Architectural

Specification
GENERAL
MTE
Contents
1. Scope................................................................................................................... 2
2. Representative Process Tasks...............................................................................2
3. Design Process..................................................................................................... 2
3.1 Schematic Design (SD).................................................................................. 3
3.2 Design Development (DD).............................................................................3
3.3 Construction Drawings or Construction Documents (CD)...............................3
3.4 Bidding and Contract Negotiation (BID).........................................................3
3.5 Construction Administration (CA)...................................................................3
4. Specification Sections.......................................................................................... 4
5. DIVISION 1: GENERAL REQUIREMENTS.................................................................4
5.1 CLIENT NEEDS................................................................................................... 4
5.2 SKILLS............................................................................................................... 4
5.3 CONTRACT-ADMINISTRATION SERVICES.............................................................5
6. DIVISION 2: Materials, Products, and Systems..............................................6
6.1 PROCESS........................................................................................................... 6
6.2 Research Materials and Products.......................................................................6
7. PROJECT SCHEDULE............................................................................................. 9
8. PROJECT CLOSEOUT............................................................................................. 9
1. Scope
ARCHITECTURAL Specifications define the qualitative requirements of
materials and products to ensure that everyone understands the product
requirements.
As defined in the General Conditions of the Contract, drawings and
specifications are meant to complement one another rather than one having
precedence over the other. It is important for drawings and specifications to
be developed concurrently, with both increasing in level of detail as the
project moves through the design development and contract document
phases.

2. Representative Process Tasks

These activities and tasks may be expanded in projects for which material
performance is highly critical, for which materials do not yet exist to satisfy a
specific need, when the client seeks a broader range of material options, or
when the client desires to qualify new or untested materials.

Establish need or desired level of performance*

Define evaluation criteria*
Prioritize criteria*
Investigate options*
Evaluate options against established criteria*
Document research findings and recommendations*
Prepare specification documents

3. Design Process
According to AIA, the American Institute of Architects, there are five major
phases of the architectural design process. They are as follows:
Schematic Design (SD)
Design Development (DD)
Construction Drawings or Construction Documents (CD)
Bidding and Contract Negotiation (BID)
Construction Administration (CA)
3.1 Schematic Design (SD)
A typical documentation developed by the end of the SD phase include:

A site plan
All floor plans
All exterior elevations
Building sections of critical areas
Landscape plans
Preliminary construction cost estimate
Hand or CAD renderings

3.2 Design Development (DD)

The second phase of the architectural design process is Design Development,
or DD for short. During this phase, the design is refined into a clear,
coordinated set of drawings covering all aspects of the design. This set of
drawings typically includes fully developed floor plans, exterior elevations,
building sections, and a fully developed site plan. For critical areas of a
project, architects may choose to develop interior elevations, reflected ceiling
plans, roof plans, wall sections, and details. These drawings may or may not
include dimensions and notes, and even when they do, they typically see a
great detail of refinement until the point at which the drawings are submitted
to the building department for approval. The drawings produced during DD
become the basis for the construction drawings submitted for government
approval.
DD develop an accurate design for their specific areas of responsibility and
provide the architect with enough guidance to proceed with construction
drawings.

3.3 Construction Drawings or Construction Documents (CD)

The third phase of the architectural design process is the Construction
Drawings phase, or CD for short. This phase is often referred to as the
Construction Documents phase, but for the purpose of this book, I will usually
refer to this phase as Construction Drawings. During this phase, additional
design issues emerge and the architectural team works to address these
issues.
These can include city or country officials denying certain aspects of a
projects design, the realization that the cost of construction was
understanding was underestimated, a lack of funding for the design as it
currently stands, and the client simply deciding that he doesnt like the
design any more. It is often to illustrates how the design process never really
stops but rather continues through construction and the everyday use of the
buildings and facilities developed.

