BS PCM Practice Quiz

The contractor is preparing a project schedule for a multimillion-dollar hospital project with an opening date that has been issued in a press release and cannot change. What type of schedule should be created for this project? -Gantt chart -Milestone chart -Wall schedule -Critical path schedule

Critical Path Schedule: Critical path schedules are best suited for large and complex construction projects where the timing of particular items can affect the timing of other items and ultimately impact the date of completion.

During the schematic design phase for a hospital diagnostics suite renovation, a project architect in a 55-person firm is reviewing the drawing delivery schedule. The project architect has determined that it will be difficult to meet the project milestones since the majority of staff assigned to the project have little experience in hospital renovations. What is the best option for the project architect to propose to the partner in charge? -Assign additional staff to the project -Provide a training plan for the inexperienced staff that have been assigned -Revise the milestones to meet the staffing plan -Make replacements to the staffing plan

Make replacements to the staffing plan: Replacing inexperienced staff with experienced staff should allow for greater efficiency and better work flow, making it easier to meet the milestones. In the long run, the cost of utilizing experienced staff could be less than the potential costs for overtime or additional staffing that might be required to meet the milestones.

An architect is opening a firm for the first time in their hometown. The firm will be a sole proprietorship, and the architect intends to hire independent contractors to produce drawings for their anticipated workload. What type of insurance should the architect carry to reduce risk from errors and omissions? -Workers' compensation -General liability coverage -Professional liability insurance -Business interruption insurance

Professional liability insurance: Professional liability insurance covers the architect against claims of negligence in the performance of their professional duties. Errors and omissions would fall under these insurance claims.

An architect is working on a mixed-use project at the end of the DD phase and must prepare an estimate of the cost of the work per AIA B101. The following line items appear in the firm's project files: Retail: $200/sf @ 2,000 sf Apartments: $350/sf @ 15,000 sf Amenities: $400/sf @ 3,000 sf Architect's fee: 8% of construction cost Estimated contractor's OH&P: 14% The owner has noted during a project meeting that the cost of the land was $2,000,000 and that they have accounted for a 5% contingency in their budget. Based on the information, what should the cost of work estimate be?

This question tests your knowledge of what is and what isn't included in a cost of work estimate, per AIA B101, which we cover in our video B101: Articles 5-6 (2:05). Article 6 notes that the architect's compensation, the cost of the land, and the contingency costs for changes in the work should not be included in cost of work estimates, so you should not include those figures in the answer. First, determine the cost to construct the project based on the cost per square foot and square footages noted. Then, apply the contractor's overhead and profit to the subtotal: Retail - $200/sf x 2,000 sf = $400,000 Apartments - $350/sf x 15,000 sf = $5,250,000 Amenities - $400/sf x 3,000 sf = $1,200,000 Add the numbers to arrive at a subtotal: $400,000 + $5,250,000 + $1,200,000 = $6,850,000 Apply the contractor's overhead and profit. Since that amount is estimated at 14%, this can be done in one step by multiplying by 1.14: $6,850,000 x 1.14 = $7,809,000

In an effort to streamline document coordination across a large project, a project manager has issued the following directive: "We should combine drawings where we can to limit the number of unnecessary sheets in our set and create a better, more thoughtful presentation of documents." What is this type of documentation an example of? -Bubble referencing -Working in context -Roadmap referencing

Working in Context. This type of documentation places importance on the presentation of the drawings. By combining multiple layers of information into a single drawing, it allows the user to more fully understand how a drawing or detail works in the larger context of a project.

A firm's principal is calculating the office's net multiplier to better control staffing for an upcoming project. The office's break-even rate is currently at 2.5 and the office has $368,516 in total direct labor allocated for the upcoming project. Of the four operating revenue values listed below, which is the lowest that the office could achieve and still be profitable? -$885,000 -$737,000 -$975,000 -$935,000

$935,000 Correct. The formula for determining net multiplier is: Net operating revenue / total direct labor = net multiplier. This formula can be used to find out if a revenue is profitable, which in this case would mean that the net multiplier is greater than 2.5 (the break-even ratio). $935,000 / $368,515 = 2.54, which is greater than 2.5, and therefore profitable.

A project manager is preparing for an interview with a candidate for a designer position on their team. The project manager is meeting with the firm's human resources manager in preparation for the interview, and they are working on a list of questions that will be used to guide the interview. Which of the following questions are acceptable to be asked during the interview? Check the three that apply. -What's your biggest weakness? -How would your previous manager describe your work? -Here's a copy of our holiday schedule; do you celebrate any holidays in addition to the ones listed? -Is your spouse or significant other also an architect? -Why did you leave your last place of employment? -How long ago did you obtain your degree in architecture?

- --What's your biggest weakness? Correct. Asking an employee to self-evaluate their past performance is an acceptable interview question. In the unlikely event that a candidate brings up a weakness related to a disability, you should move away from the question and not dig deeper into the disability at this time. Disability status is a protected class and interview questions about the topic should be avoided. -How would your previous manager describe your work? Correct. This is a common interview question that is asked to gather information about how the candidate's prior managers would describe them and how the candidate believes that others perceive their work. This question likely won't reveal any protected information about the candidate. -Here's a copy of our holiday schedule; do you celebrate any holidays in addition to the ones listed? Incorrect. If the candidate is a member of a religious group that celebrates holidays other than the ones that the company is closed for, they'd reveal this information when answering this question. Asking about a candidate's religious beliefs, even in a roundabout way such as this one, is against the law. Instead, candidates should be provided with the company's holiday schedule as part of their offer letter, along with an explanation of the company's paid time off policy. The employee could use their paid time off or floating holiday hours if necessary. -Is your spouse or significant other also an architect? Incorrect. While this may seem like harmless small talk, this question is a roundabout way of asking about the candidate's familial status. Familial status is an off-limits topic during interviews in order to protect candidates from being discriminated against if, for example, they plan on having children in the future and would require time off. -Why did you leave your las

An architect hired a mechanical engineer using the standard AIA C401 agreement. At the end of the SD phase, the engineer submitted an invoice to the architect for $10,000, the contractually agreed upon amount that the structural engineer should be paid for the SD phase. The architect submitted their own invoice to the client for $40,000, the contractually agreed upon amount for the SD phase of work noted in the prime agreement, AIA B101. The architect has only received $30,000 to date because the client is unhappy with the design and withheld partial payment. The architect is attempting to resolve the situation with the client before moving to dispute resolution methods outlined in the B101. According to the provisions of the C401 agreement, how much should the architect pay the consultant upon receipt of the $30,000 from the client? -$0 -$7,500 -$5,000 -$10,000

-$0 Incorrect. The architect is required by C401 to pay the consultant in proportion to amounts received from the client. Since the architect was paid, but not in full, they should do the same for the engineer. The architect needs to make reasonable and prompt efforts to receive the remaining payment from the client in order to be able to pay the consultant in full. Since the client only paid $30,000 out of the $40,000 invoice, the architect should pay the engineer $30,000 / $40,000 = 0.75 of the full amount, or $10,000 x 0.75 = $7,500. -$7,500 Correct. The provisions of the C401 agreement, including payment procedures, are covered in our video Contracting with Consultants Using the C401(9:50). The architect received $30,000 out of $40,000 they invoiced, which can be written as $30,000 / $40,000 = 3/4 or 0.75. Since C401 states that the architect shall pay the consultant in proportion to the amount that they received from the client, the architect should pay the engineer 0.75 of their invoice, which is $10,000 x 0.75 = $7,500. -$5,000 Incorrect. $5,000 is half of what the consultant invoiced for, but the architect received 3/4, or 0.75, of their invoiced amount from the client. AIA C401, article 11.6.1 requires that the architect pay the consultant in proportion to the amount received from the client, not an arbitrary percentage that they decide upon. Therefore, the architect should pay the engineer $30,000 / $40,000 = 0.75 of the full amount, or $10,000 x 0.75 = $7,500. -$10,000 Incorrect. According to C401, article 11.6.2, the architect shall pay the consultant in proportion to the amounts received from the client. Since the client only paid $30,000 out of the $40,000 invoice, the architect should not pay the consultant the full amount that they invoiced for. Instead, they should pay $30,000 / $40,000 = 0.75 of the f

An architect is responding to a request for proposal (RFP) from a client. The design team consists of four designers, two project architects, a structural engineer, and three MEP engineers. The client has requested information regarding the design team. What relevant design team documents should the architect provide to the client? -A brief resume of each team member -A cover letter introducing the project architects -A full portfolio of each design team member -A copy of the contract used to hire the consultants

-A brief resume of each team member Correct. This is a common method to highlight expertise and roles of each design team member without overloading the potential client with too much information. Typically a photo, title, and brief paragraph are supplied for each design team member. -A cover letter introducing the project architects Incorrect. This would likely offer more information than necessary regarding the role of the project architects and wouldn't provide information on additional team members. -A full portfolio of each design team member Incorrect. Unless specifically requested, this amount of information would be considered unnecessary to include in a response to an RFP. -A copy of the contract used to hire the consultants Incorrect. A contract between the architect and consultants would not detail the roles and responsibilities of all team members, though it would highlight the roles and responsibilities of the consultants. Further, it is unlikely that a contract would already be executed at this stage in a project.

An architect is researching market opportunities in their jurisdiction to determine if they can expand their firm's offerings to include new typologies. One of the challenges that they foresee is that their jurisdiction allows non-architects to design certain types of structures, so it's less likely that a client will hire their firm to design these types of projects. Which of the following types of structures is most likely to be considered an exempted structure by a jurisdiction? -A farm stand with two cash registers, three aisles, and a public restroom. -An 8' x 10' storage shed in the rear yard of a popular restaurant in a downtown area -A 2-unit, 1,500 square foot residential building with a $400,000 construction cost

-A farm stand with two cash registers, three aisles, and a public restroom Incorrect. While agricultural buildings may be considered exempted structures, this typically applies to sheds, barns, and other structures where human occupancy is transient and where the general public will not congregate. A farm stand with two cash registers, three aisles, and a public restroom will likely be able to support a number of occupants, and a jurisdiction would likely require a registered architect to design such a structure in order to protect the health, safety, and welfare of the general public. -An 8' x 10' storage shed in the rear yard of a popular restaurant in a downtown area Correct. Many jurisdictions exempt storage sheds from the definition of a building if they're under a certain square footage, often 144 square feet. Even though this storage shed is on the same property as a busy restaurant in a downtown area, it's a small space that likely will only have one employee at a time use it and will often sit unoccupied. As we discuss in our video Licensure (2:05), these types of structures are considered of minimal risk to the health, safety, and welfare of the general public. -A 2-unit, 1,500 square foot residential building with a $400,000 construction cost Incorrect. Some jurisdictions will consider single-family residences under a certain size or under a certain construction cost to be exempted structures, but multi-family buildings such as this are generally required to be designed by a registered architect. Fire separation and egress requirements must be carefully considered, amongst other things, in order to protect the health, safety, and welfare of the general public.

A project is moving into the construction drawings phase after completing design development and getting approval from the client. The architect is preparing to staff the project through construction drawings and into construction administration. The architecture firm is contracted to perform construction management services on the project. Which of the following events would impact the construction management services? -A furniture vendor offers a substitution for a couch -The architect's choice of subconsultants -The owner rejects a contractor's bid -The room names change on the drawings

-A furniture vendor offers a substitution for a couch Incorrect. A change in loose furniture such as a couch would not impact construction management services as the schedule, budget, or type of construction would not be affected. -The architect's choice of subconsultants Incorrect. Subconsultants are typically retained by the architect before construction services begin. The choice of subcontractors could potentially impact construction management services, but the choice of subconsultants would not. -The owner rejects a contractor's bid Correct. Reviewing contractor bids is part of construction management services. If an owner rejects a bid, with or without input from the architect, the bidding process may need to be altered or reviewed with the owner depending on why the owner rejected the bid. -The room names change on the drawings Incorrect. Changing room names or other verbiage on the drawings is unlikely to impact construction management services. If a room function changes, then construction may be impacted.

A client is contracting with an architect to build six condominium buildings as part of a private residence complex. The design team wants to approach the project in a way that will incorporate all stakeholders in order to increase value for the owner, reduce waste, and maximize efficiencies through all phases of the project. The architect is deciding which agreement should serve as a base contract between only the client and architect. Which of the following documents should the architect use as a base contract? -AIA B101-2017, Standard Form of Agreement Between Owner and Architect -AIA A295-2008, General Conditions of the Contract for Integrated Project Delivery -AIA A201-2017, General Conditions of the Contract for Construction -AIA B195-2008, Standard Form of Agreement Between Owner and Architect for Integrated Project Delivery

-AIA B101-2017, Standard Form of Agreement Between Owner and Architect Incorrect. The scenario described indicates the project will be using integrated project delivery. The B101 agreement is a standard contract between an owner and architect, and would not be used for integrated project delivery. -AIA A295-2008, General Conditions of the Contract for Integrated Project Delivery Incorrect. This contract will accompany the B195-2008 contract as the basis for construction. This contract is signed by the owner, architect, and contractor. -AIA A201-2017, General Conditions of the Contract for Construction Incorrect. This contract would accompany the B101-2017 contract as the basis for construction and would be signed by the owner, architect, and contractor. Further, this contract is for a standard project delivery, not integrated project delivery as described in the scenario. -AIA B195-2008, Standard Form of Agreement Between Owner and Architect for Integrated Project Delivery Correct. The project scenario describes using integrated project delivery. This is the correct contract to use between only the owner and architect.

Depending on specific contract language, expenses for projects are typically broken into two categories, reimbursable and non-reimbursable. What do reimbursable expenses include per the AIA Standard Form of Agreement Between Owner and Architect? Check the four that apply. -Additional professional liability insurance -Overtime -Long-distance travel outside a certain boundary -Marketing costs -Standard travel expenses to meetings and job sites -Printing

-Additional professional liability insurance Correct. When a client requires additional professional liability insurance, the architect can charge the client for this expense. -Overtime Correct. Employee overtime is not included in the base contract; architects can charge the client for these hours as a reimbursable expense. -Long-distance travel outside a certain boundary Correct. Only travel within a certain distance is included in the contract. -Marketing costs Incorrect. Marketing costs are an overhead expense and are not reimbursable. -Standard travel expenses to meetings and job sites Incorrect. Standard travel within a stipulated travel distance is included in the lump-sum contract. -Printing Correct. Printing services are a reimbursable expense because they can be unpredictable.

An architect recently joined their jurisdiction's licensing board and is reviewing the procedure for reviewing complaints that come before the board. In which of the following situations is a licensing board likely to defer judgement on a complaint that it receives? -An architect is alleged to have accepted a client's retainer 12 months ago but never began work on their project. -A former client files an incomplete complaint against an architect because they dislike the design of their home. -A non-architect is accused of practicing architecture without a license. -An architect is accused of accepting payment from a material vendor in exchange for specifying their product.

