspects vis-à-vis “Design functions -” that can contribute to Organisation risks in the Risk template resulting in inaccurate/non-comprehensive capturing of the following: * § Risk statements § Risk Analysis and implications· Inaccurate classification by CFT of risk at the organization level (High, Medium, or Low) vis-à-vis “Design functions” due to improper risk analysis and implications *· Inadequate time commitment by top management to review Risk template developed by CFT vis-à-vis “Design functions” and hence non-comprehensive or not accurate capturing of countermeasures *· Non-periodic/non-timely review of previously populated risk template in “Design functions to incorporate changes in business environments like customer demands, statutory changes, economy changes, and so on *The above-listed activities, that are marked* reflect activities that can have adverse statutory implications. Handbook of the author A template illustrating an approach for classifying risks as High, Medium, or Low at the organization level is included in chapter 10 (annex 13C) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “
Designing of Facade - Activities that can adversely impact businesses
Design activities include design work for facades of all types, such as: · Aluminium · UPVC Glazing · Brickwork, and stonework · Tiles and stone veneer panels · Pre-cast concrete panels · Metallic cladding · And so on Characteristics of a Robust Façade Design: · Uniqueness of building envelop ‘s style to grab attention · Energy saving cost reduction · Overall project costs for facade · Provision of vertical & lateral wind actions · Optimum design performance of Façade vis a vis: · Eliminate water ingress · Ensure airtightness to prevent heat or cooling loss · Configure acoustic insulation to reduce noise · Thermal insulation designed to reduce the overall amount of heat absorption due to solar radiations · Provide adequate daylight while preventing glare · Carbon neutral design · Fire resistance · Ability to withstand excessive vibrations · Ability to withstand changes in the frequency of sound & Noise control · Prevent looseness of fasteners · Inside occupant’s comforts · Incorporate features of the façade cleaning system · Ensure meeting safety and statutory requirements · Easy maintainability of the cleaning system And so on Inputs that contribute to making a good Façade design include: 1. Proposing the right choice of strong materials, in terms of specifications while optimizing costs: Types of materials for use in Façade Panels Key specifications of building materials (as required by customers and National/international Quality standards) Glass fiber reinforced concrete (GFRC) Thickness, density, unit weight, compression strength, tensile strength, porosity, moisture content, water tightness, moisture content, coefficient of thermal expansion, flexural strength, modulus of elasticity and Colour, texture, surface type/shape, size, width, Steel reinforced Concrete façade (RC) Thickness, density, unit weight, compression strength, tensile strength, porosity, moisture content, water tightness, moisture content, coefficient of thermal expansion, flexural strength, modulus of elasticity Ultra-high performance concrete (UHPC) As above Composite façade (Aluminium -polyethylene composite or wood plastic composite panel) As above Terra cotta cladding tiles As above Ceramic Façade Hardness, modulus of elasticity, ductility, wear resistance, resistance to chemicals, and so Timber Façade size, colour, luster, grains, content, hardness, density, shear resistance, and so on Natural stone Façade colour, hardness, grain size, texture, polish ability, chemical properties, and so on Door/window hardware (Aluminium, Stainless steel, Make, brand, aesthetic and style, size, colour, coating, surface finish, Sealants (silicon rubber, Waterproofing, insulation, resistance to extreme temperature, UV resistance withstanding temperature, colour retention, strength, shrinkage and crack resistance, etc Maintenance equipment Make, brand, model, performance, size, safety And so on , 2 Incorporating, in façade-related design & drawings, good practices for construction or & installation of the following as per applicable Quality standards: · Fabrication of aluminium or UPVC or alternate materials for use as panels · Install various types of panels for façade as mentioned above, such as GFRC, RC, UHPC, composite façade, terracotta, natural stone, etc. · Install glassworks/glazing, hardware, and maintenance system for façade. · Application & testing of sealants on façade for acoustics, water & air leakage, and inside temperature control · Installation, testing, and commissioning of specialized façade systems · Installation, and testing of a façade cleaning system with safety considerations · Providing inputs to the building architects, Interior designers, and MEP-package designers for integration of all designs across the project 3 Building quality in the designing process for Façade -using designing software: · Essential technical steps/activities include performing the following for developing designs. · Analysis of Solar movement and shading analysis · Daylight planning · Energy reduction · Solar heat gain and thermal analysis · Carbon neutral designs · Glazing selection · Façade envelop geometry. · Fabrication & assembly of façade system Software like Fennesta, Autodesk Revit, AutoCAD, ETAB, or similar ones having features to carry out design analysis can be considered for developing Facade works related to designs. Five stages for developing the design of Façade Design activities vary considerably from company to company, but generally, there are five stages to designing the Façade for buildings, as below. Whatever designing processes and software are used, designing must result in developing Robust designs by accomplishing the following: · Build designs that are comprehensive, accurate · Contributes to building quality in construction by incorporating national and international quality standards in BOQ/material specifications and construction processes · Integrates statutory and safety requirements in the designs and drawings · Optimise project costs · Enables efficient delivery of designs & drawings · Incorporates maker-checker step in each design stage through the implementation of segregation of duties concept The five stages are: · 1 Develop Concept designs · 2 Develop a Detailed design · 3 Develop Tenders (Technical design aspects · 4 Estimating Costs · 5 Issuing As-built drawing The below-listed activities, those marked *reflect those activities which can have adverse statutory implications. Stage 1 activities that can adversely impact business · Not obtaining or not incorporating inputs (like Building Envelop, Building statutory codes, the performance of façade, Construction methods for proposed façade, Maintenance of façade, Renderings for sales promotion, cleaning system for façade) from Architect, MEP, sales teams’ functions into Building Façade design · Using unlicensed software while developing a concept design for Façade. · Not vetting the concept and detailed design/making compromise while vetting Façade, in collaboration with, inhouse or outsourced Façade consultant, by skipping or compromising on essential design features and drawings aspects such as below. · Tolerances on material specifications and Workmanship · Statutory code-related requirements for Façade * · National and international standards for quality · Raw Materials (hardware, glazing, stones, claddings, etc.) sizes, and specifications · Quality requirements and suggestive gauging · Façade safety requirements * · Compromising on the safety of the Façade by proposing low cost /low strength raw materials · Bribing mandatory Agencies which approve the Façade. relevant for issuing compliance* Stage 2 activities that can adversely impact business · The design intent is not aligned with the approved concept design. · Façade detailed drawings are not comprehensive to include structural integrity, material selection, acoustics, etc. or are not accurate · Assigning the same designer to develop schematic designs & drawings, who initially developed concept design thus not implementing the