3.4 Bidding and Contract Negotiation (BID)

When an architect submits a set of construction drawings to the building
department.
 3.5 Construction Administration (CA)
The last phase in the architectural design process is Construction
Administration(CA). Between the time CDs are submitted to the building
department and the project is fully constructed, numerous changes can be
made to the design.
As an example, landscape drawings that satisfy minimum landscaping code,
but when it comes time to actually plant that vegetation, unless otherwise
the request of the owner: completely change the landscaping. There are
numerous reasons for this, such as the owner not wanting to decide until the
last possible moment how much money he wants to spend, how much he can
spend, or the owner simply not knowing what he would like to see planted
until he sees the project nearing completion. Even though landscaping is
usually not the focus of a project, it is nonetheless a critical component of a
realistic 3D scene.
Another example of a change that is often made after CDs are submitted and
one that can greatly affect the progress of a 3D visualization is the changing
of a buildings colors. Owners often change their minds at the very last
minute after having the opportunity to test real color samples on a building
as it nears completion. The paint colors being tested are relatively
unorthodox for the location and without the ability to apply actual paint
samples like this, an architect or owner is often unsure about the selection.
During the design development phase of the project was submitted by the
architect and approved by the city planning board, but it was not until the
building was almost completely finished that the architect and owner
determined that the chosen decision was not appropriate. Therefore, the
consequences of such changes will include in the projects contract.

4. Specification Sections
Division 1, the general requirements, outlines the procedural and
administrative requirements for a project. The specification sections for
materials, products, and systems are placed in Divisions 2.

5. DIVISION 1: GENERAL REQUIREMENTS

5.1 CLIENT NEEDS
Product evaluation and development of specifications offers an agreed-upon
format for recording and communicating decisions made during the design
process. The intent is to develop an accurate match between the needs of a
project and the products selected.
At the outset the architect and the owner must come to an agreement about
the goals and expectations for a project. Their understanding will have a
major impact on the performance characteristics of products selected for use
in a project. Reaching a clear under-standing of project requirements
prevents the tendency to over specify a product or to identify performance
characteristics that go beyond the stated project requirements, either of
which can add unnecessarily to the cost of a project.
Accurate documentation of selected materials and products can ensure
owners will get what they have agreed to pay for and that the expected level
of quality will be met. The specifications process is particularly critical when
an owner has identified special performance requirements.
5.2 SKILLS
Product selection is an analytical process, requiring an aptitude for
investigation and an eye for detail. It also requires an understanding of how
buildings are put together that is gained from years of practical experience. A
creative approach to problem solving and an understanding of the application
of test procedures is also important. Products being evaluated dont stand
alone in a project but must interface with adjacent materials. Therefore,
knowledge of construction sequence and compatibility of materials improves
the evaluation process. Access to multiple information sources and an
extensive network of people with varied experience are necessary supports
for those writing specifications.
Because material selection and installation involves complex issues and
concepts, those writing specifications must be able to communicate well.
Specifications should be composed in a concise and comprehensible manner
so that they can be understood by individuals with varying levels of
experience in the construction industry.
Knowledge of specification principles is basic for writing specifications, and
the primary resource is a Manual of Practice. It is also important to
understand the formats used to organize information in specifications, Master
Format and Section Format.
Manufacturers and material suppliers play an important role in the process of
material research and product evaluation. For established materials, they
often represent the primary information resource, although many materials
are represented by trade associations
that develop standards for them and/or products made from them. For
verification of manufacturers claims, specifiers refer to the work of testing
agencies, insurance underwriters, and product certification agencies that
evaluate the performance of many materials and products.

5.3 CONTRACT-ADMINISTRATION SERVICES

Although the architect will still serve in an advisory capacity once
construction begins, by employing the team for contract administration
services the firms role will be expanded. By adding additional construction
service administration to the basic contract for design, the architect and
engineer, in addition to those responsibilities previously mentioned, will also
do the following:
Respond to questions on interpretation of the plans and/or specifications
that may arise from the general contractor or the subcontractors
throughout the entire construction cycle
Provide full-time or as required representation on the site
Provide testing and inspection services administration (usually an owners
responsibility to provide but the A/Es responsibility to approve)
 Work with and coordinate the services provided by the owners
consultants, such as furniture, security systems, artwork, and commercial
kitchen contractors
 5.3.1 Change Order
The project that has no change orders is a rarity, and the change-order
process is often a contentious affair. Change orders can occur for the
following reasons:
Changes in the scope of work requested by the owner
Changes in the work due to conditions unknown at the time of contract
signing, which neither the design consultants nor the contractor could
have reasonably anticipated
Claims by the general contractor or subcontractors for errors, omissions,
or inconsistencies in the contract documents that can be corrected only by
extra work that is beyond the scope included in or intended by the
contract documents
5.3.2 Review Procedures for Change Orders
The general contractor has the responsibility to review all change orders
received from vendors or subcontractors before passing them on to the
architect. The owner may well ask the contractor,
Are these changes being submitted actually changes or merely the
subcontractors or vendors interpretation of a change in scope?
Are the costs associated with this change presented in sufficient detail for
us, as owner and architect, to analyze?
Are all of the costs justified?
Is a credit due for deleted work?