-An architect is alleged to have accepted a client's retainer 12 months ago but never began work on their project. Correct. In this situation, the client is likely to pursue legal action against the architect in addition to filing a complaint with the licensing board. As we discuss in our video Licensing (4:30), licensing boards generally wait until civil or criminal complaints are decided upon before taking action themselves. In these situations, they defer their judgement for a later date, meaning that the board will review the case at a later time. This is different from referring the case to another agency, which means that the board will not review the case and another outside agency will instead. -A former client files an incomplete complaint against an architect because they dislike the design of their home. Incorrect. Such a complaint is likely to be dismissed, not deferred. It's incomplete, and while the architect should attempt to design a project that their client is satisfied with, no ethical violation is alleged in this situation. The board cannot take action against an architect based on a complaint that the client dislikes the aesthetic of the home that the architect designed for them. -A non-architect is accused of practicing architecture without a license. Incorrect. The licensing board would likely refer such a complaint to the attorney general's office in the jurisdiction. Since the licensing board only has jurisdiction over licensed architects, they can't take any action against a non-architect. -An architect is accused of accepting payment from a material vendor in exchange for specifying their product. Incorrect. This is an ethical complaint against an existing architect that the licensing board would likely investigate further. There's no evidence in this answer choice that the board would defer

An architect is reviewing their insurance coverage with their broker before deciding which carrier to proceed with for the following year. The architect is discussing a number of claims that they read about over the prior year and asks how each situation could be resolved during arbitration or litigation. In which of the following situations might the concept of betterment apply to the claim? -An architect neglected to specify the flooring material in the corridors. The contractor submitted a bidding RFI and the architect amended their bidding documents in response. -An architect selected a siding material that came in over budget after bidding. -An architect selected an inappropriate roofing material given the roof's pitch, which led to water damage. -An architect omitted door chains from their hardware schedule, resulting in a change order from the contractor.

-An architect neglected to specify the flooring material in the corridors. The contractor submitted a bidding RFI and the architect amended their bidding documents in response. Incorrect. In this situation, even though the architect made a mistake in their contract documents, the architect responded to the contractor's bidding RFI and amended their drawings before the contract for construction was executed. The price for the flooring would therefore be included in the bids, resulting in no additional cost to the owner. -An architect selected a siding material that came in over budget after bidding. Incorrect. While the architect is responsible for designing a project within the client's budget, the siding being over budget doesn't necessarily mean that the entire project is over budget. Further, the concept of betterment doesn't apply here. If the project is over budget after bidding, the remedy is for the architect to work with the client to revise the design to bring it within the client's budget. -An architect selected an inappropriate roofing material given the roof's pitch, which led to water damage. Incorrect. In this situation, the architect made an error in their contract documents that lead to damage occurring to the client's property. The architect's professional liability insurance would likely be required to reimburse the client, or the client's insurance carrier, for the full amount to repair the damage, less the amount that the architect owes themself through their deductible. For example, if the error resulted in $50,000 worth of damage, and the architect has a $1 million claim limit with a $5,000 deductible, the architect would pay $5,000 and their insurance carrier would pay $45,000. -An architect omitted door chains from their hardware schedule, resulting in a change order from the contractor. Correct

A project manager in a 50-person firm is working with a team of two junior designers and a project architect on a new community facility project. The project is halfway through the contract documents phase, and the project manager wants to perform a quality assurance / quality control (QA/QC) review before proceeding further with the documentation. Which person or entity should the project manager consult with for a QA/QC review at this stage of the project? -Another project manager -One of the firm's principals -The team's consultants -The project team

-Another project manager Correct. Another experienced member of the firm is an ideal candidate to perform a QA/QC review. They should have the knowledge and expertise to provide constructive feedback, and can provide insight from an outside perspective that might not be obvious to the project team who works on the project each day. If the firm has an in-house construction administration department, they could also perform a constructability review during the CD phase. -One of the firm's principals Incorrect. A principal of a 50-person firm is likely not the right person to perform a QA/QC review at the 50% construction document milestone. Their time should be spent managing the firm as a whole, seeking new projects, and managing client relationships. -The team's consultants Incorrect. While the consultant team should be providing constant input and feedback on the design so that it's coordinated with theirs, this feedback is not a formal QA/QC review. -The project team Incorrect. The purpose of a QA/QC review is to have another perspective provide input into the design. The project team works on the design each day, therefore their input might be skewed by their preexisting knowledge of the project.

An architect is in a dispute with a former client who alleges that the architect neglected to notice that an accessible ramp was not designed according to their plans during any site visits; the ramp was built with a slope of 11.5 to 1, but the architect's drawings called for a 12 to 1 ramp. The building inspector noticed the deficiency and would not issue a certificate of occupancy for the property until the ramp was built in a compliant manner, resulting in a delay in the opening of the client's building. The client lost one month of rent due to the delay. The architect is discussing the issue with their attorney to determine if the architect was negligent in their actions. The architect and client used the AIA B101 for this project. Which of the following components of a negligence claim can the architect rely on for their defense? -Breach -Damage -Duty -Cause

-Breach Incorrect. A duty cannot be breached if it does not exist. -Damage Incorrect. Damage certainly did occur in this situation: the client lost one month's worth of rent due to the delay. However, the damage was not caused by the architect's action. In this situation, the architect's duty was to provide the design, and it was the contractor's duty to build the design according to the architect's contract documents. While the contractor is likely to be considered negligent, the architect does not have a duty to build the ramp according to specifications, so the architect cannot be found negligent. -Duty Correct. We cover the parts of a negligence claim in our video Dispute Resolution (1:00). Nothing in the AIA B101 creates a duty of the architect to verify dimensions on site. The defect in question would be difficult to notice with the naked eye and likely can only be determined after measuring the rise and run of the ramp in question. AIA B101, article 3.6.2.1, specifies the architect's duty during site visits: to become generally familiar with the work and to determine, in general, if the work will comply with the contract documents when it's complete. Had the ramp been built at a much more steep or much less steep slope, the architect might have been responsible for noticing this on a site visit. In this case, it's likely that a negligence claim would end at the duty phase with the finding that the architect didn't owe a duty to the client to notice such a deficiency. -Cause Incorrect. Since no duty existed, the duty could not be breached, so the non-existent duty could not cause damage to occur.

A client would like to build a new production facility for their large wholesale baked goods company. They would like a project delivery system that gives them insight into project costs and flexibility in pricing and procuring subcontractors and suppliers. Quality and getting the facility they want is important to the client. Which project delivery method should the architect recommend? -Bridge Design-Build -Construction Manager Guaranteed Maximum Price -Contractor-led Design-Build -Design-Bid-Build

-Bridge Design-Build Incorrect. Bridge Design-Build is a variation on traditional design-build where a design architect is included in the team, along with a design-build entity that produces the construction documents. -Construction Manager Guaranteed Maximum Price Correct. In a construction manager project delivery system, the construction manager is brought in early -- sometimes even before the architect. This project delivery method is usually cost-plus accompanied with a guaranteed maximum price (GMP) which means the owner pays for the cost of the work, plus an agreed- upon fee. Any cost overruns are the responsibility of the construction manager. This method gives the owner an "open book" on project costs and procurement, meaning they can audit the project at any time. Since the contractor is brought in early and is able to advise on costs from the beginning, a CM GMP project delivery is good for when costs are an important consideration. -Contractor-led Design-Build Incorrect. Contractor-led design-build puts the architect in a sub- contractual relationship with the contractor. This means the typical obligations an architect would have to serve the client are compromised and the contractor may perform the work in a way that compromises quality. -Design-Bid-Build Incorrect. Design-Bid-Build is when the owner retains an architect to design the project and provide plans and specifications for several contractors to bid on. The owner then awards the contract to the selected contractor and enters into an agreement with them. This method does not give the owner an open book on project costs nor does it provide flexibility in pricing subs and suppliers.

An architect has been awarded a complicated theater project that requires several consultants. The architect is considering enlisting the services of an acoustical engineer, structural engineer, and mechanical engineer in order to design the project. The architect has never worked on a project with an acoustical engineer before. Which method of drawing production should the architect use to ensure the most collaborative environment among the project team? -Building information modeling (BIM) -Point clouds -Computer-aided design (CAD) -Geographic information systems (GIS)

-Building information modeling (BIM) Utilizing BIM is a great way to have a fully collaborative environment where multiple stakeholders can be brought in throughout the design process. The model is constantly updated and the design can be coordinated in real time and space. -Point clouds Point clouds are a great method for generating highly detailed existing condition drawings, but are less helpful for collaboration in the design process. -Computer-aided design (CAD) CAD-generated drawings have been utilized for a long time but they do not provide the level of collaboration and coordination that a BIM model affords. -Geographic information systems (GIS) GIS is a good tool to assist with site drawings and schematic design, but it provides very little assistance for collaboration in a large complicated project.

An architect is one of three partners in a limited liability partnership (LLP). In preparation for the Internal Revenue Service (IRS) deadlines, the architect is determining what the firm needs to file, if anything, for their federal taxes. How should the architect proceed? -Do not file any documents for the firm -Direct each partner to file an individual return -File one LLP certificate for the firm -File one business federal return for the firm

-Do not file any documents for the firm Incorrect. LLPs are required to file a federal tax return with the IRS. -Direct each partner to file an individual return Incorrect. Individual federal returns would not cover taxes for the architecture firm unless the firm was a sole proprietorship. -File one LLP certificate for the firm Incorrect. A limited liability partnership certificate is required to be filed with the secretary of state, not with the IRS. -File one business federal return for the firm Correct. All firm legal structures except sole proprietorships require the business to file a federal tax return. In an LLP, the federal return must be filed but taxes are not paid on it, as income or losses are passed to each partner.

An architect has compiled a set of drawings to send to their project consultants for their review and coordination. The architect has not worked with these consultants previously and is unsure which software their respective companies use for producing and viewing drawings. What is the best format in which to send the drawings for review? -CAD Drawing Format (DWG file) -Word Document Format (DOC file) -Portable Document Format (PDF file) -Revit BIM Format (RVT file)

-CAD Drawing Format (DWG file) Incorrect. This is a 2D drawing file type. Before sending out a file as a DWG, it's best to check that each party receiving the file has the capabilities and software necessary to open and view the content. -Word Document Format (DOC file) Incorrect. This is a word processing file type. This file type would not be able to include drawing information, only text and limited media. -Portable Document Format (PDF file) Correct. PDFs are the lowest common denominator in terms of reading, transferring, and storing documents. PDFs don't offer the most precise information, but this format ensures that nearly any consultant or stakeholder will be able to access the document being sent. -Revit BIM Format (RVT file) Incorrect. This is a building information model (BIM) file type. BIM is an evolving technology that many parties do not have access to. Before sending a RVT file, it's best to check that each party receiving the file has the capabilities and software necessary to open and view the content.

Three architects have left a specialized firm to start their own limited liability company. One of the architects is creating a business plan and reviewing strategies that will help the new firm avoid common pitfalls that new businesses can face. Which of the following are appropriate ways to manage risk? Check the four that apply. -Carry liability insurance which exceeds jurisdictional requirements -Use multiple contracts on complex projects -Use client-furnished indemnity clauses in agreements for architectural services -Pursue projects in competitive sectors in efforts to diversify the firm's portfolio -Create marketing materials which highlight project types that the architects have worked on previously -Create an employee handbook which outlines expectations and best practices

-Carry liability insurance which exceeds jurisdictional requirements Correct. This is an example of assuming risk. Regardless of the project, investing in liability insurance which covers more than the basic measures can help protect the architecture firm if they decide they want to try to pursue new projects, new project delivery systems, or new clients. -Use multiple contracts on complex projects Correct. This is an example of transferring risk. By creating multiple contracts for one project, different aspects of the project can be controlled in detail-specific ways. This means if one thing goes wrong, the entire project or project team isn't necessarily affected. -Use client-furnished indemnity clauses in agreements for architectural services Incorrect. Using client-furnished contracts instead of contracts created and reviewed by the architecture firm can carry a greater risk, particularly if they include indemnity clauses which are meant to protect one party (in this situation, the client) from liability. This would result in greater risk for the firm. -Pursue projects in competitive sectors in efforts to diversify the firm's portfolio Incorrect. Pursuing projects which "diversify" the firm's portfolio implies that these are project types in which the firm is not well experienced. This creates risk for the firm because of the unknown nature of these potential projects. -Create marketing materials which highlight project types that the architects have worked on previously Correct. This is an example of avoiding risk. By seeking out and highlighting projects that the firm is capable of handling, the firm can avoid the risk of potentially accepting a job which the firm is not able to complete responsibly or on their own. This could lead to potential financial or legal issues if the architect is found not to be in resp

Professional services are billed through several different fee structures, based on the contract language. What characteristics of a project make it most suited to a stipulated sum fee structure? Check the four that apply. -Client has extensive experience in the project type -There is a well-defined project scope -The client is developing a prototype or other unique design for many locations -The total fee and complete scope are agreed to prior to starting the project -The project is a hotel, hospital, or other project consisting of many similar units -The project calls for construction contract administration services only

-Client has extensive experience in the project type Correct. If a client has extensive experience with a project type, minimal changes are expected. -There is a well-defined project scope Correct. A well-defined scope helps the design team narrow down services and staff, and calculate hours. -The client is developing a prototype or other unique design for many locations Incorrect. Prototype development is often a moving target and can take many more hours. -The total fee and complete scope are agreed to prior to starting the project Correct. Negotiations for both the fee and included services happen prior to the project start and are very specific. Any services the client wishes to add later would be billed as additional services. -The project is a hotel, hospital, or other project consisting of many similar units Correct. These building types have repeatable floors, room sizes, layouts, and finishes. -The project calls for construction contract administration services only Incorrect. Construction schedules are determined by the contractor and therefore, cannot be calculated in a lump sum.

The CFO of a firm is evaluating the profit-loss statement and notices the ratio of total direct labor expense to net operating revenue is 18%. What is a potential reason one would observe a ratio of 18%? -Client stop-work order on the project -Mandatory overtime on the project -Added hours to complete the project -Excess hours billed to a project

-Client stop-work order on the project Correct. Direct labor (DL) is any labor involved in production other than administration, maintenance, and other support services. Net operating revenue (NOR) represents the net dollars remaining after deducting invoiced consultant fees and expenses and all reimbursable and direct (non-reimbursable) project-related expenses. The inverse of the net multiplier formula (NOR/DL) can be utilized here, which would be DL/NOR. A low percentage indicates that insufficient direct labor hours are being charged to a project. The client stop-work order is likely a reason why hours are no longer billed to the job. -Mandatory overtime on the project Incorrect. Overtime charged to a project can create an increase in the percentage, unless they are "zero-cost" hours in the case of an employee that is not paid overtime. -Added hours to complete the project Incorrect. Adding hours to a project to catch up would result in a higher percentage unless the employees were not compensated for the additional time. -Excess hours billed to a project Incorrect. Charging too many hours to a project would result in a percentage higher than the average of 28-32%.