segregation of duties concept* · Detailed design not based on supporting calculations/formula related to thermal movements, edge beam deflection, thermal expansion, structural calculations, and fire protection leading to façade safety issues* Stage 3 activities that can adversely impact business · In the tender, the Façade designer includes names and brands of specific materials only for pre-identified /preferred vendors of the Façade designer in return for commission/kickback from such vendors. · Façade designer recommends only a single source for many BOQ materials and thus leaving very few options with the project materials team to negotiate prices aggressively in return for commission/kickback from such vendors. * · Tender drawings do not incorporate applicable quality standards for all BOQ and façade fabrication, installation and assembly works. · Inspection requirements w.r.t. façade works like aluminum and glass, doors, hardware, stones, etc., are not comprehensive. · Tender drawings not incorporating applicable statutory requirements vis-a-vis applicable national/international codes w.r.t safety. * Stage 4 activities that can adversely impact business Computing Façade costs based on thumb rules rather than on the first principal basis vis-à-vis following, leading to underestimating or overestimating project costs. Costs of raw materials like Aluminium or UPVC or civil materials · Costs of doors and handles · Costs of hardware · Costs of consumables · Costs of equipment for cleaning /maintenance of Façade · Costs of fabrication · Costs of labor etc. · Costs of installation, testing, and commissioning Stage 5 activities that can adversely impact business · Façade designer issuing “As-built drawings” for the Façade which are aligned to earlier approved drawings by Project head and statutory authorities (if applicable) but at variant, vis-à-vis actual completed physical construction (in terms of approved façade plans and construction materials used, etc.) * You can read more about the 20 activities that can adversely impact business in Chapter 1 of my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “
Ensuring Statutory conformances by Architects during designing process
For the 13 key functions applicable to the real estate & hospitality industry In India, 82 statutory Acts are applicable, as summarised below.· 48 Statutory Acts are directly applicable (included in Annex 8 of the handbook)· 34 Acts are indirectly applicable through supporting functions like corporate finance, Corporate Services, HR, etc. (included in Annex 9 of the handbook) Further local regulations, as below, are also applicable & Architects can add more.· Urban planning and development related· Town and country planning laws.Further, for all 13 functions, eight types of statutory processes having 113 key statutory activities have been identified as applicable in the Indian context.These 113 activities are listed vis a vis the following statutory Acts in annex 21B in the handbook· The RERA-Real Estate (Regulation & Development) Act 2016· The building & other construction workers (regulation of employment &conditions of service) Act 1996 · The income tax Act,1961· The SEZ Act 2005 &SEZ rules 2006· The foreign exchange management act,1999(FEMA)· The Goods and service tax Act,2017· The Companies Act,2013· The SEBI Act 1992 (clause 49)’ SEBI listing regulations 2015· The payment of wages Act,1936· The minimum wages Act, 1948 · The PF miscellaneous provisions Act 1952· The employee state insurance (ESI) Act,1948 & (amendment) 1989· The Contract labor (regulation)and abolition Act,1970· The Payment of Bonus Act,1965· The Maternity Benefit Act,1961· The apprenticeship Act 1961· The employment exchange Act 1959For Design of Architect functions, five types of statutory activities (out of 8) are relevant, having 37 key activities (out of 113) to be performed, as summarised below. · Meeting RERA Compliances =4 · Meeting statutory regulations and taxation obligations =2· Obtaining Licenses, approvals, and maintaining statutory records w.r.t Statutory Acts =24· Complying with IGST matters =4· Deducting Income tax on services-TDS =3The list of 37 activities mentioned above is given in chapter 1 of the book along with codes and narrated in annex 21BIt is pertinent to note that the Central Government /statutory authorities, at their discretion, may amend the applicability of statutory laws or various sections as mentioned in this blog. Therefore, the applicable sections are to be read as amended from time to time.Given below is the list of 18 activities that can adversely impact business is as below (if these are performed without proper diligence or are unethical) Statutory Process 1: Meeting RERA Compliances related = four key activities that can adversely impact organisation · Commence construction without obtaining sanction plan approvals from competent authorities · Obtain “certificate for adherence to statutory/approved sanctioned plans and project specifications and National Building code” through unfair means in case actual construction does not comply with sanctioned plans · Submit inaccurate deed of declaration tabulating unit-wise areas constructed and bribing statutory agencies · Bribe statutory agencies for obtaining a “completion certificate” even before construction is complete by duping customers and realizing payments through construction areas not yet ready for possession. Statutory Process 2: Meeting statutory regulations and tax obligations and filing various key returns on the scheduled time = 4 key activities that can adversely impact organisation · Publish inaccurately on the website project details vis-à-vis units booked, units under construction, list of approvals taken and pending, and the status of the project as prescribed in the RERA-Real Estate (Regulation and Development) Act 2016 · Inaccurate capture of details vis-à-vis summary return of outward and inward supplies and services along with payment of tax compliance in respect of The Central Goods and Service Tax Act,2017. · File returns inaccurately · File returns non-timely Statutory Process 3: Obtaining Licenses, approvals, and maintaining statutory records w.r.t Acts = four key activities that can adversely impact organisation · Commence and Continue construction without obtaining approvals/renewals as one or more · Not complying with prescribed statutory procedures and bribing Statutory officials to obtain such licenses /approvals. · Bribe the statutory inspectors during their visits to the construction site to validate those constructions conforms to statutory approvals · Not maintain or maintain and submit inaccurate statutory records and bribe visiting Statutory officials. Statutory Process 4: Complying with IGST matters = five key activities that can adversely impact organisation · Maintain record vis-à-vis inward or outward supply of local architectural services or inward supply of BOQ sample materials procured which are either incomplete or incorrect vis-à-vis amounts chargeable to GST or rate of GST or both · Maintain incomplete or incorrect records vis-à-vis inward supply of overseas consultant services or inward imported supply of BOQ sample materials procured from vendors · Not comply with requirements w. r. t. GST payable, collected, paid, and ITC availed under GST rules for local consultants.In case of overseas consultancy services received, incorrect computation of chargeable gross invoice amount on which GST is applicable (based on the availability or non-availability of PAN with overseas consultant entity and overseas consultant’s annual billing amount to us as a client). · Not-Comply with requirements w. r. t maintaining details of suppliers and customers with their GSTN registration number · File required returns non-timely vis-à-vis applicable sections of the Act Statutory Process 5: Deducting TDS-services=1 key activity that can adversely impact organisation · Deduction of TDS (Tax deduction at source as per Income Tax Act,1961) at a rate different than prescribed. Handbook of the author You can read more about the 18 key activities that can adversely impact business in Chapter 1 of my handbook, “ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.”