These questions should have been answered by the project manager before
the cost proposal was submitted to the architect and owner, but many project
managers are remiss in doing these kinds of reviews.

6. DIVISION 2: Materials, Products, and Systems

6.1 PROCESS
Specifications development is concurrent with the design process, which
continuously yields performance or specific material or product requirements.
The specifier must research products and materials that will meet the
designers requirements. The final specifications reflect decisions made by
the owner and designer throughout the process and serve as a record of
those decisions. The specifications, assembled into a project manual in
combination with the construction drawings, are then used by the constructor
to bid and build the project.

6.2 Research Materials and Products

Material research is basic problem solving. A problem, or need, is defined;
evaluation criteria are established; possible solutions are identified; potential
solutions are evaluated against the established criteria; and the final
selection is made.
Establish a need. The first step in the process is to establish the need for a
material or product or the level of performance desired for it. What does this
material or product need to do? What essential role does it play in the
design?
Define evaluation criteria. In order to effectively evaluate the performance of
various alternatives, project-specific evaluation criteria must be defined. Each
material has many characteristics or attributes that contribute to its overall
performance and to its applicability to a particular project. These attributes
can be grouped by category. The list of categories below was derived from
Construction Materials Evaluation and Selection: A Systematic Approach, by
Harold J. Rosen, PE, FCSI, and Philip M. Bennett, RA, and from a list of
attributes contained in CSIs Manual of Practice. Examples of attributes are
also provided for each category.
Structural serviceability: natural forces, strength properties
Fire safety: fire resistance, flame spread, smoke development, toxicity, fuel
load,
combustibility
Habitability: thermal properties, acoustical properties, water permeability,
optical
properties, hygiene, comfort, safety
Durability: resistance to wear, weathering, adhesion of coatings,
dimensional
stability, mechanical properties, rheological properties.
Practicability: transport, storage at the site, handling at installation, field
tolerances,
connections
Compatibility: jointing materials, coatings, galvanic interaction or corrosion
resistance
Maintainability: compatibility of coatings, indention and puncture
(patching),
chemical or graffiti attack
Environmental impact: resource consumption at production, life cycle
impact
Cost: installed cost, maintenance cost
Aesthetics: visual impact, customizing options, color selection
PRODUCT EVALUATION SUMMARY SHEET

Section number : Project : Date :