An architect has contracted with a client to design a new concert venue. The architect is contracting with the various consultants that are required to execute the project. Which of the following items contained in the C401 must match the B101 exactly? -Compensation -Insurance limits -Standard of care -Scope of work

-Compensation Incorrect. The amount that the architect is paid should not match the amount that the consultant is paid, otherwise the architect won't be paid for their work. Compensation must be coordinated between the C401 and B101 by including a paid-when-paid clause in the C401: the architect will pay the consultant promptly after being paid by the owner. -Insurance limits Incorrect. Insurance limits should be based on the amount of assets that your firm needs to protect, as well as the gravity of a lawsuit that you might face. An acoustical consultant's worst possible error is likely of a lesser magnitude than a structural engineer's, for example. -Standard of care Correct. If the standard of care in the C401 does not exactly match that of the B101, the architect can expose themself to liability. If the consultant's standard of care is higher, the entire design team might be construed as acting within that heightened standard of care. If it's lower, the architect creates a liability gap where they're responsible for a portion of the consultant's work. -Scope of work Incorrect. The architect's scope of work will differ from the consultants. For example, the architect's scope of work includes designing the entire building: MEP systems, structural engineering, and architectural systems. The structural engineer's scope of work for the same project will simply be to design the structural system.

An architect is working on a new hospitality project with a relatively inexperienced owner. The owner has requested a number of minor revisions to the project throughout the construction documents phase. What steps can the architect take to address revisions that change the scope of work and will require additional services? Check the three that apply. -Complete all revisions as quickly as possible, and then determine if they require additional services -Get the owner's approval for additional services before proceeding with the revision -Quickly contact the owner to inform them of any scope revisions and additional services -Immediately stop work on the project until scope changes are resolved with the owner -Meet with the owner once a month to discuss the changes that have already been made -Make sure all staff members are aware of the scope of services under the owner/architect agreement

-Complete all revisions as quickly as possible, and then determine if they require additional services Incorrect. Even if time is of the essence, completing the work first before determining the need for additional services can result in the owner disputing the extra fees. -Get the owner's approval for additional services before proceeding with the revision Correct. Obtaining the owner's approval for additional services is ideally done before proceeding with any scope revisions. -Quickly contact the owner to inform them of any scope revisions and additional services Correct. Quickly documenting any scope revisions and additional services will help avoid disputes about services and payments. -Immediately stop work on the project until scope changes are resolved with the owner Incorrect. In the case of a dispute, the architect should make every attempt to immediately work out an amicable solution with the owner. Immediately stopping work on the entire project is typically not an effective means of resolution. -Meet with the owner once a month to discuss the changes that have already been made Incorrect. Numerous minor revisions can eventually result in scope creep without the architect realizing it. Waiting until a monthly review to resolve the issue of additional services is unfair to the owner and risky for the architect. The architect should always make the owner aware that they're working on an additional service before commencing work. -Make sure all staff members are aware of the scope of services under the owner/architect agreement Correct. Awareness and careful management of the contracted project scope by all staff members will make it easier to identify when additional services are required for changes in scope.

An architecture firm has decided to use integrated project delivery (IPD) on their latest new construction project, which is a grocery store. The project manager is allocating staffing hours to the job to determine a fee. If utilizing BIM, which phase of the project can the project manager expect to require the least number of staff? -Construction administration services -Construction documents -Design development -Schematic design

-Construction administration services Correct. According to the MacLeamy Curve, later phases of the project should require less staffing as many of the construction complications have been mitigated and managed through the IPD process. -Construction documents Incorrect. In an IPD project, construction documents do require less staff than a traditional project due to having much of the work determined up front. However, the construction documents phase does require enough staff to see the drawings and specifications through to bidding. The construction documents phase would need more staff than construction administration. -Design development Incorrect. Like schematic design, the design development phase in an IPD project incorporates a lot of upfront work. This requires more staff during this phase, but allows for staffing to decrease as the project moves forward after these phases are complete. -Schematic design Incorrect. With the IPD method, the schematic design phase and design development phase have the most staff allocated to them, as these phases have the potential to make the most impact on the project.

An architect has been awarded their first license in Colorado. The firm the architect works for is requiring all project architects to hold licenses in at least three U.S. states. The architect is interested in becoming a project architect and is researching how to best acquire the additional licenses. What is the first step should the architect take in order to obtain a license to practice architecture in two additional states? -Establish projects in two additional states -Apply for an NCARB certificate -Contact the licensing board within each state -Request additional licenses from NCARB

-Contact the licensing board within each state: The U.S. Constitution calls for each state/jurisdiction to have their own licensing board. This means the states determine the requirements to hold an architecture license. Many states accept the requirements set forth by NCARB, but some have additional requirements based on education, exams, or experience. It's best to contact a state board directly to learn about licensure requirements.

An architect is preparing the agenda for a meeting with a client towards the end of the schematic design phase of a commercial office building project. The architect is working with their team to determine which items should be included on the agenda for the client to make a decision about. Which of the following items should the architect include on their agenda? Check the three that apply. -Core arrangement studies -Whether the project should seek LEED accreditation -Plumbing fixture selection in the restrooms -Maximum building height -Mechanical system selection -Lobby location

-Core arrangement studies Correct. Typically, the architect prepares options for arranging the core of the building for the client to consider. The architect should work out solutions with the structural and MEP engineer, and present each of the options to the client while explaining the benefits and drawbacks of each. -Whether the project should seek LEED accreditation Incorrect. While this is certainly the client's decision to make, this decision should be made prior to entering into a contract with the architect and noted on the owner/architect agreement. Placing this on the agenda at a late-SD phase meeting wouldn't be the most appropriate time to have this discussion. -Plumbing fixture selection in the restrooms Incorrect. This is not an appropriate question at the SD phase of the project, and likely should be made during DDs. -Maximum building height Incorrect. The maximum building height will be dictated by zoning ordinances and the building code, therefore it's not a client decision to be made. The architect could present a few massing options to the client that comply with the maximum height requirement for their consideration, but this would typically occur early in the schematic design phase. -Mechanical system selection Correct. An office building could be designed with a number of mechanical systems in a code compliant manner, therefore selecting the system often comes down to client preference after the architect and mechanical engineer present the pros and cons of each option. -Lobby location Correct. Where to locate the lobby on site is a design consideration that the client should approve during the schematic design phase. The architect should present options for client review and work through the options for client consideration. While the location of the lobby has code implications to the egress syst

Firm leadership at a large architecture and engineering firm is discussing their upcoming projects in order to determine which are most appropriate for the integrated project delivery (IPD) approach. Which of the following projects are most appropriate for an IPD delivery? -County municipal building -Single-family residence -Private hospital addition -Public university building

-County municipal building Incorrect. Local government buildings are not the best candidates for the IPD delivery method because procurement requirements generally require open bidding. In the IPD delivery method, a contractor is chosen at the beginning of the project, generally not through a bidding process because no bidding documents exist yet. -Single-family residence Incorrect. Since the project is only a single-family residence, it's likely not large enough to benefit from IPD. Further, the client is less likely than an institutional client to have the time and knowledge required to be an active participant in the IPD delivery method. -Private hospital addition Correct. Healthcare projects such as hospitals are ideal candidates for the IPD delivery method because they're large enough to allow for the upfront commitment. Since this is a private hospital, there will be no procurement requirements that would forbid IPD as a delivery method. -Public university building Incorrect. Although institutional projects are ideal for IPD, public procurement requirements generally don't allow for IPD because they require competitive bidding.

An architect has taken on a large, complex theater renovation project. The total fee will be $325,000 for a 6-month deliverable schedule. The project team will consist of engineers, designers, architects, landscape architects, and more. The project architect wants to be able to show how and when each team member will interact with the project. The project schedule has to be flexible and easy to use because some portions of the project have not been assigned to specific consultants yet, and there are software limitations across the design team. Which of the following scheduling methods should the architect use? -Critical path method schedule -Gantt chart -Wall schedule -Milestone chart

-Critical path method schedule Incorrect. This type of schedule is complex to create and can be difficult to edit across different software. This is best for a project architect managing a complex project as the sole owner of the schedule. -Gantt chart Incorrect. This type of chart of is easy to create and use, and clearly communicates schedules and tasks over a long period of time. This would work for the architect's project, but is not the best choice given the requirements. Gantt charts are typically created using certain software which have less flexibility than other types of scheduling programs. -Wall schedule Correct. This type of schedule is best suited for medium to large projects with many team members. Wall schedules are highly flexible and can be created using sticky notes, note cards, a whiteboard, or whatever is on hand. They help lay out roles and responsibilities of all the team members in regard to the overall project. This makes it easy to know which party is responsible for which deliverable (or portion thereof), and when. -Milestone chart Incorrect. These types of charts are ideal for small projects under $35,000. They are easy to create and clearly communicate timing, hours, and resources allocated to each portion of the project. However, milestone charts do not provide enough detail for larger projects. A more complex type of schedule would be more appropriate for this project.

An architect, Crown Architecture PLLC, is approached by a former classmate who is unlicensed, Epic Designs. The former classmate wants to submit a proposal to a potential client to design their home, and suggests creating a joint venture. They outlined the joint venture as follows: The proposed design schedule is 8 months. Epic designs will create the drawings for the project. Crown Architecture PLLC will review the 75% construction documents and provide comments for Epic designs to incorporate. Crown Architecture PLLC will sign and seal the 100% CD documents for submission to the AHJ. Which of the following terms should be added to the contract so that Crown Architecture PLLC can enter into the joint venture? -Crown Architecture PLLC will be Epic Design's AXP Supervisor. -Crown Architecture PLLC will secure the permit for the project. -Crown Architecture PLLC will provide design direction throughout the 8-month desi

-Crown Architecture PLLC will be Epic Design's AXP Supervisor. Incorrect. While this may be something that the two firms can do, it's not necessary for that to be included as a term for this joint venture in order for Crown Architecture PLLC to agree to the terms. -Crown Architecture PLLC will secure the permit for the project. Incorrect. Securing a permit is typically the contractor's responsibility, not the architect's. -Crown Architecture PLLC will provide design direction throughout the 8-month design duration. Correct. Simply reviewing the 75% CD set does not constitute responsible control by Crown Architecture PLLC, therefore they could not legally sign and seal the 100% CD drawings without adding this term. -Crown Architecture PLLC will provide all code-related design elements and notes. Incorrect. Crown Architecture PLLC is not in responsible control of the design if they simply provide code compliance design elements and notes. To be in responsible control, Crown Architecture PLLC needs to be fully in control of the entire design of the project.

An architecture firm has decided to switch from a 2D drafting software to a 3D building information modeling (BIM) software. The principal architect wants to market the newer technology the firm will be using on their company blog. What is a benefit of BIM that the architect could mention in the blog post? -Design fees will decrease across projects -More efficient coordination with MEP engineers -The firm will be able to take on more projects with fewer employees -The firm will receive building permits more quickly

-Design fees will decrease across projects Incorrect. BIM software does not typically decrease the overall design fee on a project. Contractor and material fees may be reduced due to more accurate quantity take-off information and early clash detection, but design fees are likely to remain the same. -More efficient coordination with MEP engineers Correct. Due to built-in clash-detection systems, BIM software has the ability to identify coordination issues earlier in the design process, which in turn reduces the amount of coordination that is needed. -The firm will be able to take on more projects with fewer employees Incorrect. BIM software does not diminish the amount of work that typically needs to be done on a project; it automates and organizes certain systems, which leads to more precise drawings and models with fewer errors. In many cases, firms find they need to hire additional employees to serve as BIM coordinators who thoroughly understand the program and can help other colleagues troubleshoot error messages. -The firm will receive building permits more quickly Incorrect. It is unlikely that switching from one drafting software to another will impact the time it takes to receive a building permit. While the BIM software may lead to finishing projects more quickly, the permit review time is unlikely to be affected by this.

The client of a new retail development is interested in knowing the expected cost of their project prior to completing the drawings to ensure they are within their budgetary limits. Which project delivery method will allow the client to have a reliable cost established before design is complete? -Design-build -Construction manager as agent -Cost plus fixed fee -Design-bid-build

-Design-build Correct. In a design-build project, the architect and contractor work together to determine a design that is within the client's predetermined budget. -Construction manager as agent Incorrect. While a construction manager as agent can provide cost guidance throughout the design phases of the project, the actual cost can only be determined once a contractor is chosen. -Cost plus fixed fee Incorrect. In cost plus fixed fee, the cost can be estimated throughout the project; however, the final cost for the project is not known until the project is complete, since materials and labor are bought throughout the life of the project and costs can vary from the initial estimates. -Design-bid-build Incorrect. In a design-bid-build project, the cost of the project is determined at bidding when the contractors establish their bid pricing from the completed construction documents.

An architect has been asked by their client to assist in choosing a project delivery method for a new elementary school. The client's major concern is cost and staying within their tight budget, but they also wish to mitigate risk on the project. Which project delivery method will address both of the client's concerns? -Design-build (bridging) -Negotiated select team -Design-bid-build -Construction manager as adviser

-Design-build (bridging) Incorrect. Design-build is great at mitigating risk; however, quality is a secondary driver in selecting this method, and this is not one of the main concerns of the client. -Negotiated select team Incorrect. Negotiating a select team of contractors allows the owner and architect to carefully select contractors based on the quality of their work. However, it does not guarantee the cost will be the most competitive because of a lack of bidding. -Design-bid-build Correct. Design-bid-build works well for mitigating both cost and risk. Cost overruns are mitigated because the project is competitively bid, so the project team can be confident that they've hired a contractor for the lowest possible cost. Risk is mitigated because this is the most traditional delivery method, with decades of case law built around it. -Construction manager as adviser Incorrect. Construction manager as adviser does address the concern of risk; however, the secondary concern it addresses is quality, which was not one of the client's main concerns for their project.

An architect and a contractor have opened a design-build firm with a goal of hiring their first six employees in year one. To help offset first-year costs, the firm will contract with an outside human resources company in lieu of paying a full-time staff member to fulfill this role. Which of the following are the best strategies to manage human resources within this firm? Check the three that apply. -Displaying an informational poster of local regulations by the coffee machine -Providing week-long seminars on new products and systems in a local event space -Offering software training through online classes -Publishing personnel files to a firm intranet for use by all employees -Conducting weekly check-ins with the contracted human resources company -Creating an employee handbook which outlines expectations within the workplace

-Displaying an informational poster of local regulations by the coffee machine: Employers and employees are required to comply with local regulations. This is a low-cost, effective way to disseminate necessary information. -Creating an employee handbook which outlines expectations within the workplace: Employee handbooks can be created and distributed by the architect and contractor at a low cost to outline rules and expectations of employees. -Offering software training through online classes: Offering online training for employees allows greater flexibility for where and when employees complete that training. Online trainings are also typically less costly than in-person workshops.

The design team for a mid-sized multifamily residential project has completed a monthly owner/architect/contractor (OAC) meeting. During the meeting, the following items were discussed: General project schedule and current progress List of outstanding items to be completed by the architectural team Due diligence required by the contractor, including applying for a license in the project jurisdiction Review of a substitution item by the owner Required reviews from the owner and their deadlines The architect wants to send a follow-up email with meeting minutes to document what was discussed, but is concerned that some of the team members won't read the entire document. In an effort to clearly communicate outstanding tasks, which of the following should the architect compile? -Email marked urgent -Meeting summary -Action item list -Memoranda

-Email marked urgent Incorrect. If the architect is concerned that some team members may not read the meeting minutes to understand their deliverables and responsibilities, an email marked "urgent" may not solve the problem of people not reading carefully. This approach does not simplify and succinctly communicate the necessary information. -Meeting summary Incorrect. Because the architect wants to clearly communicate outstanding tasks, a meeting summary would be too general and could potentially include irrelevant information outside of the tasks. -Action item list Correct. This type of list creates clear documentation of which tasks are required and who is responsible for completing them. Adding an action item list to correspondence such as meeting minutes can help minimize confusion due to the succinct nature in which the items are presented. Any party receiving this list can easily identify the items for which they are accountable. -Memoranda Incorrect. This type of documentation is meant to describe a certain task or tasks in detail. This would be appropriate for sending to one person, not a group.