Design of MEP - Electrical works - Activities that can adversely impact business
There are various types of packages under MEP services such as below, but not limited to: 1. Design of Electrical - external and Internal works2. Designing of Airconditioning -Works3. Design of lighting works4. Design of plumbing and water (hot and cold) supply works5. Energy management works for green building,6. Firefighting works7. Designing of lifts/elevators works 8. Design of STP (sewerage treatment plant) works9. Waste management works10. Design of fuel storage and supply works 11. Design of solar energy works12. Design of wind engineering works 13. Design of audio-visual works14. Heating works15. Ventilation & exhaust works16. Acoustics works17. Facility management works18. Hospitality works like kitchen and laundry19. IT infrastructure20. Building automation, and so on This blog covers only the Design of Electrical - external and Internal works for any type of buildings used for residential, commercial, shopping malls, education institutes, hotels, hospitals, offices, etc Characteristics of a Robust Electrical Design works can be measured vis a vis: · Optimum usage of energy-saving BOQ materials and systems for Electricals (eg. Transformers, Solar power systems, low fuel consumption Gensets, etc.) · BOQ and the entire electrical system that conforms to international & local Quality standards · Design schemes that enable installation & commissioning of equipment with optimised capacity · Layout schemes designed for power supply distribution systems, cables, and wires that are optimum and are concealed · Coming up with designs that are eco-friendly and sustainable energy · Design arrangements that enable easy maintainability · Incorporate flexibility in the design to meet challenges towards potential changes in technology or energy savings or costs · Coming up with design solutions that are scalable /expandable · Configuring the design of electrical BOQ, their installation, and commissioning that ensure conformance of integrated system to meet statutory requirements · Approving specifications/brands of BOQ that enable the least downtime · Approving designs that lay focus on the total cost of ownership including running costs · Approving designs for all types of lights, including fixtures and lamps for internal and landscape Lighting · · Delivering drawings and line diagrams that are easy to understand and incorporate international standards for symbols of electrical parts and numbering of wires and components · Integrated building management systemsInputs that contribute to making an excellent Electrical design include: 1 Proposing the right choice of strong materials, in terms of specifications while optimizing costs for: Types of materials for use Key specifications of building materials (as required by customers and National/international Quality standards) i)External electrical/High side designs Electric substations materials (Transformers, circuit breakers, poles. Earthing, disconnect switches, cables, metering units), Capacity. Type, Make, brand, size, primary power line side statutory and safety standards Voltage class, poles sizes, high voltage cables, insulation properties, earthing statutory or & safety compliances. VCB-vacuum circuit breakers and their components Capacity. type of VCB, Make, brand, size, Materials with High density, high electric conductivity, low resistance, high thermal conductivity, high arc resistance capability, statutory or & safety compliances ACB-Air circuit breakers, and its components Capacity, Type of ACB, Make, brand, size Rated voltage protection, rated current protection, overload relay tripping -current settings, rated short-circuit breaking capacity, statutory or & safety compliances. Transformers with ferromagnetic steel Capacity. Core Type, Make, brand, size, High permeability, low hysteresis loss, statutory or & safety compliances Panels (circuit breakers, bus bars, PLC, relays and contractors, Steel boxes, bus bars, buttons, indicators Capacity. Type, Make, brand, size of the complete panel and its components, conductivity, earthing, statutory or & safety compliances Electrical distribution boards With switches, bus bar, circuit breakers, fuse links Safety characteristics, overcurrent protection, space for wires, fixtures, cables, corrosion resistance, statutory or & safety compliances High tension Cables(Copper or aluminum conductors) Make, brand, size, no of cores, insulation, resistance to abrasion and wear and tear, non-corrosive, low resistance, statutory or & safety compliances Backup equipment like Diesel Generating sets, inverters, UPS, and Solar lighting panels Make, brand, KW ratings, fuel consumption (for gensets), maintenance, statutory or & safety compliances High-speed diesel/fuel storage related tanks, pipes, cooling towers, metering units, Make, brand, capacity, firefighting capability, statutory or & safety compliances. And so on ii)Inside electrical/low side designs Key specifications of building materials (as required by customers and National/international Quality standards) Conduits, low tension cables/wires, and accessories Make, brand, size, ratings, colours, safety compliances statutory requirements Electrical fixtures and lamps, switches, and sockets Type, Make, brand, size, ratings, styles, finish, safety compliances, lamps-types, light intensity, light colour, etc statutory requirements CCTV, video phones, public address systems, telephones, etc. MATV (Master Antenna Television system), wi-fi Equipment Type, Make, brand, size, ratings, styles, finish, and statutory requirements. And so on 2 Incorporating, in Electrical works related to design & drawings, good practices for construction or & installation of the following as per applicable Quality standards:i)External electrical/High side designs· Installing & commissioning sub-station equipment like ACB, VCB, etc· Installing & commissioning HT cables, and earthing· Installing & commissioning rising mains, metering boxes, panels · Installing & commissioning DG sets, Solar panels· Installing & commissioning exhaust systems, cooling towers, etc · Installation, testing, and commissioning of completed high-side External electrical packageAnd so on ii)Inside electrical/low side designs · Laying of conduits, wires, cables, and accessories· Installing & commissioning electrical fixtures and lamps· Installing & commissioning access control systems like CCTV, Videophones· Installing & commissioning metering units and public address system, telephones, etc· Installation, testing, and commissioning of a completed low-side electrical packageAnd so on iii)Providing inputs to the building architects, landscape and softscape architects, Interior designers, and all other MEP-package designers for integration of all designs across the project 3 Building quality in the designing MEP-Electrical design process-using designing software:Essential technical steps/activities include performing the following for developing designs.· Computing total power loads, assessing the capacity of each type of equipment · Incorporating installation, testing, and commissioning aspects · Including detailed 3D models depicting electrical components like entire electrical layouts with BOQ depicted, ductwork, electrical fixtures, Lighting, lamps, switches, sockets, etc.