ASTM E1699-2000(2005) Standard Practice for Performing Value Analysis (VA) of Buildings and Building Systems《建筑物和建筑系统估价分析标准操作规程》.pdf

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1、Designation: E 1699 00 (Reapproved 2005)Standard Practice forPerforming Value Analysis (VA) of Buildings and BuildingSystems1, 2This standard is issued under the fixed designation E 1699; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revis

2、ion, the year of last revision. A number in parentheses indicates the year of last reapproval. Asuperscript epsilon (e) indicates an editorial change since the last revision or reapproval.1. Scope1.1 This practice covers a procedure for defining andsatisfying the requirements of the users/owners pro

3、ject.1.2 A multidisciplinary team uses the procedure to convertdesign criteria and specifications into descriptions of projectfunctions and then relates these functions to revenues and cost.1.3 Examples of costs are all revelant costs over a desig-nated study period, including the costs of obtaining

4、 funds,designing, purchasing/leasing, constructing/installing, operat-ing, maintaining, repairing, replacing and disposing of theparticular building design or system (see Terminologies E 631and E 833). While not the only criteria, cost is an importantbasis for comparison in a value analysis study of

5、 a building.Therefore, accurate and comprehensive cost data is an impor-tant element of the analysis.1.4 This is a procedure to develop alternatives that meet thebuildings required functions. Estimate the costs for eachalternative. Provide the user/owner with specific, technicallyaccurate alternativ

6、es, appropriate to the stage of project devel-opment, which can be implemented. The user/owner selects thealternative(s) that best satisfies his needs and requirements.1.5 Apply this practice to an entire project or to anysubsystem. The user/owner can utilize the VA procedure toselect the element or

7、 scope of the project to be studied.2. Referenced Documents2.1 ASTM Standards:3E 631 Terminology on Building ConstructionsE 833 Terminology of Building EconomicsE 917 Practice for Measuring Life-Cycle Costs of Buildingsand Building SystemsE 1369 Guide for Selecting Techniques for Treating Uncer-tain

8、ty and Risk in the Economic Evaluation of Buildingsand Building SystemsE 1557 Classification for Building Elements and RelatedSiteworkUNIFORMAT IIE 2013 Practice for Constructing FAST Diagrams and Per-forming Function Analysis During Value Analysis Study3. Summary of Practice3.1 This practice outlin

9、es the procedures for developingalternatives to a proposed design that best fulfill the needs andrequirements of the user/owner of the building or buildingsystem. The practice shows how to identify the functions of thebuilding and its systems; develop alternatives to fulfill theusers/owners needs an

10、d requirements; and evaluate the alter-natives in their ability to meet defined criteria.4. Significance and Use4.1 Perform VA during the planning, design, and construc-tion phases of a building.4.2 The most effective application of value analysis is earlyin the design phase of a project. Changes or

11、 redirection in thedesign can be accommodated without extensive redesign at thispoint, thereby saving the user/owner time and money.4.3 During the earliest stages of design, refer to valueanalysis as value planning. Use the procedure to analyzepredesign documents, for example, program documents ands

12、pace planning documents. At the predesign stage, perform VAto define the projects functions, and to achieve consensus onthe projects direction and approach by the project team, forexample, the owner, the design professional, the user, and theconstruction manager. By participating in this early VA ex

13、er-cise, members of the project team communicate their needs tothe other team members and identify those needs in thecommon language of functions. By expressing the project inthese terms early in the design process, the project teamminimizes miscommunication and redesign, which are costlyin both lab

14、or expenditures and schedule delays.4.4 Also perform value analysis during schematic design(up to 15 % design completion), design development (up to45 % design completion), and construction documents (up to100 % design completion). Conduct VA studies at severalstages of design completion to define o

15、r confirm projectfunctions, to verify technical and management approaches, to1This practice is under the jurisdiction of ASTM Committee E06 on Perfor-mance of Buildings and is the direct responsibility of Subcommittee E06.81 onBuilding Economics.Current edition approved Oct. 1, 2005. Published Octob

16、er 2005. Originallyapproved in 1995. Last previous edition approved in 2000 as E 1699 00.2Value analysis (VA) is also referred to as value engineering.3For referenced ASTM standards, visit the ASTM website, www.astm.org, orcontact ASTM Customer Service at serviceastm.org. For Annual Book of ASTMStan

17、dards volume information, refer to the standards Document Summary page onthe ASTM website.1Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959, United States.analyze selection of equipment and materials, and to assess theprojects economics and technical