An architect is preparing a proposal for a campus master plan that includes the renovation of several existing buildings and the construction of a new recreation complex. The entire project is to be completed based on LEED Gold standards. For which of the following. Check the four that apply. -Value analysis -Existing facilities survey -Record drawings -Sustainable project services -Obtaining proposal documents -Site visits

-Existing facilities survey: According to AIA B101-2017 (the "Standard Form of Agreement Between Owner and Architect"), any required existing facilities survey can be charged under additional services. -Value Analysis: According to AIA B101-2017 (the "Standard Form of Agreement Between Owner and Architect"), value analysis is a supplemental service and the architect can charge as such. -Sustainable project services: According to AIA B101-2017 (the "Standard Form of Agreement Between Owner and Architect"), sustainable project services fall under the listing of supplemental services. -Record Drawings: According to AIA B101-2017 (the "Standard Form of Agreement Between Owner and Architect"), the creation of record drawings can be charged under additional services.

A small 6-person architectural firm with two principals, three designers, and an office administrator typically takes on a variety of design commissions in their area: 60% residential, 20% commercial and 20% civic. They typically act in the role of design architect and work with separate architects of record to execute the contract documents for their projects. Because of their relatively small production team, they've learned to work efficiently with their partner architects of record in order to produce deliverables. The firm's principals are highly recognized and sought after for their expertise and design abilities, and they have a combined 50 years of experience designing high-end residences in their market area. Which of the following types of architecture firms best describes this firm? -Expertise-based -Experience-based -Efficiency-based

-Expertise-based: Correct. Based on the information provided, it seems that this firm has a narrow staffing triangle and relies heavily on the expertise of their principals in order to obtain and complete work in coordination with external architects of record. We discuss a variety of factors, including staffing triangles, that contribute to a firm's business plan in our video Types of Architectural Firms. The principals have extensive experience in high-end residential projects, which is common of expertise-based firms: they wouldn't be sought after for their expertise if they weren't also experienced. They are highly recognized and sought after for their expertise and design abilities, which seems to be the most unique factor that would determine their firm type. Additionally, their reputation suggests somewhat of a 'starchitect' aura to the firm, and these 'starchitect' firms tend to be expertise-based firms. Note that many firms have a combination of experience, efficiency, and expertise as part of their business plan. When determining what type of firm a firm most resembles, analyze the staffing triangle and identify their most unique factor. -Experience-based: Incorrect. While the principals of the firm certainly have substantial experience and the firm does take on a variety of projects, the firm's narrow staffing triangle suggests that they're more of an expertise-based firm. With two principals and three production staff members, the triangle is quite narrow and suggests that a good deal of the work produced by the firm is actually produced by the principals. In addition, the firm does not have a large enough production staff to effectively perform as an experience-based firm. -Efficiency-based: Incorrect. While the firm's architects and designers work efficiently, the firm's staffing triangle is both narrow a

An architect was approached by a repeat client who wants to build a new-construction commercial project using the IPD delivery method. After discussing with their insurance broker, the architect learned that they'd need to find a new insurance carrier if they want to pursue the project. Which of the following insurance policies most likely won't cover an architect who participates in an integrated project delivery (IPD) approach project? -Fidelity Bond -Professional Liability -Worker's Compensation -Commercial General Liability

-Fidelity Bond Incorrect. Fidelity bond coverage is used in cases of employee theft. Since employee theft is no more or less likely if a firm uses the IPD approach, this type of coverage typically will cover architects who take on IPD projects. -Professional Liability Correct. Professional liability policies, which cover the architect in the event that they are found negligent, have issues with the IPD approach because there aren't clear lines of responsibility. -Worker's Compensation Incorrect. Worker's compensation covers an architecture firm if one of their employees is injured during the course of their employment. Being employed by a firm that uses the IPD approach does not affect the likelihood that an employee is injured, therefore these types of policies typically will cover architects who take on IPD projects. -Commercial General Liability Incorrect. Commercial general liability covers a firm from claims of damage done by their employees or if people get injured at the firm's place of business. Since working on an IPD project doesn't increase the likelihood of such a claim, these types of policies typically will cover architects who take on IPD projects.

A design-build entity with in-house architectural and construction capabilities is in the process of preparing a contract with a new client. The client is interested in understanding what contracts they'll need to have, and which team members the design-build entity will contract with. What project team members will the design-build entity hold contracts with? Check the three that apply. -General Contractor -Architect -Subcontractors -Construction manager -Design consultants -Owner

-General Contractor Incorrect. In a design-build delivery, there is no general contractor because the general contracting services are provided by the design-build entity. -Architect Incorrect. In a design-build delivery, the architect is part of the design-build entity, therefore there's no separate contract with an outside architect. -Subcontractors Correct. Design-build entities typically subcontract certain specialty work, like most contractors or construction managers do. Mechanical, electrical, and plumbing trades are the most commonly subcontracted pieces of work because they require specialization, but any scope of work could be subcontracted. -Construction manager Incorrect. In a design-build delivery, there is no construction manager, or CM, because the CM services are provided by the design-build entity. -Design consultants Correct. Typically in the design-build (DB) project delivery method, the DB entity holds contracts with the design consultants in order to provide a full-service experience for the client. One of the benefits of DB for a client is that they only have to contract with the DB entity, as opposed to contracting separately with an architect, contractor, and some consultants. -Owner Correct. In a design-build (DB) project delivery, the DB entity holds a contract directly with the owner.

Three architects are in early discussions about starting their own firm. They plan to specialize in multi-family residential projects and small civic projects in their local area. Their business plan notes that they expect the firm to grow to about ten employees by the time operations are fully ramped up. The three architects are discussing which legal structure makes the most sense for their business situation. The three architects each shared their number one priority in terms of the business entity: Architect A - protecting personal assets in the event of a lawsuit Architect B - not being held liable for negligence / malpractice by another partner Architect C - creating a distinct legal entity What type of legal organization makes the most sense for the firm and addresses each of the architect's concerns? -General Partnership -Limited Liability Partnership -C-Corporation

-General Partnership Incorrect. A general partnership is not a formal business legal entity, which does not meet Architect C's request. Secondly, these types of partnerships do not protect each partner from claims made against the others. There is also no liability protection of personal assets. This is a similar structure to a sole practitioner, except there are multiple partners working together. -Limited Liability Partnership Correct. Limited Liability Partnerships, or LLPs, can be created by two or more individuals. They are a distinct legal entity filed with the jurisdiction, and they offer additional protections when compared to general partnerships - partners aren't responsible for the actions of other partners, and all partner's personal assets are protected from claims against the firm. -C-Corporation Incorrect. C-corporations are typically large organizations where stocks are issued in order to raise capital. Since the scenario describes a 10-person firm, this isn't the best choice for this scenario.

An architecture firm has just been awarded a project restoring the interior of a historic theater along a dense streetscape in a neighboring town. Which of the following consultants should the architect include on the design team? Check the three that apply. -Acoustician -Interior designer -Civil engineer -Landscape architect -Geotechnical engineer -Historic preservationist

-Historic preservationist: The architect should hire someone familiar with historic preservation requirements to ensure the project will meet applicable historic preservation codes and standards. -Interior designer: An interior designer would be needed on this project for their knowledge of finishes, furniture, and interior architecture. -Acoustician: An acoustician is an important consultant in all theater projects, and especially important when a building is existing, and the acoustics may be more complicated than a typical project.

Three business partners are in the process of starting their own firm. They've decided to incorporate as an S-Corp. They are preparing for a meeting to discuss the terms that will be included in their written agreement. Which of the following terms should be included in the business partners' written agreement? Check the three that apply. -How much money each partner will contribute -The procedure for allocating profits -The firm's projected revenue -The firm's mission statement -How the firm intends to acquire new projects -The procedure for partners to leave the company

-How much money each partner will contribute Correct. Written clauses about each partner's monetary contribution to start the firm should be included; they provide certainty to each partner about their responsibility, as well as the responsibility of the other partners. -The procedure for allocating profits Correct. Each partner needs to know when profits will be distributed and what percentage of the firm's profit each is entitled to. -The firm's projected revenue Incorrect. Projected revenue is included in a firm's business plan, as well as their profit plan and annual budget each year. -The firm's mission statement Incorrect. Mission statements should be included in a business plan, which we cover in our video Dissecting a Business Plan. A formal agreement about the legal structure of a firm should contain concrete terms about each partner's rights and responsibilities to the business. -How the firm intends to acquire new projects Incorrect. The firm's strategy to obtain work should be included in their business plan, not their business agreement. This strategy may change over time and is not something that the partners need to contractually agree to before starting their firm. -The procedure for partners to leave the company Correct. Just like a contract for construction or architectural services, business agreements should contain termination clauses so each partner knows what they, or the other partners, are obligated to do if they no longer want to be a part of the firm.

An architectural firm that specializes in large-scale hospitality projects has an experience-based understanding of the value and effort required to complete this type of work. Based on this knowledge set, they are preparing a proposal for a new hospitality project with a fee based on a percentage of construction cost. What is the main risk to the architect in using this type of compensation method? -Increases in the scope of work -Delays in the project construction schedule -Variations in construction costs -Changes in staffing requirements

-Increases in the scope of work Incorrect. Increases in the scope of work typically will add value and cost to the project, increasing the architect's fee. -Delays in the project construction schedule Incorrect. The project construction schedule does not have a direct impact on the architect's services. While construction delays may affect the architect's performance of construction administration services, they may also add to the construction cost, which would increase the architect's fee. -Variations in construction costs Correct. Variations in construction costs pose a risk to the architect of receiving a fee that is less than their value and effort used to complete the project. This can be a result of changes that reduce the scope of work or decrease the quality (and cost) of construction and finish materials. Additionally, the contractor's recommendations of ways to save on construction costs can have an impact on fees. -Changes in staffing requirements Incorrect. Changes in staffing requirements have no direct correlation to the percentage fee that is being charged.

An architect is in the programming stage of a new community center in an urban area. Part of the scope of work involves reaching out to the community to find out any concerns or issues they might have with regard to the project. What should be the first step in this process? -Interview community members -Create an outreach plan -Define the community -Conduct a community design charrette

-Interview community members Incorrect. The architect cannot effectively interview community members without first defining who they are and establishing how they will be reached. -Create an outreach plan Incorrect. An outreach plan cannot be completely developed without defining who in the community needs to be involved. -Define the community Correct. The architect must first define the community that will be impacted by the project. This includes the geographic area, surrounding context, and community members, including community leaders and stakeholders. The architect cannot accurately proceed with outreach without understanding the context of the community. -Conduct a community design charrette Incorrect. A community design charrette can be a useful tool to engage with the stakeholders in the community. However, it is too early at this stage to conduct a design charrette without a clear definition of the community that is to be involved.

-A potential client wants to hire an architecture firm to design a new mixed-use residential building along the main street of a popular neighborhood. After speaking with the client and understanding the requested scope and budget, a project architect is tasked with drafting a contract for the firm and client to sign. The project architect has determined that the project will take approximately six months to complete, and the firm will use existing staff without the help of consultants to complete the construction documents. Upon completion of the construction documents, the client will decide whether to contract with the firm for construction administration or use a developer to continue into construction. Which of the following project and client characteristics should the project architect review prior to drafting a contract agreement? Check the three that apply. -Legal rights pertaining to the project site/proper

-Legal rights pertaining to the project site/property Correct. When writing contracts, an architect should be aware of who owns the project site and how their legal rights affect the project. In some cases clients own their project site outright, but in others the property owner differs from the client. Contracts are legally binding documents, so the architect needs to carefully consider which parties to include when collecting appropriate signatures and approvals. -Cost-of-labor statistics from the past few years Incorrect. This is something for an architect to review when creating a firm or hiring employees. This is also pertinent to review when consultants are needed on the project, in an effort to estimate additional fees ahead of time. Because the architect has decided to use in-house employees, reviewing statistics on the cost of labor would be unnecessary in this situation. -Design inspiration for the project Incorrect. While this can be an important characteristic to consider for the basis of design and material selection, this would not have any bearing on contract terms. -Financial capabilities of the client Correct. Many contracts require some form of liability protection from all involved parties to avoid a situation in which one party is owed money for services rendered and the indebted party cannot pay. However, working with a client who has limited financial capabilities can still add stress to any job, particularly when scope or schedule creep occur. The architect should review the financial capabilities of a client up front to allow for reasonable payment schedules and to set clear expectations in order to avoid undue financial stresses on the project and client. -The entity represented by the client Correct. Also referred to as "the nature of the client," it is important to review what sort of entity

An architecture firm is calculating its profit plan. It has listed each employee, from intern, administrative staff, junior and senior architects, to executives and contract consultants. Which of these would have a 100% utilization rate? -Licensed Architect -Intern -Senior Executive -Outsourced contractors/consultants

-Licensed Architect Incorrect. More experienced staff, such as project architects, typically have lower utilization rates than less experienced employees. Any company employee will have indirect hours associated with the firm, including filling out timesheets, attending firm meetings, and general office tasks, which will keep their utilization rate under 100%. -Intern Incorrect. While less experienced staff, including interns, typically have higher utilization rates, any company employee will have indirect hours associated with the firm, including filling out timesheets, attending firm meetings, and general office tasks, which will keep their utilization rate under 100%. -Senior Executive Incorrect. Highly experienced staff, such as principal architects, typically have lower utilization rates than less experienced employees. Any company employee will have indirect hours associated with the firm, including filling out timesheets, attending firm meetings, and general office tasks, which will keep their utilization rate under 100%. -Outsourced contractors/consultants Correct. Only outsourced contractors/consultants would be 100% billable since they are under a specific labor contract for 100% of billable work. Company employees would never have a 100% utilization rate, since there are hours spent on non-billable work throughout the year.

An architect is working with their insurance broker to purchase an umbrella policy. What does it mean if the firm gets an umbrella policy for $2,000,000? Check the two that apply. -This would increase the firm's errors and omissions (E&O) policy by $2 million -This would increase the basic policy coverage limits for general liability by $2 million -This constitutes a $2 million extension of the deductible -Professional liability insurance coverage limits are also extended -Limits on all other policies held by the firm may be increased by $2 million

-Limits on all other policies held by the firm may be increased by $2 million: Based on the insurance contract, the umbrella might also increase these liability limits. -This would increase the basic policy coverage limits for general liability by $2 million: The purpose of umbrella policies is to gain additional insurance coverage limit increases.