· Circuit designs and reuse · Identify any inter or intra-discipline clashes · Develop electrical works related to shop drawings using international conventions for wires and component -numbering tags · Designs supporting all applicable electrical standards Software like AutoCAD Electrical, Smart Draw, Autodesk, Ansys, or similar ones having 3D MEP BIM modeling features can be considered for developing electrical works related to designs Eight stages for developing the design of Electricals Design activities vary considerably from company to company, but generally, there are eight stages to designing the MEP-Electrical works for buildings as below. Whatever designing processes and software are used, designing must result in developing Robust designs by accomplishing the following:· Build designs that are comprehensive, accurate· Contributes to building quality in construction by incorporating national and international quality standards in BOQ/material specifications and construction processes· Integrates statutory and safety requirements (if applicable) in the designs and drawings · Optimise project costs· Enables efficient delivery of designs & drawings · Incorporates maker-checker step in each design stage through the implementation of segregation of duties concept Eight stages are Stage 1 - Develop a preliminary design brief and drawings Stage 2 - Develop detailed drawings and schemes.Stage 3 - Develop schematic drawings for statutory approvalsStage 4 - Develop a Tender with BOQ and specificationsStage 5 - Develop constructions drawings duly coordinated (GFC)Stage 6 - Carry out and validation of design calculationsStage 7 - Making Cost estimates- including values in Rs and Cost/Square foot of saleable area or built up as appropriate.Stage 8 - Develop as-built design calculations and as-built drawingsThis may require using software such as AutoCAD Electrical, Smart Draw, Autodesk, Ansys, and other software options.The below-listed activities, those marked *reflect those activities which can have adverse statutory implications. Stage 1 activities that can adversely impact business · Strategic plans for design not aligned with the vision · Develop a non-comprehensive design brief · Skipping developing all preliminary designs Stage 2 activities that can adversely impact business Making Compromises in the external and internal electrical designs by skipping or compromising on essential aspects such as below. · Design features External electrical works – (Diesel Generating sets, substations, High-speed diesel/fuel storage, and distribution, Electrical distribution system and backup system, ACB-Air circuit breakers, VCB-vacuum circuit breakers, Panels, bus bars, General Lighting, power layouts, and illuminations, distribution boards, switches, Fire doors, Access controls, CCTV, Public address system, telephones, building management system, MATV (Master Antenna Television system), Security system, wi-fi, Solar lighting system, inverter, UPS· Design features Internal electrical works (Wirings, Fixtures and fittings, Distribution system, rising mains, MS conduits, insulated conductors, Panels, etc) · National and international standards for quality · Specifications of BOQ material · Tolerances on workmanship vis a vis installation and commissioning· Not incorporating comprehensive Quality requirements· Not considering comprehensive Design-related construction processes for external and internal electrical works · Without considering standardization leading to higher costs · Inaccurate Bill of quantities for each design area /no off · Not factoring in acceptance criteria for Electrical design work in process and completed area · MEP designer or consultant Insisting on specific brands of BOQ -both external electrical and internal electrical items. * · Compromising specifications for developing samples in collusion with vendor/contractor* · Using unlicensed software while developing Electrical designs. · Issuing of design and drawings to Electrical (external or internal) contractor at project site without any version control * · Not shredding waste designs/drawings or not deleting obsolete /old soft drawings* Stage 3 activities that can adversely impact business · Not incorporating all requirements vis a vis Statutory approval and sanctioned design/drawings*· Bribing mandatory Agencies which approve the safety-related specifications of electrical design works relevant for issuing safety certificates * · Contractors influence certifying agencies for making compromising on certification in return for favors. * Stage 4 activities that can adversely impact business · Making tenders that are not comprehensive vis-à-vis technical specifications or are deliberately stated vaguely for subsequent manipulations amongst the MEP team members and contractor with ulterior motives. * · In the tender, the MEP consultant/employees /engineers include names and brands of specific materials only for pre-identified /preferred vendors of the BOQ materials and MEP designers in return for commission or kickback from such vendors. * · MEP designers recommend only a single source for many BOQ materials and thus leaving very few options with the project materials team to negotiate prices aggressively in return for commission /kickback to MEP designers from such vendors. · Tender drawings not incorporating applicable quality standards for all works. · Tender drawings not incorporating applicable Statutory requirements vis-à-vis applicable National/International codes w.r.t safety. * Stage 5 activities that can adversely impact business · Making constructions drawings inaccurate by not obtaining or not incorporating inputs from interfacing functions into various design elements for MEP plans · Preparing coordinated drawings for each of relevant External & Internal Electrical work scope items vis designs and drawings without factoring inputs from Architect team, Interior design team · Using unlicensed software while developing MEP drawings Stage 6 activities that can adversely impact business · Validating designs without proper incorporation of all proposed connected power consumption points at different progressive loads or estimated occupancy of constructed areas or pro-rata electrical power consumption over a period · Considering inaccurate proposed power factor & proposed power sanction /KVA* · Inadequate vetting of design efficacy and drawings developed vis-à-vis specification of BOQ materials and installation requirements. · Colluding of main MEP consultant and validating design consultant to accept the design work with incorrect design calculation in return for some favors. Stage 7 activities that can adversely impact business · Estimating costs based on thumb rules rather than considering detailed working vis a vis each BOQ item (e.g. Generators, ACB, VCB, Cables, Panels, Lights and fixtures, etc.), their quantity, and estimated rates based on tender documents, designs & drawings-external electrical works and internal electrical works · Not considering installation, testing, and commissioning costs Stage 8 activities that can adversely impact business · Making “As-built drawings” designs and drawings without verification of actual supply and installation of each BOQ material for external and internal electrical works* You can read more about the 35 activities that can adversely impact business in Chapter 1 of my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “
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Interior designing activities that can adversely impact business
The design of interiors work can be relevant for buildings used for residential, commercial, shopping malls, education institutes, hotels, hospitals, offices, etc.Characteristics of a Robust Interior design work can be measured vis a vis:1 Accomplishing vision of balancing functional space between§ filled space in the area being designed § y space in the area being designed 2 Accomplishing vision of Colour schemes that are optimum vis a vis § Hue (Red, Green, Blue, Purple, etc excluding white, black, etc)§ value (lightness or luminosity ie how dark or light a colour is)§ intensity (brightness or dullness of colour)3 Accomplishing vision of Design style of Interiors: · Normal or · Classical ( blend of both Greek and Roman and planning perfect harmony balance and order)· Modern (monochromatic color,…..palette, clean lines 4 Accomplishing vision of lighting · Mood (Ability to create an atmosphere within an area using lighting)· Accent (Highlighting or focusing on objects like artwork or feature locations to create dramatic effects)· Task-driven (For increasing light for specific tasks in a room eg for fine work ) · or Natural light (light from Sun) 5 Accomplishing vision Texture & pattern · Defining the physical feel of something (eg smooth, rough, slim, etc)· Defining appearance (eg size, shape, density, arrangement, proportion) Inputs that contribute to making a good Interior design include: 1 Proposing the right choice of strong materials, in terms of specifications while optimizing costs for: Types of materials for use Key specifications of building materials (as required by customers and National/international Quality standards) Finishing material for the floor: marbles, tiles, wooden floorings, and soon Marbles/Tiles colour, hardness, grain size, texture, polish ability, chemical properties, and so wooden floorings size, colour, luster, grains, content, hardness, density, wear resistance, shear resistance, and so Finishing material for walls: paints, wallpaper, fabrics, and so on Paints workability, Gloss, viscosity, flowability, Resistance to water, wear, heat, and so wallpaper look, size, abrasion resistance, Type