SUBJECTIVE
CRITERIA RESULT COMMENTS
EVALUATION
STRUCTURAL
SERVICEABILITY

FIRE SAFETY

HABITABILITY

DURABILITY

PRACTICABILITY

COMPATIBILITY

MAINTAINABILITY

ENVIRONMENTAL IMPACT

COST

AESTHETICS
Definitions
Structural
Natural forces, strength properties
serviceability:
Fire resistance, flame spread, smoke development, toxicity,
Fire safety:
fuel load, combustibility
Thermal properties, acoustic properties, water permeability,
Habitability:
optical properties, hygiene, comfort, safety
Resistance to wear, weathering, adhesion of coatings,
Durability: dimensional stability, mechanical properties, rheological
properties
Transport, storage on site, handling at installation, field
Practicability:
tolerances, connections
Jointing materials, coatings, galvanic interaction or corrosion
Compatibility:
resistance
Compatibility of coatings, indention and puncture
Maintainability:
(patching), chemical or graffiti attack
Environmental
Resource consumption at production, life cycle impact
impact:
Cost: Installed cost, maintenance cost
Aesthetics: Visual impact, customizing options, color selection
 Evaluate materials and products
After material and product information has been compiled, it is compared to
the evaluation criteria for the project. A system of pluses for criteria that
meet project requirements and minuses for criteria that dont meet them can
be used to determine if a material is acceptable. Another method involves
developing a rating system of 1 to 10 based on how well a material matches
the criteria for a project. Each material is evaluated on each criterion, the
scores are added up, and the materials are compared. The higher the score,
the better a material satisfies the evaluation criteria. To take the process a
step further, the evaluating criteria can be given a weight factor based on its
assigned priority.
It is helpful to create a matrix to record the evaluation and rating process.
This provides a useful document that can be referred to during bidding and
construction if requests for substitute materials are submitted. A record of the
criteria used to make your decision can also be helpful during submittal
review if a manufacturer has changed its documentation and claims related
to the performance of a material.

7. PROJECT SCHEDULE
Another important item for discussion at the project meeting is the project
schedule.
Is the project on track for the completion date required by the contract?
Are there any problems that may delay completion?
Are materials, equipment, and manpower sufficient to maintain an orderly
flow of work?
Most construction schedules today are CPM (critical path method) schedules.

8. PROJECT CLOSEOUT
In preparation for project closeout, the owner, with assistance from the
architect, can become more familiar with the process by carefully reviewing
the contract specifications and listing all required tests, inspections, and
warranties. Each division in the specification manual, where applicable, will
contain a section on tests, warranties, extra materials, and special tools to be
provided by the contractor. Most of these requirements will be found in the
electrical, mechanical, fire-protection, and plumbing sections of the
specifications, but they are also scattered throughout the project manual.
With the assistance of the architect and engineer the following closeout
activities can be monitored:
The punch list the contractor must be directed to diligently pursue
completion of the punch list. As we discussed previously, items that remain
unresolved after a reasonable period of time can be completed by the owner
by withholding triple the amount of the cost to correct from any funds due
the contractor. The price for the work should be based on a firm price from a
reputable specialty contractor. A general contractor may also argue that a
punch list item is actually a warranty item, and therefore he or she has an
extended period of time in which to correct. As an example, a light fixture
may be blinking on and off because of a bad ballast. If such an occasion
arises, have the architect render an opinion whether it is punch list or
warranty, and resolve the matter.
Submission of the record drawings, otherwise known as the as-built
drawings. These drawings should have been reviewed by the architect and
engineer for accuracy from time to time as they were prepared by the
subcontractor and verified by the general contractor. For example, before
some underground utility lines were backfilled, the architect or engineer
could verify the as-built condition by a field visit as the contractor-inserted
line and grade on the as-built. Variances in work in place as opposed to
design line and grade of these underground utilities should be incorporated
into these drawings. If these as-built conditions are not accurate, if at some
future date they must be uncovered for repair, relocation, damage, or
otherwise, extra costs in locating the underground utilities will undoubtedly
occur. Any changes in the structure of the building and its internal systems
are also important when future additions or modifications to that structure
are required. The new contractor, relying on the accuracy of those as-built
drawings, will have based the estimate of the work on them only to find
errors in dimensions, elevations, and location.
Location of all concealed mechanical and plumbing valves, dampers, piping,
and ductwork are important not only when future modifications to those
components are required but also for routine maintenance.
Reports of all test reports and other inspections by local officials or as
required by the contract. These may include the following:

Earth-compaction tests performed during the site-work stage of the

project
Infiltration or exfiltration tests for underground storm or sanitary lines
to ensure the integrity of the pipe joints against leakage
Concrete compression tests for cast-in-place concrete and/or pre-
stressed or post-tensioned concrete component tests
Mill reports if the buildings structure is steel to confirm the quality
levels of steel produced by the manufacturer and ensure conformance
with the contract specifications
If the building has structural steel framework, weld, bolt-up, shear-stud
test reports
For all masonry work, mortar cube compression tests and flashing
inspection reports if required
Reports on HVAC test and balance procedures
Operating and maintenance manuals (O & M) for all equipment, as
specified in the contract documents, reviewed and approved by the
engineer
 Fire protection inspections witnessed by the local authorities verifying
the required flow volume and pressure