An architect is starting their own firm and is creating a guide of standards to be used throughout the office. Which of the following should the architect place a copyright notice on? Check the two that apply. -Logo -Proprietary owner-architect agreements prepared by their attorney -Presentation drawings -Construction document sheets -Firm financial document templates -Firm name

-Logo Incorrect. Logos should be trademarked, not copyrighted. Trademarks protect the unique word or symbol used by a particular entity. -Proprietary owner-architect agreements prepared by their attorney Incorrect. This is the intellectual property of your attorney, not you. Your attorney likely grants you a license to use their legal documents, similar to the license that you grant to your clients to use your instruments of service. Placing a copyright notice on the work created by another party is inappropriate. -Presentation drawings Correct. Just like contract documents, presentation drawings should contain a copyright notice to protect your intellectual property. If you prepare drawings for a client during the SD phase of a project and they decide to go in another direction with a different architect to complete the project, this copyright notice will notify the future architect that the design is your intellectual property, and that they need a waiver from your office in order to continue with the project. -Construction document sheets Correct. Construction document sheets are part of the architect's instruments of service, which include their drawings and specifications that describe the project. -Firm financial document templates Incorrect. Office financial templates are not typically copyrighted - they're not likely to be shared outside of the office. Of the options presented here, the architect's instruments of service are better choices for adding a copyright notice. -Firm name Incorrect. Your firm name should be trademarked, not copyrighted. Trademarks protect the unique word or symbol used by a particular entity.

During the design development phase of a retail center project, the owner enters into a dispute with the architect over an interpretation of the scope of work for the project. The owner is convinced that the architect must include services that are not clearly defined in the contract. What should the architect do first to try to resolve this disagreement? -Make a claim with their insurance agent -Set up a meeting with the owner -Initiate a suit against the owner -Take the dispute to arbitration

-Make a claim with their insurance agent Incorrect. An insurance claim is not necessary at this point. The architect should first try to resolve the dispute directly with the owner. -Set up a meeting with the owner Correct. The architect should first try to meet face-to-face with the owner to discuss the dispute and try to reach a resolution. This can help avoid unnecessary escalation and preserve the relationship between the two parties. -Initiate a suit against the owner Incorrect. All other options of conflict resolution should be exhausted before entering any legal proceedings. -Take the dispute to arbitration Incorrect. The architect should first try to resolve the dispute directly with the owner before moving to arbitration.

The two partners of a new design firm with three employees hope to expand their practice to 15 employees within five years. They want to develop a business plan to help them achieve this goal. Although all of the parts of the business plan are interrelated, which element of the plan should be developed first? -Marketing plan -Purpose -Operations plan -Financial plan

-Marketing plan Incorrect. Even though marketing is probably the most important part of a business plan for a new firm, it cannot be developed with knowing the purpose. -Purpose Correct. The purpose, or business model, of the firm must be developed and understood before plans can be developed for the other elements. -Operations plan Incorrect. The operations plan must be developed from the firm's purpose to understand the organizational structure and other operational choices. -Financial plan Incorrect. It is not possible to establish a viable financial plan for the firm without understanding the purpose.

A client and architect have come to an informal agreement on services to design and build a local coffee shop in a downtown corridor. The architect typically uses the AIA-furnished design-bid-build contracts, but realizes these documents will not be sufficient for the project scope. How should the architect proceed with creating a contract? -Modify the client contract services to better align with AIA contracts -Use a client-furnished contract -Modify an existing AIA contract document based on the project's needs -Create a new AIA contract tailored to the project and client

-Modify the client contract services to better align with AIA contracts Incorrect. Contracts should reflect the services agreed to be rendered, and many contracts can be modified to this effect. It is better to amend a contract than amend contracted services. -Use a client-furnished contract Incorrect. Architects should be wary of using client-furnished contracts. The AIA creates fair, clear contracts which spread liability equitably and protect the interests of all parties. This is an okay option, but not the best option. -Modify an existing AIA contract document based on the project's needs Correct. The architect should find a contract to serve as a base and modify it as needed. After purchasing contracts from the AIA, users are allowed to edit the documents per AIA guidelines to better conform to their specific project needs. -Create a new AIA contract tailored to the project and client Incorrect. The AIA owns the copyright and publishing rights to all their contracts. The architect could write an entirely new contract, but it would not be considered an "AIA" contract.

An architect is developing a schedule to manage drawing progress and deadlines for a small, prefabricated storage building project. The owner needs to complete the project within six months. What would be the simplest type of project schedule for the architect to use? -Wall schedule -Critical path method schedule -Milestone chart -Bar chart (Gantt chart)

A Milestone Chart: A milestone chart is good for a short-duration project with small fees. It is easy to prepare, use, and share with the project team.

The principal of an architectural firm, JK Architects, is considering merging with another firm, XL Architecture and Design, in order to increase their production capability and expand their breadth of experience. Each firm currently has 20 employees, and the principal of JK Architects is interested in understanding the hiring strategy that XL Architecture and Design plans on enacting during the upcoming year. Which of the following sections of XL Architecture and Design's business plan should the principal of JK Architects review in order to learn about the other firm's upcoming hiring strategy? -Operations -Marketing -Finance -Purpose

-Operations: Correct. We discuss the sections of a typical business plan in our video Business Plan (4:10) - it's important to understand where to find certain types of information in a business plan, as one could be a reference for a case study on the PcM exam. The operations section of the business plan describes how the firm plans on achieving their goals included in the purpose section. This section should describe the firm's organization, the process they use to produce their work, their hiring plans and compensation philosophy, and the operational strategy used to acquire projects. -Marketing:Incorrect. The marketing section of a business plan describes the firm's strategies to market themselves. It will include details about the firm's brand and image, target market, differentiating factors, and networking activities. This section likely wouldn't mention any new hires unless they are related to the marketing team. -Finance: Incorrect. The finance section describes how, financially, the firm plans to reach their goals included in the purpose section. While the finance section should include projected salaries for any potential new hires, it won't give the full picture on the firm's hiring plan, such as where they plan to source candidates from, what their duties will be, etc. -Purpose: Incorrect. The purpose section describes the core purpose of the firm. It includes an executive summary that outlines the business plan concisely and serves as a high-level overview of the firm, describing their goals, mission, and core competencies. This section of the business plan likely won't touch on hiring plans in any meaningful way; a more in-depth discussion of the upcoming year's hiring strategy can be found elsewhere in the business plan.

Employers are required to be up-to-date with their employment laws, legislation, and compliance. One factor that influences these requirements is the size of the firm. Which of the following regulations is required once a private employer reaches 15 or more employees? -Equal Pay Act -American with Disabilities Act (ADA) -OSHA -Age Discrimination in Employment Act (ADEA)

American with Disabilities Act (ADA): The Americans with Disabilities Act (ADA) prohibits discrimination against a qualified individual with a disability and is required for all private employers with 15+ employees.

An architect is preparing the architect/consultant agreement for the structural engineer who was awarded the work on a new five-story office building project. The architect and structural engineer have never worked together before. Which of the following terms of consultant compensation are a standard (unmodified) part of the architect/consultant agreement? Check the three that apply. -Payment of reimbursable expenses at the end of the project -Payment of additional services at the end of the project -Payment in proportion to the amounts received from owner -Payment in accordance with the compensation provisions of the owner/architect agreement -Payment of reimbursable expenses as a percentage of the consultant's fee -Payment promptly after architect receives payment from owner

-Payment of reimbursable expenses at the end of the project Incorrect. Reimbursable expenses that are invoiced throughout the course of the project should be paid in the same manner as invoices for services rendered. -Payment of additional services at the end of the project Incorrect. Additional services that are invoiced throughout the course of the project should be paid in the same manner as invoices for services rendered. -Payment in proportion to the amounts received from owner Correct. Per AIA C401-2017: "The Architect shall pay the Consultant in proportion to the amounts received from the Owner which are attributable to the Consultant's services rendered and Reimbursable Expenses occurred." -Payment in accordance with the compensation provisions of the owner/architect agreement Correct. The terms of the architect/consultant agreement should parallel the terms of the owner/architect agreement. -Payment of reimbursable expenses as a percentage of the consultant's fee Incorrect. AIA C401-2017 states that payments for reimbursable expenses are those that are incurred by the consultants as directly related to the project. These fees may be marked up by an agreed-upon percentage, but they would not be paid as a percentage of the overall fee. -Payment promptly after architect receives payment from owner Correct. AIA C401-2017 states: "Payments to the Consultant shall be made promptly after the Architect is paid by the owner under the Prime Agreement."

A client wants to visualize and explore different massing options for an addition onto an existing 1,500-square-foot home. They have a design background and are interested in exploring these options on their own, but want to hire an architect to build the base model. The client doesn't want to buy expensive software to manipulate the model and isn't concerned with specific measurements, only large-scale massing options. They want to use a program that is easy to learn. Which of the following programs will best suit the client's needs? -Photo-manipulation software -3D modeling software -3D CAD software -2D CAD software

-Photo-manipulation software Incorrect. These types of software, like Photoshop, are tools used for manipulating images, not for creating 3D models. -3D modeling software Correct. This is the best option for the client. There are free options for 3D modeling software, such as SketchUp, and many applications are easy to use because they are intended for use by the general public. -3D CAD software Incorrect. Computer-aided design (CAD) softwares are typically more expensive and require a level of expertise due to their complex nature and precision. These softwares, such as Revit, are better suited for precise modeling of complex systems and how those systems integrate with one another. -2D CAD software Incorrect. Computer-aided design (CAD) softwares are typically more expensive and require a level of expertise to use due to their complex nature and precision. These softwares, such as AutoCAD, are better suited for technical drawing and showing minute details in two dimensions.

An architect's small firm has been in business for two years, and the principal currently handles all of the accounting, bookkeeping, and insurance duties for the firm. They recently received a bill from their insurance company requesting payment of the yearly fee associated with their professional liability insurance. What is the fee that the architect is being asked to pay called? -Policy limit -Deductible -Premium -Endorsement

-Policy limit Incorrect. A policy limit is the maximum amount that an insurance carrier will pay in defense of a claim (occurrence) or in a policy period (aggregate), which is typically one year. Policy limits are usually written in terms of occurrence / aggregate. For example, $1 million occurrence / $2 million aggregate would mean that the carrier will pay up to $1 million on a single claim, or up to $2 million total if multiple claims occur during the year. -Deductible Incorrect. A deductible is the amount that you must pay, in the event of a claim, before your insurance carrier begins paying for defense of the claim. For example, if you have a $1 million insurance policy with a $5,000 deductible, your firm would pay the first $5,000 towards legal fees, court fees, etc., to resolve the claim. After the firm has spent the $5,000 deductible, the insurance carrier would begin to cover the defense of the claim, up to the $1 million limit. -Premium Correct. Premiums are the amount that you pay, typically yearly, in exchange for the carrier agreeing to cover your firm in the event of a claim. We discuss premiums, as well as many other insurance vocabulary words, in our video Insurance 101 (6:25). Premiums are calculated by insurance carriers based on a number of factors, such as your firm's average annual billings, history of claims, and types of projects or clients. The premium paid for insurance is typically a very small percentage of the coverage limit that the insurance policy affords your firm. -Endorsement Incorrect. Endorsement and exclusion pages are added to insurance policies to amend the coverage that the policy affords. For example, an endorsement might be used if an architect is working with an insurance carrier where the carrier's typical policy does not cover condominium projects. If the architect intends t

An architect is assisting a client with selecting a contractor on a privately owned project. Three contractors have submitted bids for the project at $1.6 million, $1.4 million, and $800,000. What is the next step that the architect should take after receiving the bids from the three contractors? -Re-bid the project with clearer instructions -Advise the client to select the contractor with the middle bid -Review the bids for discrepancies -Advise the client to select the contractor with the lowest bid

-Re-bid the project with clearer instructions Incorrect. This is a poor use of everyone's time and resources when you can simply allow the low bidder a chance to revise their bid. -Advise the client to select the contractor with the middle bid Incorrect. This choice is feasible, but given the flexibility allowed by the private bid process, it would be better to try to get the client three good bids. -Review the bids for discrepancies Correct. Two of the bids ($1.6m and $1.4m) are similar in price to each other, while the $800,000 bid is an outlier. The architect should review each of the bids for discrepancies to understand which bidder(s) may need to revise their bid to include the correct scope of work. -Advise the client to select the contractor with the lowest bid Incorrect. The lowest bid is sufficiently lower than the others to indicate that something was missed.

An architect is in the early stages of discussing the scope of work for a biotech research facility with the owner. To confirm that the project is delivered as designed and meets the owner's expectations, the architect and owner both agree that a commissioning agent would be beneficial to the project. At what phase should the commissioning agent ideally be engaged? -Post-acceptance -Acceptance -Design -Construction

-Post-acceptance Incorrect. At this point, any commissioning would be done after the owner has already accepted the work of the contractor. Engagement at this phase has the highest chance of costly revisions for the owner. -Acceptance Incorrect. Engaging a commissioning agent for the acceptance phase does allow for testing and review of systems and equipment prior to turning the project over to the owner. However, this could still result in costly revisions that might have been avoided with earlier involvement. -Design Correct. Having a commissioning agent on the project team early on in the design process allows for coordination of installation, performance, and training issues well before the project goes out for bid. This can reduce the need for costly change orders during the construction phase, and potentially pay for itself through building energy savings and longer equipment lifetimes. -Construction Incorrect. The commissioning agent is ideally engaged in the design phase of the project. If this is not possible, engagement during the construction phase is the next best approach.

An architect is negotiating their contract with a new client, and they're discussing which supplemental services the architect should provide. The project is an extension to a high school in a suburban area, which includes adding a new 25-space parking lot that will be planted to reduce stormwater runoff. The client's other programmatic elements include a new science lab, 5 new classrooms, and new restroom facilities. The project will also include a new heating plant for the entire school, which will be managed by the school's facilities director. The owner intends to hire a civil engineer for the project but is relatively inexperienced with construction projects. The client is concerned about budget and wants to hire the architect for the minimum number of required supplemental services given the project's parameters. Which of the following supplemental services should the architect suggest for the project? Check th

-Post-occupancy evaluation Incorrect. While post-occupancy evaluations are always helpful, particularly on school projects, the question states that the client is interested in hiring the architect for the minimum number of supplemental services that are required to complete the project. -Landscaping design Correct. A landscape designer would be beneficial to add to the project team to design both the stormwater management system in the parking lot and the new outdoor seating area. Since this is a high school in a suburban area, there's also likely an opportunity for addtional plantings around the new extension. -Architect's coordination of the owner's consultants Correct. The question notes that the client is inexperienced in construction projects and will be hiring a civil engineer. It would be prudent for the architect to take on management of the civil engineer in order to keep the project moving smoothly. Being able to tailor the B101 to the specific needs of your project is critical to successfully managing a firm - we cover this in our video Negotiating the Owner / Architect Agreement. -Facility support services Incorrect. Although the new heating plant will be managed by a facilities director, the question states that the client is interested in hiring the architect for the minimum number of required supplemental services. This service would be nice to have, but it is not required for the project. -Programming Incorrect. The question notes a number of programmatic elements that the client has provided already, indicating that they've prepared the program and do not need the architect to do so. -Existing facilities survey Correct. Since this is an addition to an existing building, the architect would need a drawing of the existing building in order to get started. At a minimum, this would need to be a part-plan

A firm principal is allocating hours for staff to attend an executive session on a large multifamily housing project. For whom should the principal allocate hours for attendance at the meeting? Check the two that apply. -Project architect -Job captain -Draftsperson -Interior designer -Principal-in-charge -Project manager

-Project Manager: The project manager should be in attendance at the meeting to understand any staffing implications the decisions made at the meeting may have and to relay any changes to the project team. -Principle in Charge: Having representation from firm management is critical at executive meetings where important project decisions are determined and client relationships are established.