of coatings, strength, durability Fabrics Strength, cohesiveness, flexibility, water absorbency, dyeability, Resistance to chemicals, softness, tenacity, woven ability, length to width ratio, etc Finishing materials for ceilings: lighting fixtures, lamps, etc lighting fixtures, lamps types like chandelier, pendent, landscape, cove, ceiling, etc sizes, shapes, Type of lamps (LED, incandescent, fluorescent, halogen, wattage, intensity, color, temperature, etc Chinaware, chrome plated fittings, Size, color, shape, strength, Type of material (acrylic, tempered glass), scratch resistance, crack Resistance, etc. Furniture: Chairs, sofas, tables, cupboards, almirahs, modular kitchen, etc Types of materials (wood, Aluminium, SS, Plastic, etc.), Sizes, dimensions, capacity, Make, model, color scheme, Fixtures & fittings: For each Type of room, kitchen, bathroom, office, etc Makes, Models, sizes, capacity, power consumption, performance parameters, Equipment: For Gym, Spa & sauna, offices, kitchen, laundry, etc Makes, Models, sizes, capacity, power consumption, performance parameters, Artwork: paintings, sculptures, Antique items Material types-(Glass, Ceramics, Stainless steel, Aluminium, Paper, wood, etc.) Sizes, Shapes, Colour, strength, ease of installation, durability And so on 2 Incorporating, in Interior related design & drawings, good practices for construction or & installation of the following as per applicable Quality standards: Process for Applicable for Carrying out plaster coating, painting, tiling, decorative work Wall finishing Laying Marbles, tiles, wooden floor, coverings with carpets Floor finishing POP, painting, suspended framework, decorative works Ceiling finishing Assembly, installation, testing & commissioning Furniture and furnishing, including internal areas and external areas like lawns, landscape Assembly, installation, testing & commissioning fixtures such as lighting, signage Assembly, installation, testing & commissioning Equipment like kitchen, laundry, office, Gym, Spa, etc Assembly, installation, testing & commissioning Artwork Providing inputs to the Architects, including landscape/ softscape architects, and MEP designers, for integration of all designs across the project 3 Building quality in the designing process-for Interiors using designing software:Essential technical steps/activities include performing the following for developing designs.· Generating Solid, surface, and mesh modeling· 3D navigation Visual styles, · Renderings, · DWG, and Images references · Integration with Architecture and MEP services Software like Pro’s modeling suite Max, AutoCAD, Autodesk Revit, Autodesk 3d’s, SketchUp Photoshop, or a similar one can be considered for developing Interior design 2)Detailed designing for elements such as walls, ceiling, flooring, furniture, fixtures staircase, internal doors & windows, etc. 3)Detailed specifications required to be generated/captured for layouts, manufacturer details, serial numbers, etc.Software like Architectural Interior Modelling or a similar one can be considered for developing Interior design. Nine stages for creating the design of Interiors Design activities vary considerably from company to company, but generally, there are 9 stages to designing the Interiors for buildings, as below. Whatever designing processes and software are used, designing must result in developing Robust designs by accomplishing the following:· Build designs that are comprehensive, accurate· Contributes to building quality in construction by incorporating national and international quality standards in BOQ/material specifications and construction processes· Integrates statutory and safety requirements (if applicable) in the designs and drawings · Optimise project costs· Enables efficient delivery of designs & drawings · Incorporates maker-checker step in each design stage through the implementation of segregation of duties concept The nine stages are: 1. Develop interior design plans 2. Develop and design furnishing plans of the area under the scope 3. Develop reflected ceiling plans 4. Develop floor covering plans — designs, specifications, and drawings 5. Develop mechanical, electrical, and plumbing engineering plans 6. Develop design and drawings of Interior areas 7. Develop Tender documents- developing tender documents -technical design aspects8. Estimate Costs (BOQ+ labour+ direct construction variable costs) 9. Provide handholding support In the below-listed activities, those marked *reflect those activities which can have adverse statutory implications. Stage 1 activities that can adversely impact business · Not obtaining or not incorporating strategic inputs (like the design of interiors to be traditional, modern, contemporary, etc vis a vis furniture, fixtures, finishing, target costs, target customers) and inspirational vision vis-à-vis each area to be designed as wall locations, reflected ceiling plans, floor covering plans, finishes, Power and data plans) from various functions · Not involving all relevant functional teams in the vetting of the plans as mentioned above Stage 2 activities that can adversely impact business · Plans developed by untrained/unskilled professionals · Not involving all relevant functional teams in the vetting of the Plans· Inadequate Standardisation leading to higher costs · Proposing furniture and fixtures through limited pre-identified vendors with malice intent Stage 3 activities that can adversely impact business · Making RCP non-comprehensive or inaccurate by not obtaining or not incorporating inputs from functions into various design elements (like sprinklers, smoke detectors, light fixtures, fans, and lighting plans, HVAC mounts, and any other mechanical equipment requiring special venting or electrical objects on the ceiling) for RCP.· Using unlicensed software while developing Interior designs. · Making Compromises in the detailed RCP design process by skipping or compromising on essential aspects such as below. · RCP Design Features · Statutory requirements. * · National and international standards for quality * · Tolerance of BOQ material specifications and workmanship.· Non-comprehensive RCP design-related Construction processes · Inaccurate Bill of quantities for each RCP design area /no off · Inadequate Standardisation leading to higher costs · Measurement requirements for work in process and completed Interior design areas of the project Stage 4 activities that can adversely impact business · Making Floor plans non-comprehensive or inaccurate by not obtaining or not incorporating inputs from functions into various design elements for floor plans Using unlicensed software while developing Interior designs. · Compromising on tolerances for BOQ materials and installation based on the design of the preferred vendor or & contractor · Making Compromises in the detailed Floor design process by skipping or compromising on essential aspects below. · Floor design features · Statutory requirements. * · National and international standards for quality *· Vague BOQ material specifications and tolerances on installation.· Non-comprehensive Quality requirements · Non-comprehensive floor design-related construction processes · Developing renderings which are at variant from a design developed Inadequate Standardisation leading to higher costs Inaccurate Bill of quantities for each flooring design area /no off · Acceptance criteria for Interior design work in process and completed area Stage 5 activities that can adversely impact business · Making MEP & interior design integration plans non-comprehensive or inaccurate by not obtaining or not incorporating inputs (such as power points, data points, finishing materials, etc.) from functions into various design elements for MEP plans · Using unlicensed software while developing designs for interiors · Making Compromises in the detailed design process by skipping or compromising on essential aspects such as below. · Interior design Features · Statutory requirements. * · National and international standards for quality * · Vague BOQ material specifications and tolerances · Compromising on tolerances for BOQ materials based on the design of the preferred vendor · Non-comprehensive design-related construction processes and potential equipment · Inadequate standardization leading to higher costs · Inaccurate Bill of quantities for each Interior design area /no off · Inspection requirements concerning inputs (like finishes, sprinklers, smoke detectors, light fixtures, fans, lighting