Project and Construction Management
Domain 1 - Project and Construction Management. This section tests whether you can run a landscape architecture project as both a contract and a business: choosing a delivery method, controlling fee and schedule, administering construction, and honoring the professional duties that come with a seal.
Delivery methods and agreements
- Design-bid-build: the owner holds separate contracts with the designer and the contractor; award usually goes to the low bidder, and the designer administers construction without directing means and methods.
- Design-build and CM-at-risk compress schedule and shift risk, but the designer's standard of care remains reasonable care - never a warranty of perfection.
- The owner–landscape architect agreement fixes scope, deliverables, schedule, and fee; anything outside basic services is an additional service needing written authorization.
Fee and schedule control
- Common structures are lump sum, hourly with a not-to-exceed cap, and percentage of construction cost.
- Critical path method: the longest chain of dependent activities carries zero float, so any delay on it delays completion one-for-one.
- Compare percent complete to hours burned; 60 percent complete with 80 percent of hours spent is a loss in progress.
Construction administration
- Distinguish an RFI (clarification), a change order (modifies cost or time by agreement), and a submittal or shop drawing (the contractor's evidence of compliance).
- Certify payment only for work in place and properly stored materials; retainage protects the owner.
- Substantial completion starts warranties, the punch list, and beneficial occupancy; final completion releases retainage.
Worked example
Schematic design 15 days, design development 20 days, construction documents 30 days run in series. After CDs, agency review (10 days) runs concurrently with bidding preparation (15 days). Critical path = 15 + 20 + 30 + 15 = 80 days. Agency review holds 5 days of float, so a 4-day review delay costs nothing; a 7-day delay pushes completion by exactly 2 days.
Traps
- Casting the landscape architect as supervisor of the contractor's safety program or means and methods.
- Spending float on a noncritical activity and assuming it is free - it is free only until it is exhausted.
- Confusing a change order with a construction change directive, which is owner-directed work performed before price is settled.