An architect is assembling documents for a gymnasium renovation project. The construction documents phase is nearly completed, and the project team is preparing for the bidding phase. Which of the following items are components of the procurement documents? Check the three that apply. -Project manual -Contract drawings -Addenda -Contractor's qualifications -Owner/architect agreement -Building permit

-Project manual Correct. The project manual contains the text-based contract documents that apply to the project, along with the procurement requirements for the bid. -Contract drawings Correct. The contract drawings are the graphic illustrations for the project that is being bid. -Addenda Correct. The addenda are all of the modifications to the project manual and/or the contract drawings that are issued during the bidding process to be included in the bid. -Contractor's qualifications Incorrect. The contractor's qualifications are not part of the procurement documents. However, they may be reviewed prior to inviting a contractor to bid on a project, or they may be required to be submitted as part of the bid package. -Owner/architect agreement Incorrect. The owner/architect agreement is not issued with the procurement documents. -Building permit Incorrect. The building permit process is separate from the procurement process.

A 75-person architectural firm organizes their staff in a vertical structure. The firm typically specializes in hospitality projects, but has been branching into civic and educational projects as well. What is the benefit of a vertical organizational structure compared to a horizontal structure? -Project requires fewer staff as it progresses -Projects receive expertise from multiple departments -It's easier to staff projects -It's easier to maintain design continuity

-Project requires fewer staff as it progresses Incorrect. Staffing is consistent throughout the project in a vertical structure and is not typically reduced. -Projects receive expertise from multiple departments Incorrect. Cross-departmental collaboration would be part of a horizontal structure. -It's easier to staff projects Incorrect. In a vertical structure, assembling the staff can be difficult. The strengths of each team member must be carefully evaluated to make sure they can provide equal expertise in each project phase. -It's easier to maintain design continuity Correct. In a vertical structure, continuity of the staff on one project team from start to finish helps to ensure design decisions are made in alignment with the inital design intent.

A developer wants to work with a new architecture firm for a casino project. Due to the developer's projected opening date, the project team is considering using a fast-track schedule. The architect and developer have never worked together before, but there is potential for the architect to get more projects from this developer in the future. What is the best thing that the architect can do to try to secure future work from this new client? -Provide any additional services for revisions at no charge -Tell the owner that they can complete the project ahead of the owner's schedule -Develop a relationship with the owner -Provide a fee at below-market rates

-Provide any additional services for revisions at no charge Incorrect. Setting a precedent for free revisions will have a negative impact on the architect's profits for future work. -Tell the owner that they can complete the project ahead of the owner's schedule Incorrect. Making promises that might not be achievable is not in either party's best interests. Not meeting the deadline could result in the architect losing any future work from the owner. -Develop a relationship with the owner Correct. A relationship with a potential client is very important in marketing an architecture firm. The architect should identify relationship-building opportunities with the owner based on the owner's interests (sharing a meal, golfing, etc.) and should get to know their wants, needs, and expectations; establish mutually accepted communication protocols and boundaries; and react responsively and professionally to the owner's needs. -Provide a fee at below-market rates Incorrect. Charging below-market rates will set a bad precedent for future work and the owner will come to expect unreasonably low fees.

After winning multiple awards at local design competitions for outstanding design, an architect receives calls from many new clients, potential vendors, and product representatives offering various gifts and opportunities. Which of the following can the architect accept? Check the three that apply. -Complimentary product samples from a luxury vinyl tile vendor -A request for proposal invitation by a private client -A dinner voucher from an engineer lobbying a board on which the architect serves -A commission offer from a lighting designer to exclusively specify their fixtures -An interview with a magazine covering the architect's latest project -Compensation for using the architect's stamp to promote architectural products

-RRP by private client: Private clients do not typically have constraints regarding who they can ask to submit responses on their projects. It is appropriate for clients to seek out qualified, award-winning architects for their projects. -An interview with a magazine covering the architect's latest project: This scenario is appropriate as the architect will be talking about their project(s) and speaking to their own expertise. -Complimentary product samples from a luxury vinyl tile vendor: Product samples are considered appropriate items to receive at a discount or for free.

An architect is working on the design development drawings for a university laboratory building. At the owner's direction, the laboratory equipment consultant has revised the equipment specifications for the chemistry lab, requiring the size of the room to be expanded. What should the architect do first in response to this revision? -Recommend to the owner that the revisions be made in the construction documents phase -Stop all work on the project until the revision gets resolved with the owner and other consultants -Continue working on the remainder of the building while promptly evaluating the scope of the revision -Revise the architectural drawings so the MEP consultants can make their changes

-Recommend to the owner that the revisions be made in the construction documents phase Incorrect. The revisions should be completed as soon as possible upon the owner's approval. Delaying the revisions will only lead to extra work and cost later for the architect and MEP consultants. -Stop all work on the project until the revision gets resolved with the owner and other consultants Incorrect. Stopping all work on the project is likely unnecessary for the revision of one room and will add to production costs and delays. -Continue working on the remainder of the building while promptly evaluating the scope of the revision Correct. This revision should not impact the continuation of work on the remainder of the building. However, the architect should immediately coordinate the revision's scope, cost, and effect on the timeline with all affected consultants. Then the architect can review the full impact of the changes with the owner and secure their approval before proceeding with the changes. -Revise the architectural drawings so the MEP consultants can make their changes Incorrect. Making revisions that likely have cost and timeline implications without the owner's approval is not good practice and can lead to disputes down the road.

An architect who is a member of the AIA is working with a new client on a restaurant project that will be located on a greenfield site that is currently forested. The client wishes to create a parking lot that is larger than what's required by the local zoning ordinance. They prefer asphalt paving in their parking lots due to ease of maintenance. How should the architect respond to the client's request? -Reject the client's request and design the minimum required parking. -Note the potential negative environmental impacts in their project file. -Inform the client of the potential environmental effects of a large, impervious parking area.

-Reject the client's request and design the minimum required parking. Incorrect. Disregarding a client's request is never a good idea and will certainly lead to a strained relationship. A better option is to try to educate the client to the potential negative effects of a decision. The AIA Code of Ethics and Professional Conduct requires that the architect make reasonable efforts to inform their clients of the potential negative environmental effects of their decisions. -Note the potential negative environmental impacts in their project file. Incorrect. Simply noting the potential negative environmental impacts in their project file is not enough action by the architect. The AIA Code of Ethics and Professional Conduct requires that the architect make reasonable efforts to inform their clients of the potential negative environmental effects of their decisions. -Inform the client of the potential environmental effects of a large, impervious parking area. Correct. The AIA Code of Ethics and Professional Conduct, which we cover extensively in our video AIA Ethics, requires that the architect make reasonable efforts to inform their clients of the potential negative environmental effects of their decisions. Impervious surfaces in greenfield sites create excess stormwater runoff that would otherwise be absorbed by the ground. If the client really needs the extra parking included in the project, the architect could suggest pervious paving options for all or a portion of the parking area. The architect could also suggest studying similar restaurants in the area to understand how much parking is actually used by this type of building.

A newly licensed architect is presented with the opportunity to design an incarceration center. During a meeting, the client mentions that this incarceration center needs to house up to 200 inmates; provide sleeping, eating, and bathing areas; and include highly insulated, isolated rooms for solitary confinement which can sustain inmates for prolonged periods of time. The architect is a member of the American Institute of Architects and would like to accept the project. How should the architect proceed? -Accept a portion of the project scope as a sole proprietor -Request to modify the scope to remove the solitary confinement portion -Review options for creating a firm to undertake the project -Suggest creating a joint venture or partnership to accommodate the project scope

-Request to modify the scope to remove the solitary confinement portion: The AIA 2020 Code of Ethics and Professional Conduct Rule 1.404 states: "Members shall not knowingly design spaces intended for torture, including indefinite or prolonged solitary confinement." As the program currently stands, the project violates this rule. If the architect wishes to accept the project, they should request to modify the program to conform to the AIA Code of Ethics.

An architect is discussing the importance of using the appropriate contract for each business situation with their insurance broker. The architect's firm typically works on a mix of mid-rise hotel projects, complex single-family residences, and rowhouse renovations. On which of the architect's project types is it most appropriate to use the AIA B101? -Residence -Hotel -Rowhouse

-Residence Incorrect. Although the question describes these single-family residences as being complex, they're likely not large enough for use with the AIA B101. The hotel projects are a better answer to this question. -Hotel Correct. The AIA B101 is typically used on large and relatively complex projects, such as a mid-rise hotel. The types of services that the B101 lists align with a project of this size and scope, therefore the B101 is an ideal choice for the architect's hotel projects. -Rowhouse Incorrect. Rowhouses tend to be relatively small in scale, typically three or four stories tall and on a relatively small urban lot. AIA B101 is typically used for large and relatively complex projects, therefore the hotel projects are a better choice.

A well-established architecture firm is looking to implement evidence-based design to improve their firm's knowledge base and add to their portfolio. What project types should the firm look toward to apply evidence-based design principles? Check the four that apply. -Residential -Healthcare -Educational -Workplace -Laboratory -Retail

-Residential Incorrect. Residential environments are unique to the individual occupant and the data points vary widely. These circumstances present challenges to utilizing evidence-based design for improvements in residential architecture. -Healthcare Correct. Healthcare environments are a great place to utilize evidence-based design because many data points are collected that can inform the design process, especially as it relates to the wellbeing of occupants. -Educational Correct. Learning environments lend themselves to the utilization of evidence-based design because much of the quantitative data collected for grades, attendance, and test scores can be used to improve learning environments. This data is collected over a long period of time and is easily comparable once changes and/or improvements are made. -Workplace Correct. Workplace environments can utilize evidence-based design to understand how architectural choices impact data points like wellness, employee retention, and productivity. -Laboratory Incorrect. Lab environments are typically designed under tightly controlled regulations and data is often not released for public consumption, making it difficult to analyze evidence-based design principles. -Retail Correct. Retail environments are good for evidence-based design because the impact from changes in architecture and design can be tracked over periods of time against sales and market research to better inform additional changes and future design decisions.

An architectural firm of 45 people is considering making the transition from working with 2D software to Building Information Modeling (BIM). Which of the following strategies can the firm implement to help enable a successful transition to using BIM software? Check the three that apply. -Review hardware requirements -Invest in BIM training for all employees -Create BIM office standards -Hire new, BIM capable staff and begin to lay-off non BIM capable staff -Transition projects into BIM all at once

-Review hardware requirements Correct. BIM applications require reasonably up-to-date hardware. The firm should compare hardware requirements of BIM programs with their existing hardware. -Invest in BIM training for all employees Correct. All members of the staff should be well-versed in BIM, due to the different nature of design from 2D software. It is important that all members of the small office understand the new terminology and how the drawing sets and buildings come together. BIM also requires 3D, spatial thinking which may change how the office designs projects or performs QA/QC processes. -Create BIM office standards Correct. Just like with any other tool, firms should create BIM office standards to ensure a standard quality of work. Employees should be producing consistent, readable drawings using the new software. -Hire new, BIM capable staff and begin to lay-off non BIM capable staff Incorrect. BIM training of existing staff is more productive; the firm's existing staff are already familiar with firm standards, workflow, and projects. The firm can outsource BIM training or hire some specifically-trained BIM managers to handle the workload, depending on the size of the firm. -Transition projects into BIM all at once Incorrect. Transitioning from 2D software to BIM software can be time- and learning- intensive. Allowing employees to gradually transition to the new software will enable them to learn at a comfortable pace while still meeting project deadlines.

An architect has been contracted to complete construction drawings for a multi-family residential townhouse project. The client is requesting the drawings to be completed within an 8-week timeframe so they can pass them off to a contractor they have already hired for construction. What is the most suitable way to provide the client with updates about the project based on the scope of work? -Send a weekly email with general progress notes -Host a weekly owner/architect/contractor meeting -Provide a phone number for the client to call -Copy the client on all project-related emails

-Send a weekly email with general progress notes Correct. Because the project is relatively small with a short timeline, a weekly email with general progress notes would be an appropriate way to disseminate project information without overwhelming the client with unnecessary detail. -Host a weekly owner/architect/contractor meeting Incorrect. Because the project scope only includes construction drawings, not construction itself, a weekly owner/architect/contractor meeting would be unnecessary. -Provide a phone number for the client to call Incorrect. The architect should be proactive in communicating with the client by setting up regular calls, emails, or meetings. -Copy the client on all project-related emails Incorrect. This may overwhelm the client with too much information and provide the client with unnecessary or sensitive information. The architect should provide information to the client in a controlled manner at regular intervals.

An architect has received a commission to develop a community theater building on a suburban site. What documentation should the architect review to determine the site constraints for the project? Check the four that apply. -Site survey -Conceptual site design sketches -Zoning regulations -Department of Transportation guidelines -Building code -Fire department ordinances

-Site survey Correct. A site survey can contain information regarding any property easements, existing utility locations, topographic features, and flood zones that may impact the building design and location. -Conceptual site design sketches Incorrect. Although conceptual site design sketches may reflect site requirements, they should not be relied upon to correctly reflect all of the potential site constraints for the project. -Zoning regulations Correct. The local zoning code will provide information about allowable building size and height, parking and landscaping requirements, setbacks, etc. -Department of Transportation guidelines Correct. The architect must determine if the site is located on a roadway under the jurisdiction of the state or local Department of Transportation. If so, there may be constraints on the location and type of site-access points from the roadway. -Building code Incorrect. The building code requirements will establish constraints on the building size and construction. However, the building code does not address site-specific requirements. -Fire department ordinances Correct. Local fire department ordinances may dictate fire vehicle access to and through the site, the need for fire lanes, and accommodation for specific fire vehicle sizes and clearances.

After reviewing existing documentation for a commercial tenant improvement project, an architect decides the existing lighting in the tenant space will need to be reconfigured. The architect must hire an electrical engineer to create drawings as part of the construction documentation set to submit for permit. Which of the following are factors which affect the selection of an electrical engineer? Check the three that apply. -Software requirements of the project -Size of the engineer's firm -Legal structure of the engineer's firm -Jurisdictional licensing requirements -Engineer's experience with the jurisdiction -Architect's ability to produce electrical drawings

-Size of the engineer's firm: Depending on the scope and complexity of the project, the consultant's firm may need to be more extensive than that of one working on a relatively small or simple project. -Softwar3 requirements of the project: Reviewing digital compatibility between team members helps move a project along smoothly. If the architect is working in BIM but the consultant is working in 2D software, coordination efforts may be more complicated, and this could cost the project time and money. -Jurisdictional licensing requirements: It is important to review what type of license or certification is required for an engineer to submit drawings to the authority having jurisdiction (AHJ). This should be considered when selecting a project consultant.