lamps, etc) are not comprehensive · Non-comprehensive Quality requirements for completed areas · Acceptance criteria for Interior design work in process and completed area Stage 6 activities that can adversely impact business · Design and drawings not aligned to approved strategic plans, concept, and layouts vis a vis Internal elevation, Sections for each area, Wall finishing configurations, ceiling profiles, Joinery details including custom-built BOQ/items, All coordinated designs, and drawings w.r.t these design aspects. · Assigning the same designer to develop designs & drawings in this stage who initially developed designs in earlier design stages thus not implementing the segregation of duties concept*· Design and drawings not comprehensive or not accurate · Using unlicensed software while developing Interior designs specifications and drawings · Developing drawings and designs which are not well coordinated leading to conflicts or rework during construction · Compromising specifications for the development of samples/mock-up units in collaboration with vendor/contractor· Using smartphones in interior design work areas to take pictures and share with competitors · Allowing official laptops to carry outside offices/to homes of interior designers and misusing by sharing confidential information * · printing of Interior design and drawings without any control and misusing these · Not shredding waste designs/drawings and misuse of these· Allowing Liberal access to design servers/laptops and printers * Stage 7 activities that can adversely impact business · Making tender documents non-comprehensive or inaccurate vis-à-vis the following: in tender documents. · BOQ material specifications (furnishing, fixtures, and equipment, Finishing BOQ like marbles, tiles, flooring, claddings, paints, fabrics, etc.) · Tolerances in specifications of BOQ materials · Interior design-related construction processes and potential equipment· Standardisation· Bill of quantities for each Interior design area/no off · Interior design features in GFC drawings· Statutory requirements. * · National and international standards for quality *· Measurement requirements for work in process and completed Interior design areas of the project · Inspection requirements concerning inputs and workmanship are not comprehensive Stage 8 activities that can adversely impact business · Making cost estimates based on non-validated assumptions of BOQ material rates from vendors’ design or cost estimates from contractors. · Deliberately skipping a few BOQ materials from the scope of costs · Not computing costs on 1st Principal vis-à-vis raw materials, Direct construction materials, costs of labour/fabrication or installation leading to underestimating or overestimating project costs. Stage 9 activities that can adversely impact business · Interior designer/consultant not providing adequate inputs and handholding support to project team for:· Development of detailed specification and quality requirements · Development of sample boards or samples for developing Interior designs. · Selection of vendors for BOQ items · Inspection of interior design items.· Insisting on sourcing specific brands of BOQ materials and interior design-related consultancy services from vendor and service providers respectively in collaboration with them in return for kickbacks * You can read more about the 63 activities that can adversely impact business in Chapter 1 of my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “
Design of Architecture: Activities that can adversely impact business
Design of Architecture: Activities that can adversely impact businessDesign activities include carrying out design work for all types of buildings, including residential, commercial, shopping malls, education institutes, hotels, hospitals, offices, Industrials/ factories, other engineering works, etc.The Scope of design in architecture usually includes developing plans and elevations for the buildings, and architect designs for each floor, wall, and ceiling. Characteristics of a Robust Architecture are: Elegant Architecture · Optimum use of permitted FAR · Design must meet all regulatory requirements & National building code including health and safety· Plans and Elevations must be easy to visualise and understand by all stakeholders Construction using developed design to be in plumb (i.e Walls are perfectly vertical and flawless, floors and ceilings are perfectly horizontal -unless designed otherwise and meticulously finished) · Durable for any changes in the use of the building· Flexible -for changes in natural -environments/surroundings Building design to be free from potential leakages, cracks, deformities, bulging of walls or any types of defects, etc. vis a vis in all parts/BOQ of architecture Effective space utilisation in designing Main-kitchens, Outdoor Kitchens, restaurant kitchens, pantries Perfectly aligned parts Optimum costs Visually appealing Inputs that contribute to making a good design of Architecture include: 1 Proposing the right choice of strong materials, in terms of specifications while optimizing costs for: Types of materials for use Key specifications of building materials (as required by customers and National/international Quality standards) Stones/Marbles colour, hardness, grain size, texture, polish ability, chemical properties, and so on Bricks moisture content, shape and size, compression strength, density, and so on Structure steel, low alloy steel, Stainless steel, etc Tensile strength, yield strength, elasticity, hardness, ductility, strain, toughness, and so on Aluminum strength to weight, air tightness, heat deflection, corrosion resistance, appearance, and so on Glass Colour, shapes, transparency, brittleness, hardness, resistance to fire, weather insulation, and so on Ceramic Hardness, modulus of elasticity, ductility, wear resistance, resistance to chemicals, and so on POP colour, compression strength, coarse particles, setting time, and so on Paints workability, Gloss, viscosity, flowability, resistance to water, wear, heat, and so on Wooden BOQ e.g frames, doors size, colour, luster, grains, content, hardness, density, shear resistance, and so on And so on 2. Incorporating, in Architecture related design & drawings, good practices for construction or & installation of the following as per applicable Quality standards: · Site preparation (clearing vegetation, demolition, tree protection, excavation & earthwork, filling voids, disposal, etc. · Providing & installing brickworks · Providing & installing punning work· Providing & installing woodwork like door frames, doors, etc. · Providing & installing steel works like railings etc.· Providing inputs to the structural, façade, landscape, softscape architects, Interior designer, and MEP designer for integration of all designs across the project · and so on 3 Building quality in the designing process for Architecture -using designing software:Essential technical steps/activities include performing the following for developing designs.· Solid, surface, and mesh modelling· 3D navigation (e.g View cube)· Evolving visual styles · Developing plans & elevations · Developing renderings for marketing · Developing Base projected and section views· Developing DWG · Developing Images references · Integration with Interior design and MEP servicesAnd so on Software like AutoCAD or a similar one can be considered for developing Architectural design a) Design to have features for building integration to enable the following: § Create & edit Architectural design, structural engineering design, and MEP views for coordination. § Get the design and layout of the project before construction for general contractors, subcontractors, and owners . Able to develop schedule and do cost estimations using enhanced BIM concepts § Extract the construction drawings from the coordinated and error-free model. § Refine the drawings by adding annotations and notes Software like Revit Architecture (BIM) or equivalent software can enable this b) Further a comprehensive architect design must enable the following: § Developing Animation § Building Flexibility to have texture options§ Generate renderings for marketing Software like 3D Studio Max or equivalent software can enable thisSeven stages for developing the design of Architecture Design activities vary considerably from company to company, but generally, there are 7 stages to designing the architecture for buildings, as below. Whatever designing processes and software are used, designing must result in developing Robust designs by accomplishing the following:· Build designs that are comprehensive, accurate· Contributes to building quality in construction by incorporating national and international quality standards in BOQ/material specifications and construction processes· Integrates statutory and safety requirements in the designs and drawings · Optimise project costs· Enables efficient delivery of designs & drawings · Incorporates maker-checker step in each design stage through the implementation of segregation of duties concept The seven stages are:1. Developing Concept designs2. Developing Schematic design3. Developing Sanction design duly coordinated for structure, architecture, façade, landscape, interiors, MEP, etc4. Developing /Revising detailed technical Design based on sanctioned approvals5. Developing Tenders 6. Estimating Project Costs for structure, architecture, external development works, façade, landscape7. Developing working drawings & Good for construction drawings, As-built drawings. In the activities listed below, those marked ‘*’ reflect those activities which can have adverse statutory implications Stage 1 activities that can adversely impact business· Not obtaining or not incorporating inputs (like strategic plans vis a vis vision, landscape, traffic circulation, master plans, area plans, preliminary plans, elevations, etc) into Building Civil Architecture design · Not assigning competent designers*· Using unlicensed software while developing a concept design for Civil Architecture. * · Not vetting the concept and detailed design/making compromises while vetting Civil Architecture, in collaboration with, inhouse or outsourced Code Architect or consultant, by skipping or compromising on important designs and drawings aspects such as below vis a vis Civil Architecture Features: · Tolerances on specifications of materials and workmanship· Statutory code-related requirements for Civil Architecture. *· National and international standards for quality · Raw Materials (Bricks, POP, Paints, joineries, Inserts, stone works, Tiles, Door frames, doors, windows, etc.) sizes and specifications · Quality requirements and suggestive gauging· Civil Architecture safety requirements* · Compromising on the safety of Civil Architecture by proposing low cost /low strength raw materials / Bill of quantities for Civil Architecture · Bribing mandatory Agencies which approve the Civil Architecture plants and elevations etc. relevant for issuing FAR and sanction drawings compliance * Stage 2 activities that can adversely impact business· Design intent not aligned to approved Concept design· Schematic drawings are not comprehensive or not accurate · Area statements not detailed· Cost estimates are ballpark and based on thumb rules rather than detailed assumptions. · Assigning the same designer to develop schematic designs & drawings, who initially developed concept design thus not implementing the segregation of duties concept* Stage 3 activities that can adversely impact business· Preparing drawings incorporating inaccurate area statements vis-à-vis intended construction plans and bribing the sanctioning team to get minimum non-compliance and speedy approvals *· Assigning the same designer to develop sanctioned designs & drawings, who initially developed schematic design thus not implementing the segregation of duties concept*· Stage 4 activities that can adversely impact business· Colluding of the leading Architect with sanctioning authorities to obtain approval of the submission drawings that are not adequately coordinated or not aligned to instructions of sanctioning authorities in return for favors to approving authorities * Stage 5 activities that can adversely impact business· In the tender, including names and brands of specific materials only for pre-identified /preferred vendors of the Architect in return for commission/kickback to the Architect from such vendors. · Recommending only a single source for many BOQ materials and thus leaving very few options with the project materials team to negotiate prices aggressively in return for commission /kickback to the Architect from such vendors · Tender drawings not incorporating applicable quality for all works. · Tender drawings not incorporating applicable Statutory requirements vis-à-vis applicable national/international codes w.r.t safety· Inspection requirements concerning inputs (like Bricks, POP, Paints, joineries, Inserts, stone works, Tiles, Door frames, doors, windows, etc) are not comprehensive Stage 6 activities that can adversely impact business· Computing costs of works for Structure, Finishes, External development, Façade, and Landscape are inaccurately based on thumb rules rather than on the first principal basis vis-à-vis raw materials, Direct construction materials, costs of labour/fabrication or installation leading to underestimating or overestimating project costs. Stage 7 activities that can adversely impact business · Develop working drawings or GFC which are not fully aligned to activities in the above seven design stages · Architect issuing “As-built drawings” which are aligned to earlier sanctioned drawings by statutory authorities but at variant vis-à-vis actual completed physical construction (in terms of FAR, building plans and elevations, construction materials used, etc.) *· Bribing the statutory officials to get ok occupation and completion certificates in due course. * You can read more about the 25 activities that can adversely impact business in Chapter 1 of my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “
Design of Structure: Activities that can adversely impact business
Designing of Building Structure: Activities that can adversely impact business Designing of building structure for any building includes designing columns, foundation, stilt floor, beams, slabs, retaining walls, levels, column schedules, staircases, terraces, Sewage Treatment Plant, harvesting pits, façade areas of any building Characteristics of a Robust building structure are: Withstand earthquake vibrations and prevent displacement, deformation Free from cracks Construction to be in plumb (i.e., perfectly vertical columns & other vertical structures & walls, perfectly horizontal beams & floors) Not buckle due to loads Perfectly aligned parts Corrosion-free Aesthetically appealing Inputs that contribute to making a good structure design include the following: 1 Proposing the right choice of strong materials in terms of specifications while optimizing costs: Types of materials for use Key specifications of building materials (as required by customers and National/international Quality standards) TMT bars, Structural steel, etc strength, elongation, fatigue resistance, etc Cement setting time, strength, moisture, density, fineness, chemicals, etc RMC workability, mechanical strength, density, durability, etc. Shuttering materials strength, durability, rigidity, etc Scaffolding materials compression strength, tensile properties, etc. Applicable hardware size tolerances, the material used, etc Joineries strength, flexibility, toughness, appearances, etc And so on 2 Incorporating, in Structure related design & drawings, good practices for construction or & installation of the following as per applicable Quality standards: i)Sub-structure · Excavating · Dewatering · Earthmoving · Preparing PCC · Preparing RMC · Bending & preparing TMT bars · Constructing & laying the standard foundation · Laying the piled foundation · Waterproofing, · Concreting & masonry work in foundations ii) Superstructure · Scaffolding · Shuttering · Constructing frameworks for all columns, beams, etc · Constructing upper floor · Constructing roof structure · Constructing stairs/ramps · Constructing external walls · Constructing external windows &external doors · Internal walls & partitions · Internal doors · And so on iii)Providing inputs to the building architects, Interior designers, and MEP-package designers for integration of all designs across the project 3 Essential technical steps/activities to facilitate building quality in the designing process for Structure include: · Drawing grids · Defining materials · Defining section properties · Drawing objects in the structural engineering models · Developing plans and elevations · Defining & Selecting loads · Soil-Structurer Interaction · Structural Dynamics · Earthquake analysis · Wind and seismic loads as per National standards · Value engineering And so on Software like ETAB can facilitate