An architect and an owner are having trouble reaching an agreement for architectural services on a casino project. The owner wants the architect to provide full construction administration services for a predetermined fixed fee. The architect has never worked on this type of project before and is unsure of how much time will be required for these services. Which of the following is the best course of action for the architect to pursue to reach an agreement with the owner? -Stipulate a specific number of hours for the architect to complete the work for the fee -Suggest excluding construction phase services from the contract -Propose that the owner pay up front for these services -Request that the owner provide a payment bond for these services

-Stipulate a specific number of hours for the architect to complete the work for the fee Correct. Quantifying how much work the architect will perform for the predetermined fee addresses the owner's desire for the architect to provide this service and puts a finite limit on the architect's service for that fee. -Suggest excluding construction phase services from the contract Incorrect. Excluding construction phase services runs the risk of alienating the owner if they really want the architect to provide this work. It is in the architect's best interest to suggest a way to quantify the amount of work to be performed for the proposed fee as a win-win for both parties. -Propose that the owner pay up front for these services Incorrect. This does not protect the architect from possible cost overruns and it is not in the owner's best interest. -Request that the owner provide a payment bond for these services Incorrect. A payment bond is a contractor's obligation to pay subcontractors for their materials and labor. It has nothing to do with the owner/architect agreement.

-A rapidly growing small architectural firm has been receiving numerous requests for proposals (RFPs) for new work. They are excited with the prospect of expanding the firm, but they are feeling overwhelmed with having to respond to all of them in a timely manner. Which one of the following actions would be the best for the firm to pursue? -Stop responding to all RFPs until the firm gets more organized -Assign more staff to answer the RFPs -Implement a go/no-go policy -Respond to proposals that offer the most recognition for the firm

-Stop responding to all RFPs until the firm gets more organized Incorrect. A firm's marketing efforts should concentrate on responding to realistic RFPs. Not responding to feasible RFPs could reduce the firm's chances of winning new work. -Assign more staff to answer the RFPs Incorrect. Assigning more staff to answer the RFPs can negatively impact production work in the office. It also does not address the evaluation of proposals that the firm has little chance of winning. -Implement a go/no-go policy Correct. A go/no-go policy can help a firm evaluate which proposals they have a realistic chance of winning, and which ones they may not be qualified for. The decision to not respond to certain proposals allows a firm to focus their efforts on proposals that they are more likely to win, and they can save time and money that might be better spent on marketing. -Respond to proposals that offer the most recognition for the firm Incorrect. A specific project might increase a firm's recognition, but this does not necessarily mean that the firm is capable of successfully completing that project. A go/no-go policy could help the firm evaluate the project's feasibility.

The principal at a small firm is negotiating the owner-architect agreement with a new client. The owner and the architect are determining who will contract with each consultant required for the project. They intend to use the AIA B101 agreement for the project, and the owner does not wish to engage the architect for any supplemental services at this time. Which of the following consultants will be engaged by the architect? Check the three that apply. -Structural engineer -Mechanical engineer -Electrical engineer -Geotechnical engineer -Landscape architect -Civil engineer

-Structural engineer Correct. AIA B101, article 3.1 lists structural engineering as part of the architect's basic services. We discuss which consultants are typically hired by each party on a project, as well as their role on the project, in our video Firm Resources (5:45). When filling out the B101 with the client, you should list the engineering firm that you'll engage for this service in article 1.1.11.1. Structural engineering is listed as a basic service because it's a necessary service in order to construct just about any building, whereas items listed as supplemental services may or may not be required. -Mechanical engineer Correct. AIA B101, article 3.1 lists mechanical engineering as part of the architect's basic services. When filling out the B101 with the client, you should list the engineering firm that you'll engage for this service in article 1.1.11.1. Mechanical engineering is listed as a basic service beause it's a necessary service in order to construct just about any building, whereas items listed as supplemental services may or may not be required. -Electrical engineer Correct. AIA B101, article 3.1 lists electrical engineering as part of the architect's basic services. When filling out the B101 with the client, you should list the engineering firm that you'll engage for this service in article 1.1.11.1. Electrical engineering is listed as a basic service because it's a necessary service in order to construct just about any building, whereas items listed as supplemental services may or may not be required. -Geotechnical engineer Incorrect. The owner shall furnish the services of a geotechnical engineer per AIA B101, article 5.5. When filling out the B101 with your client, the engineer that the owner will engage for this service should be listed in article 1.1.9.1. -Landscape architect Incorrect. Land

An architecture firm is looking for ways to reduce risk from errors and omissions beginning at the schematic design phase by implementing a quality control protocol. Which quality control protocol can be implemented at this stage in the design process to help eliminate conflicts in BIM models? -Team meetings -Electronic collision detection -Third-party review -In-house reviews

-Team meetings Incorrect. Team meetings can identify potential known collision items, but cannot be as thorough as electronic collision detection in the BIM model. -Electronic collision detection Correct. Collision detection in a BIM model can detect any conflicts between trades before or during documentation. -Third-party review Incorrect. Having an outside source take a look at drawings for errors and omissions is a good way to look for conflicts. However, the outside source often does not know the drawings as in-depth as someone working directly on the project, and they may miss collision points. -In-house reviews Incorrect. In-house reviews of documents are a necessary part of quality control; however, when working with a BIM model at the schematic design phase, many drawings are not yet fully on paper and thus can be difficult to review in this manner.

The principal of a small firm with four employees is interested in hiring an office manager to assist with administrative tasks. The principal is trying to determine if the position qualifies as an exempt or non-exempt position. Which of the following characteristics would classify the position as a non-exempt position? Check the three that apply. -The position is considered a leadership role in the firm. -The position is part-time. -The employee's role will be administrative in nature. -The position is professional in nature. -The employee is paid an hourly wage. -The employee's job entails manual labor.

-The position is considered a leadership role in the firm. Incorrect. Leadership positions, such as firm principals, officers, and managers, are not required to be paid overtime because they're considered exempt employees. -The position is part-time. Correct. Employers must pay their part-time employees overtime if they work more than 40 hours in a particular week, or more than 8 hours in a day, even though they're generally part-time. Guidelines can vary by jurisdiction as well. -The employee's role will be administrative in nature. Incorrect. Administrative roles, such as office managers, human resources professionals, and marketing managers are not required to be paid overtime because their positions are considered to be exempt. -The position is professional in nature. Incorrect. Professional positions, such as designers, project architects, and project managers, are considered exempt employees who are not required to be paid overtime rates. -The employee is paid an hourly wage. Correct. The characterizations of exempt and non-exempt employees affect whether or not an employer is obligated to pay them for overtime work. Exempt employees are exempt from receiving pay for overtime work, and non-exempt employees must receive overtime pay. Hourly positions must be paid overtime rates if they work generally more than 40 hours a week or 8 hours a day. -The employee's job entails manual labor. Correct. Manual labor positions are eligible for overtime pay according to the Fair Labor Standards Act (FLSA).

During the construction phase of a city hall project, the general contractor calls the architect for clarification of a design detail for the main lobby. The contractor is unsure of the design intent for where the end of the lobby desk meets the millwork-clad fire control panel. The contractor states that they think that there will be additional millwork required to properly finish the corner. How should the architect respond to the general contractor? -Tell the general contractor to submit a change order request -Send the general contractor a construction change directive -Provide clarification to the general contractor over the phone -Tell the general contractor to submit a request for information (RFI)

-Tell the general contractor to submit a change order request Incorrect. The general contractor should first submit an RFI for clarification of the detail. Clarification of the design detail may not require a change order. -Send the general contractor a construction change directive Incorrect. The general contractor should first submit an RFI for clarification of the detail. The clarification will determine if a construction change directive is necessary. -Provide clarification to the general contractor over the phone Incorrect. Verbal clarification does not provide a proper paper trail for design clarifications. -Tell the general contractor to submit a request for information (RFI) Correct. In order to maintain appropriate communication protocols, the general contractor should submit an RFI to the architect.

A startup firm is interested in developing their service offerings to include design-build and construction management services. What benefits might the firm experience by offering these new services? Check the three that apply. -The ability to deliver more holistic solutions to clients -Additional streams of revenue -Easier tax filing -Less exposure to liability -Collaboration with different kinds of designers -Increase in number of employees

-The ability to deliver more holistic solutions to clients Correct. By offerings more services, such as design/build, the architect would have much greater control over the entire process. -Additional streams of revenue Correct. Diversifying the firm's services will provide additional revenue, and as well greater stability. -Easier tax filing Incorrect. Additional services being offered will not affect the level of difficulty in filing taxes. -Less exposure to liability Incorrect. Entering into markets where the firm has little to no experience could prove to be risky, and therefore, the firm has a greater exposure to liability. -Collaboration with different kinds of designers Correct. Entering into to different market sectors will allow the firm to expand its network, while collaborating with a variety of different designers. -Increase in number of employees Incorrect. This wouldn't necessarily be true as there would likely be several employees who could fill more than one role for design-build strategy.

An architect and structural engineer are evaluating the foundation system options for a library project on a sloped site near a floodplain. Who is typically responsible to secure the required geotechnical reports in a timely manner before the final decision can be made? -The architect -The structural engineer -The general contractor -The owner

-The architect Incorrect. The architect should coordinate the requirements of the geotechnical reports with the owner so the owner can secure the reports. -The structural engineer Incorrect. The structural engineer will coordinate with the results and recommendations of the geotechnical reports, but it is the owner's responsibility to secure the reports. -The general contractor Incorrect. The general contractor should review the geotechnical reports prior to construction, but it is the owner's responsibility to secure the reports. -The owner Correct. According to AIA Document B101-2017, unless otherwise provided for under the agreement, the owner is responsible to secure the services of a geotechnical engineer to furnish the reports.

An architecture firm recently hired a project manager with a base salary of $75,000, where the position is slated for 70% billable time. How many hours per year will the project manager be able to spend on non-billable tasks?

-The project manager will be able to spend 624 hours a year on non-billable tasks. To calculate billable hours, it is assumed that the employee is working 40 hours a week/2,080 hours per year. -2080*30%=624 non-billable hours a year. Since 70% of their time is slated for billable tasks, 30% would be for non-billable tasks.

An architect is entering into an agreement with a client to design a new multi-family residential building. The parties have agreed to use the AIA B101 as the agreement for the project. Which of the following items should be outlined in the Initial Information section of the agreement? Check the three that apply. -The architect's initial cost of work estimate -Design phase milestones -The owner's anticipated sustainability objective -The standard of care -Consultants retained under supplemental services -Supplemental services to be provided by the architect

-The architect's initial cost of work estimate Incorrect. The owner's budget for the work is listed in the Initial Information section, but the architect won't submit a cost of work estimate until the end of the schematic design phase. When it is prepared, the cost of work estimate is not listed in the AIA B101 agreement. Instead, it is a separate document, prepared by the architect, that is compared to the owner's budget listed in the AIA B101. -Design phase milestones Correct. Article 1.1.4.1 of the AIA B101 outlines dates that the owner and architect agree to for all design phase milestones, such as when SD, DD, or CDs will be complete and when the team will submit their documents to the authority having jurisdiction (AHJ). -The owner's anticipated sustainability objective Correct. If the owner has an anticipated sustainability objective, such as LEED accreditation, that objective should be noted in article 1.1.6 of the AIA B101. -The standard of care Incorrect. The standard of care is noted in article 2.2 of the AIA B101. Article 1, Initial Information, is used for noting project specific information such as the project's physical characteristics, owner's budget, consultants, etc. -Consultants retained under supplemental services Correct. Initial information is critical to setting a project up for success, and we cover that article of the B101 in our video B101: Overview + Articles 1-4 (1:40). Article 1.1.11.2 of the AIA B101 lists all of the consultants who will be hired to perform a supplemental service if the architect is providing that service. -Supplemental services to be provided by the architect Incorrect. Article 4 of the AIA B101 contains the list of potential supplemental services that the architect could provide. The chart should be filled out by listing 'architect,' 'owner,' or 'not required' next to ea

The foundations for a fast-track banquet hall project have been poured and the owner's kitchen designer has significantly changed the size of the originally designed kitchen. This will require reworking the foundation and relocating underground utilities. Who is responsible for the additional costs involved for the necessary redesign and reconstruction? -The concrete contractor -The concrete contractor -The architect -The owner

-The concrete contractor The concrete contractor is not responsible for reworking the existing foundations because of a design revision made after installation. -The general contractor Incorrect. The general contractor is not responsible for the changes made by the owner's kitchen designer after construction has started. The owner's choice to fast-track a project runs the risk of change orders due to early decisions being made without complete information. -The architect Incorrect. The architect is not responsible for the design changes made by the owner's kitchen designer after construction has started. The owner's choice to fast-track a project runs the risk of change orders due to early decisions being made without complete information. -The owner Correct. The owner is responsible because their kitchen designer changed the scope of work for the kitchen after initial design decisions were made and construction was started.

An architect has been hired to design a winery that will have a 12-month construction schedule. In what situations would it be appropriate for the architect to terminate the contract? Check the two that apply. -The contractor fires the superintendent -The architect no longer wishes to continue the project -The owner is consistently late in providing payments to the architect -When the architect is sued regarding another project -The owner puts the project on hold indefinitely -When there is a change order

-The contractor fires the superintendent Incorrect. This should have no impact on the contract, as the contractor should replace this person with another employee to keep the project moving. -The architect no longer wishes to continue the project Incorrect. The architect can't just quit in the middle of a project, it would be unprofessional and possibly lead to lawsuits. -The owner is consistently late in providing payments to the architect Correct. This is the main reason a contract would be terminated, with proper notice provided. -When the architect is sued regarding another project Incorrect. This would be a dispute outside of the project and would not terminate the contract. -The owner puts the project on hold indefinitely Correct. A contract may be terminated if the project is put on hold. -When there is a change order Incorrect. Change orders are typical and do not void contracts.

An architect has received an invoice for reimbursable expenses from their security consultant on a courthouse project and has noticed an expense they do not agree with. The architect has contracted with the consultant using the AIA Standard Form of Agreement Between Architect and Consultant. How many days from receipt of the invoice does the architect have to review and address any concerns? -10 days -7 days -14 days -5 days

10 Days: According to section 11.6.1 of AIA C401-2017, "the Architect shall review such invoices and, if they are considered incorrect or untimely, the Architect shall, within ten days from receipt of the Consultant's billing, review the matter with the Consultant and confirm in writing to the Consultant the Architect's understanding of the disposition of the issue."

An architect is working on a mixed-use project that is nearing substantial completion. The local jurisdiction where the project is located has revised the building codes that apply, and these changes went into effect during the middle of the project's construction. The local jurisdiction recently adopted IECC 2018, an upgrade from the previous standard of IECC 2015. Which one of the energy codes applies to the project? -The energy code in effect at the time of filing with the AHJ -The energy code in effect at the time of substantial completion -The energy code in effect at the start of the project -The most recently published version of the energy code

-The energy code in effect at the time of filing with the AHJ Correct. Typically, the codes adopted by the locality that are in effect at the time of filing with the AHJ apply to the project. This may vary per jurisdiction. -The energy code in effect at the time of substantial completion Incorrect. The codes adopted by the locality that are in effect at the time of filing with the AHJ govern the project. Near the completion of construction, the project does not need to be redesigned to meet more stringent energy codes and sustainable benchmarks required by the newer code -The energy code in effect at the start of the project Incorrect. The version of the code adopted by the AHJ at the time of filing governs the project. The architect should be apprised of the codes that govern the project, be aware of any changes that may take effect, and when the local AHJ is planning to adopt newer versions of codes. -The most recently published version of the energy code Incorrect. The version of the code adopted by the AHJ at the time of filing governs the project. Localities may only adopt an older version of a code, even if more recent versions are published. This is determined by the local AHJ.