carrying out such activities accurately & efficiently. Validation of design Validation of developed design by carrying out structural analysis by an independent proof consultant is desirable, and the scope usually includes: · Linear Static and Dynamic Analysis of RCC Structures, Design and Detailing of RCC Beams, Columns, Slabs, and Foundations, Composite deck and Parametric Modelling, Modal Frequency of a Structure, Wind Loads on RCC structure, FEM Analysis, and Design and so, on Software like STADD or similar can be considered for structural analysis and developing an error-free, comprehensive design. Seven stages for creating the design of Structure Design activities vary considerably from company to company, but generally, there are seven stages to designing the Structure for buildings, as below. Whatever designing processes and software are used, designing must result in developing Robust designs by accomplishing the following: · Build designs that are comprehensive, accurate · Contributes to building quality in construction by incorporating national and international quality standards in BOQ/material specifications and construction processes · Integrates statutory and safety requirements in the designs and drawings · Optimise project costs · Enables efficient delivery of designs & drawings · Incorporates maker-checker step in each design stage through the implementation of segregation of duties concept The seven stages are: 1. Developing Concept Design 2. Vetting of design 3. Developing GFC and specifications 4. Tender development 5. Obtaining a Structural stability certificate 6. Making Cost estimates for the entire Structure 7. Issuing “As-built drawings.” These are not being narrated in detail as design activities can vary from organisation to organisation. Therefore, only activities that can adversely impact business are captured here. In the activities listed below, those marked ‘*’ reflect those activities which can have adverse statutory implications. Stage 1 activities that can adversely impact business · Not obtaining and not incorporating inputs (like Purpose of building, Features of Structure, Structural safety requirements vis-à-vis zone in which building is to be constructed, Overall dimensions and FAR, overall building Plan and elevation, etc.) from other interfacing functions like selling, architects, and construction into the Structure design · Not assigning competent designers* · Using unlicensed software while developing a concept design for Structure * · Making compromises while vetting structure design, by skipping or compromising on structure designs and drawings aspects such as below. · Tolerances on specifications of materials and workmanship · Statutory code-related requirements for Structure * · National and international standards for quality · Raw Material (TMT bars, Cement, or RMC) sizes and specifications, the lower factor of safety* · Proposing low cost /low strength raw materials · Bribing mandatory Agencies which approve the structure design calculations relevant for issuing structural stability certificates* Stage 2 activities that can adversely impact business · Colluding the principal architect and proof consultant to accept the consultancy design work with incorrect design calculations (e.g., TMT bars sizes and Grades like Fe415, Fe 550, RMC (M20, M30, M40, etc., Cement-OPC 43, OPC 53, PPC, etc.) in return for some favours. · Assigning the same designer to validate the design, who initially developed it, thus not implementing the segregation of duties concept* Stage 3 activities that can adversely impact business · Making GFC drawings that are not aligned to design calculations · Architect Insisting on specific brands of TMT bars and Cement or RMC in collaboration with vendors of brands and getting financial favours. * · Compromising specifications for developing samples in collaboration with vendor/contractor. · Releasing of design and drawings and issuing these to structure contractor at a site without any control · Not shredding or deleting waste designs/drawings and misuse of this Stage 4 activities that can adversely impact business · Making tenders that are not comprehensive vis-à-vis technical specifications or are deliberately stated vaguely for subsequent manipulations amongst the architect and contractor with ulterior motives. · In the tender, the Structural Engineer/architect includes names and brands of specific materials only for pre-identified /preferred vendors of the Structural Engineer/Architect in return for commission/kickback from such vendors. * · Architect recommending only a single source for many BOQ materials and thus leaving very few options with the project materials team to negotiate prices aggressively in return for commission /kickback to an architect from such vendors. * · Inspection requirements concerning inputs such as TMT bars, Cement, and RMC are not comprehensive · Tender drawings not incorporating applicable quality standards for all works, and applicable Statutory requirements, particularly w.r.t safety. * Stage 5 activities that can adversely impact business · Bribing the certifying officials to get a Structural Stability Certificate in due course. * Stage 6 activities that can adversely impact business · Computing costs based on thumb rules rather than the first principal basis vis a vis costs of TMT bars, Cost of Cement, Cost of RMC, and other structural elements relevant as also costs of shuttering, cost of scaffolding, costs of joinery, etc. and cost of labour/fabrication for each part of the Structure, floor wise, and each building. Stage 7 activities that can adversely impact business · Preparing “As-built drawings” shown as aligned to Structure Stability certificate, but actual physical construction of the built-up Structure is in deviation to the “as-built drawings” in terms of TMT Bar sizes, RMC, safety factor and construction materials used, etc. You can read more about the 29 activities that can adversely impact business in Chapter 1 of my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “
Ethics in design functions in real estate and hospitality service - An overview
Welcome to the blog on Ethical Processes in BusinessThe word “ethics” refers to the moral principles or values that enable us to do the right things. In a broader sense, ethics include integrity, objectivity, professional competence, confidentiality, and professional behaviour. Any compromise in ethics can lead to adverse implications for the organization. This blog is a supplement to my first book on “Ethics in the Real Estate Industry” which is expected to be launched soon. In the first volume of the book, three design functions - Architectural design, Interior design, and MEP services have been analysed from an ethical perspective. For this purpose, we have considered 91 key processes and tabulated 916 key business activities in each of three design functions that, which if not performed diligently and professionally, can hurt the organization /can adversely impact business. Type of activities Design of Architect Design of Interiors Design of MEP Combined for 3 functions Core activities - 292 Core Design 116 63 69 248 Statutory 18 12 14 44 Subtotal 134 75 83 292 Essential supporting activities - 282 Making Configuration tables 4 4 4 12 Making master data tables 4 4 4 12 Risk assessment 47 47 47 141 Assigning access rights 39 39 39 117 Subtotal 94 94 94 282 Other supporting activities - 342 Designer's traceability 3 3 3 9 Audit trails of designer's activities 2 2 2 6 Coding schemes 14 14 14 42 Document management systems-Hard-Designs & Drawings 12 12 12 36 Document management systems-soft-Designs & drawings 8 8 8 24 Budgeting for designers 11 11 11 33 MIS/Dashboard for designers 14 14 14 42 SOP for designers 8 8 8 24 Financial approvals 16 16 16 48 Core documents 6 6 6 18 Statutory documents 7 7 7 21 Functional manuals 3 3 3 9 Similar type 3 3 3 9 Key performance indicators-Designers 7 7 7 21 Subtotal 114 114 114 342 Grand total of Activities 342 283 291 916 The adverse impacts have been categorized as any one of three types below or a combination thereof and marked as ① or ② or ③① Quality of design or quality of construction or project costs or customer satisfaction or revenue of the company as relevant.② Statutory or regulatory compliances③ Efficiency or effectiveness of the design processA comprehensive list of these activities and their impact is available in the handbook – “Ethics in the Real Estate and Hospitality Industry – Volume 1”