A project architect at a firm with 11 employees unfortunately had an accident on site that resulted in the project architect requiring minor knee surgery. Which type of insurance covers the costs of such an incident? -The firm's commercial general liability -Worker's compensation -The contractor's commercial general liability -Employment practices liability

-The firm's commercial general liability Incorrect. Commercial general liability (CGL) policies cover third parties, such as clients, if they're injured at the firm's place of business. It does not cover the firm's employees if they're injured, regardless of location; those injuries are always covered by worker's compensation insurance. CGL policies do cover third-party property damage caused by firm employees, such as an employee damaging an expensive vase at a client's home while taking field measurements for a renovation project. -Worker's compensation Correct. Worker's compensation insurance covers medical payments and lost wages when employees are injured during the course of their employment duties. -The contractor's commercial general liability Incorrect. Commercial general liability (CGL) policies cover third parties if they're injured at the firm's place of business. However, since the incident in question occurred to an employee of the architect's firm, the firm's worker's compensation insurance pays for this type of claim. -Employment practices liability Incorrect. This type of insurance protects firms against claims by employees or former employees such as wrongful termination, discrimination, or sexual harassment. Workers who are injured during the course of their employment receive benefits from the firm's worker's compensation policy.

Which of the following are factors that directly affect a designer's billable rate for the upcoming year? Check the three that apply. -The firm's profit goal -The designer's utilization rate -The designer's status as an employee or independent contractor -The firm's cash on hand -The firm's office rent -The firm's accounts receivable

-The firm's profit goal Correct. The firm's profit goal is included in the firm's net multiplier, which is multiplied by the designer's hourly rate to find their billable rate. The profit goal is added to the breakeven rate in the bottom section of the profit plan. -The designer's utilization rate Correct. The profit plan, top section, uses an employee's projected utilization rate, based on past years and projected projects for the upcoming year, to estimate their direct labor. Direct labor for all employees is then added in the middle section of the profit plan, contributing to the net multiplier. -The designer's status as an employee or independent contractor Incorrect. Typically firms find their overall net multiplier for the office and multiply that by each team member's hourly rate to determine their billable rate. The designer's status as either an employee or independent contractor will not directly affect their billable rate. -The firm's cash on hand Incorrect. Cash on hand is a line item on the firm's balance sheet. It's useful in understanding how well the firm could weather an economic downturn or pay their debts, but it does not affect firm staff member's billable rates. -The firm's office rent Correct. Office rent is a contributing factor to the firm's overhead. Overhead is accounted for in the firm's net multiplier, which is multiplied by the designer's hourly rate to find their billable rate. -The firm's accounts receivable Incorrect. Accounts receivable is a line item on the balance sheet and does not contribute to billable rates. This figure is the amount of work the firm has performed but has not yet been paid for.

An architect is working with a difficult client who has never worked with an architect before. Despite the architect's efforts to review the owner/architect agreement (AIA B101) with the client before signing and throughout the project, the architect is dissatisfied with the working relationship and is trying to determine how to move forward. The parties signed the B101 three months ago. Which of the following are reasons that the architect could contractually terminate the contract with the client? Check the four that apply. -The geotechnical engineer has not yet been hired. -The structural engineer has been late in all of their submissions to the architect. -The architect requested easements and encroachments be added to the survey 2 months ago, and it has not yet been provided. -The owner suspended the project from May 1st to July 15th. -The owner's most recent payment was not for the full amount invoiced. -The ow

-The geotechnical engineer has not yet been hired. Correct. According to AIA B101, article 9.4, either party can terminate the agreement if the other party does not fulfill their responsibilities according to the agreement. Article 5.5 notes that the owner must furnish the services of a geotechnical engineer, and the question states that the project has already been ongoing for three months. Geotechnical engineers are typically hired at the very beginning of a project, as their report and recommendations are needed to consider foundation systems. -The structural engineer has been late in all of their submissions to the architect. Incorrect. The structural engineer is hired by the architect according to the B101, so this type of issue with the engineer is up to the architect to resolve. The architect may need to terminate their contract with the engineer if they're not performing, but this issue does not count as a reason that the architect could terminate the contract with the owner. -The architect requested easements and encroachments be added to the survey 2 months ago, and it has not yet been provided. Correct. Providing a survey is the owner's responsibility according to B101 article 5.4. Those requirements note standards that the survey must meet, such as noting any easements or encroachments that exist on site. -The owner suspended the project from May 1st to July 15th. Incorrect. According to B101, article 9.3, the architect can only terminate the contract if the owner suspends the project for greater than 90 cumulative days. -The owner's most recent payment was not for the full amount invoiced. Correct. Article 9.1 requires the owner to make payments according to the provisions of the B101, which state that partial payments are not acceptable (AIA B101, 11.10.2) -The owner has not yet provided a revised program

During construction, the owner for a new stadium project requests that 24 more light poles be added to the parking area. The contractor is hesitant to install the new light poles because of the extra costs and significant delay in time that is involved. How should the contractor proceed? -The owner should negotiate the additional scope directly with the lighting subcontractor -The contractor should request additional time and money via their next pay application -The contractor is obligated to perform the change as the owner wishes -The contractor should issue a Construction Change Directive (CCD)

-The owner should negotiate the additional scope directly with the lighting subcontractor Incorrect. The owner's contract is with the general contractor. -The contractor should request additional time and money via their next pay application Incorrect. The contractor would make a change order proposal, not a pay application. -The contractor is obligated to perform the change as the owner wishes Correct. In general, the owner may make changes to the project; and the contractor is obliged to make the changes. The contractor can then file claims for the additional work. -The contractor should issue a Construction Change Directive (CCD) Incorrect. The architect and owner issue CCDs, not the contractor.

An architect is coordinating consultants' proposals for mechanical/plumbing design services for a three-story office building project. The owner insists on directly contracting with the electrical consultant, who they have worked with on many past projects. The architect will hire the mechanical/plumbing engineer. How should this arrangement be defined in the mechanical/plumbing consultants' proposals? -The owner will receive each consultant's drawings and distribute them among the other consultants for coordination by all parties -The architect will receive each consultant's drawings for the project and distribute them among the other consultants for coordination by all parties -The mechanical/plumbing consultant will coordinate directly with the electrical contractor to share each party's drawings -The mechanical/plumbing consultant will coordinate their own drawings only with the architect

-The owner will receive each consultant's drawings and distribute them among the other consultants for coordination by all parties Incorrect. The architect will be in an agreement with the mechanical/plumbing consultant and the owner will be in an agreement with the electrical consultant. The architect should be responsible for the coordination of drawings between all consultants. -The architect will receive each consultant's drawings for the project and distribute them among the other consultants for coordination by all parties Correct. The architect is responsible to coordinate the drawings from all consultants, even those hired by the owner. This should be spelled out in the agreement between the owner and the architect. The agreement between the architect and the mechanical/plumbing consultant should state that the architect will provide the mechanical/plumbing consultant with the electrical consultant's drawings for coordination. -The mechanical/plumbing consultant will coordinate directly with the electrical contractor to share each party's drawings Incorrect. The mechanical/plumbing consultant will only be in an agreement with the architect. Although the option described here could save time, the architect must be involved in the coordination of all drawings. -The mechanical/plumbing consultant will coordinate their own drawings only with the architect Incorrect. Although the mechanical/plumbing consultant must provide their drawings to the architect, they still have to coordinate their drawings with those of the other consultants on the project.

The principal at a firm is undergoing a compliance audit with their insurance broker. The broker asks the principal about each of the people who work for the firm in order to ensure that they're properly classified as either an employee or independent contractor. Which of the following factors are likely to be considered by the IRS when determining if the worker is an employee or independent contractor? Check the two that apply. -Their title. -Attends weekly team meetings at the firm's office. -Is granted five paid sick days per year. -Works part time for the firm. -How long they've worked for the firm. -Uses the company's software licenses.

-Their title. Incorrect. Job title does not determine whether a worker is an employee or independent contractor. Someone with the title of 'chief financial officer' could in fact be an independent contractor, while someone with the title 'accessibility specialist' could be an employee. -Attends weekly team meetings at the firm's office. Incorrect. Attending regular team meetings is not part of the IRS criteria for determining if a peson is an employee or independent contractor. -Is granted five paid sick days per year. Correct. This type of relationship indicates that the worker is an employee because they receive benefits in addition to what they're paid to complete the job. Other benefits include other types of paid time off, like vacation pay, retirement accounts, insurance, etc. -Works part time for the firm. Incorrect. Both employees and independent contractors can work part time for a firm, so this is not a deciding factor in their classification. -How long they've worked for the firm. Incorrect. The amount of time someone works for a firm does not affect whether they're considered an employee or independent contractor. -Uses the company's software licenses. Correct. Questions about whether a worker is an employee or a contractor are common on the PcM exam, and we cover the IRS definition of these two terms in our video Employment Laws (0:35). Use of the company's software licenses falls under the 'financial control' category of the IRS guidelines Typically, employees are provided tools by their employers or are reimbursed for purchasing tools or licenses to perform their work. However, independent contractors are responsible to pay for anything they need to complete the work and are paid an hourly rate or lump sum to complete their tasks.

In preparation for opening up a firm, an architect is reviewing best business practices. The architect is creating an employee handbook to establish communication and documentation procedures for all future employees. Which of the following pieces of information should the architect require for documenting project decisions? Check the three that apply. -Time of day -Project architect's name -Date of decision -Project name -Associated email addresses -Decision-maker's name

-Time of day Incorrect. This may be helpful to include on certain pieces of project documentation, but is unnecessary when documenting project decisions. It is more important to include the date, project name, and decision-maker's name. -Project architect's name Incorrect. As long as the project name and the decision-maker's name is properly identified, it is unlikely that knowing who the project architect was at the time of the documented decision will have any bearing on future use of this documentation. -Date of decision Correct. Including the date of any decision helps place the decision at a certain point in time. This can be helpful when reviewing project schedules at a later date, or explaining why schedule creep is occurring due to last-minute changes or directives. -Project name Correct. Including this will help ensure the document is filed with the appropriate project. -Associated email addresses Incorrect. This is a helpful piece of information to include regarding project decisions, but is not crucial to documenting project decisions. It is more important to include the date, project name, and decision-maker's name. -Decision-maker's name Correct. It is important to identify who directed the decision. Should the decision be challenged at a later date, this can help trace the decision back to the original source and avoid further confusion and liability.

An architect and client are negotiating which fee structure is most appropriate for a new commercial project. The architect is going to be engaged to provide programming as a supplemental service, at which point the client's proposed program of 150,000-225,000 square feet and $225-$275 per square foot will be refined and narrowed down. The client also has the option to purchase an additional parcel of adjacent land, which could expand the footprint of the project further, but they don't expect to know if purchasing that parcel will be feasible for at least three months. The client is interested in having certainty about what the architect's fee will be, depending on the eventual size of the project. Which of the following fee structures are most appropriate for the project? Check the three that apply. -Time-charge -Hourly not-to-exceed -Stipulated sum with contingency -Stipulated sum -Cost-per-unit -Percentage of con

-Time-charge Incorrect. Time-charge is almost always appropriate from the architect's perspective because they're able to bill for each hour worked. However, in this instance, the client wants certainty as to the architect's fee, and a time-charge fee structure does not provide that. -Hourly not-to-exceed Correct. Using this method, the architect can set their not-to-exceed price at the cost to design the project at its maximum square footage. Then, if it ends up being smaller, they'd charge less. The client gets certainty as to the maximum amount they'll pay, and the architect is protected if the project becomes larger. -Stipulated sum with contingency Incorrect. All stipulated sum fees should include a contingency already, and adding an additional contingency is just going to inflate the fee. In addition, there are too many variables for the architect to accurately provide a stipulated sum for the project. Most importantly, the initial square footage is not yet determined, and the project's square footage could substantially increase if the client ends up purchasing the additional parcel. While this fee structure would give the client certainty about the architect's fee, it could result in a financial loss for the architect. Alternatively, if the project ends up being on the smaller end of the initial estimates, this type of fee structure wouldn't be fair to the client. -Stipulated sum Incorrect. There are too many variables for the architect to accurately provide a stipulated sum for the project. Most importantly, the initial square footage is not yet determined, and the project's square footage could substantially increase if the client ends up purchasing the additional parcel. While this fee structure would give the client certainty about the architect's fee, it could result in a financial loss for the architect.

Two sole practitioners have recently partnered to open a new firm. One partner is reviewing the standard agreements each partner has used in the past along with standard industry guidelines in an effort to create a single set of usable contract agreements for the new firm. Which of the following is a guideline stated by the American Institute of Architects for contract agreements? -Use clear, unambiguous language -Allocate risks away from the architect -Create agreements specific to each client or firm -Use a lawyer to review written documents

-Use clear, unambiguous language Correct. The AIA states: "Use language that is unambiguous and comprehensible to users and interpreters (courts and lawyers) of the documents." -Allocate risks away from the architect Incorrect. The AIA suggests risk should be allocated to the "party best able to control them; to the party best able to protect against unexpected cost; or to the owner, when no other party can control the risk or prevent the loss." -Create agreements specific to each client or firm Incorrect. The AIA suggests that architects create standard documents and agreements, not individualize them per client or firm. -Use a lawyer to review written documents Incorrect. While this is a prudent suggestion, this is not a guideline stated by the AIA.

The principals at a mid-sized firm are working on their hiring strategy. They're discussing compensation strategy and wish to adjust their strategy to reflect their firm's goal for the upcoming quarter: to attract as many high-performing architects as possible to come work for the firm. Which of the following types of compensation should be prioritized in order to attract talent to work at a firm? Check the two that apply. -Performance management -Paid training -Base pay -Deferred compensation -Short-term variable pay -Perks

Performance management Incorrect. While performance management is an important aspect of a human resources strategy, can be highly motivating to existing employees, and aids retention, your firm's performance management strategy will have a low impact on attracting new talent. Performance management is not a form of compensation and doesn't strategically impact hiring. -Paid training Correct. Having a robust training program helps to attract talent to the firm; the potential employee will assign a value to the training that's being offered, especially if it aligns with their career goals and if the training is free and offered during working hours. Training programs also help to retain existing talent at the firm. -Base pay Correct. A competitive or above-market base pay is a highly motivating factor when it comes to attracting talent: they'll start earning this immediately upon beginning work for the firm. Base pay has a moderate impact on retaining talent and a relatively low impact on day-to-day work. Our video Hiring + Retaining Talent (8:50) discusses a variety of compensation methods, and whether they're most likely to attract, retain, or motivate employees. -Deferred compensation Incorrect. Deferred compensation has a low impact on attracting new employees because, by its nature, it takes time to actually receive such compensation. Potential employees are more likely to be attracted to compensation in the form of base pay, which they'll begin receiving immediately upon hire. -Short-term variable pay Incorrect. Short-term variable pay, like project completion bonuses, is a great motivating factor to existing employees but has a relatively low impact on attracting employees in the first place. Since an employee will need to work at the firm and perform highly for a period of time before they're eligible to receive