18、 feasibility. Perform VAstudies concurrently with the users/owners design reviewschedules to maintain the project schedule. Through theschematic design and design development stages, the VA teamanalyzes the drawings and specifications from each technicaldiscipline. During the construction documents

19、stage, the VAteam analyzes the design drawings and specifications, as wellas the details, and equipment selection, which are more clearlydefined at this later stage.4.5 A value analysis study performed at a 90 to 100 %completion stage, just prior to bidding, concentrates on eco-nomics and technical

20、feasibility. Consider methods of con-struction, phasing of construction, and procurement. The goalsat this stage of design are to minimize construction costs andthe potential for claims; analyze management and administra-tion; and review the design, equipment, and materials used.4.6 During construct

21、ion, analyze value analysis changeproposals (VACP) of the contractor. VACPs reduce the cost orduration of construction or present alternative methods ofconstruction, without reducing performance, acceptance, orquality. At this stage the alternatives presented to the user/owner are called value analy

22、sis change proposals. To encour-age the contractor to propose worthwhile VACPs, the ownerand the contractor share the resultant savings when permittedby contract.4.7 The number and timing of VA studies varies for everyproject. The user/owner, the design professional, and the valueanalyst determine t

23、he best approach jointly. A complex orexpensive facility, or a design that will be used repeatedly,warrants a minimum of two VA studies, performed at thepredesign and design development stages.5. VA Team5.1 The Value Analysis Team Leader (VATL) plays a keyrole in the success of a VA study and is res

24、ponsible formanaging all aspects of the effort. A VA team leader needstraining in value analysis and experience as a team member,leader, or facilitator on previous studies. Seek a person withstrong leadership, management, and communications skills.5.2 The size and composition of the VAteam depends o

25、n theproject being studied and the stage of design development.5.3 Select persons of diverse backgrounds having a range ofexpertise and experience that incorporates all the knowledgenecessary to address the issues the VA team is charged toaddress.5.4 Select technical disciplines for a VA team that a

26、resimilar to the technical disciplines on the design team for thestage of completion being reviewed. Include professionals whoare knowledgeable in the financing, cost, management, pro-curement, construction, and operation of similar buildings orsystems.5.5 The user/owner decides whether to create th

27、e VA teamusing members of the project team, that is, the user/owner, theplanner, the design professional, and the construction manager,or using professionals who have not been involved in thedesign and have no preconceived ideas.5.6 The user/owner and the VATL agree upon the teamcomposition.5.7 Dete

28、rmine the duration of each team members partici-pation based upon the design completion stage, the amount ofinformation available to the VA team, and the interrelationshipamong the disciplines.5.8 Decisions reached from the standpoint of one disciplinefrequently have a major impact on the approach t

29、he designerwill take for another discipline. Thus, the multidisciplinaryinteraction is necessary. The collective knowledge and experi-ence of the multidisciplinary team create the synergy that helpsthis procedure to be successful. The team is dynamic, markedby continuous productive activity which pr

30、omotes positivechange. Individuals personalities are important to the successof the VA team, as well. Positive attitudes, technical knowl-edge, education, and experience are important to the outcomeof the study.5.9 Make final the team composition and level of participa-tion after receiving the proje

31、ct documents and knowing spe-cifically what information is available for the Workshop Effort.6. Procedure6.1 A value analysis study has three sequential periods ofactivityPreparation Effort, Workshop Effort, and Post-Workshop Effort. Within these activities, the VA team followsa formal plan, as show

32、n in Fig. 1, and as described in thefollowing:6.1.1 Preparation Effort.6.1.2 Workshop Effort:6.1.2.1 Information phase.6.1.2.2 Function identification and analysis phase.6.1.2.3 Creative phase.6.1.2.4 Evaluation phase.6.1.2.5 Development phase.6.1.2.6 Presentation phase.6.1.3 Post-Workshop Effort:6.

33、1.3.1 Implementation phase.6.2 Preparation Effort:6.2.1 The VA team prepares for the Workshop Effort toensure that events are coordinated; that appropriate informationis available for the VA team to review; and that the designprofessional is prepared to present a description of the projecton the fir

34、st day of the workshop.6.2.2 The design professional is an integral part of the valueanalysis process, whether the design professional participatesthroughout the process, or becomes involved at specific mile-stones. The VA team is only effective when it communicateswith the design professional and t

35、he user/owner, and presentsalternatives for their consideration.6.2.3 Preparing for the Workshop Effort, the VATL coordi-nates the VA study schedule with the design professional andthe user/owner to accommodate the project schedule.6.2.4 The VATL, the user/owner, the design professional,and the cons

36、truction manager, as appropriate, meet to discussthe scope of the workshop, the objectives of the workshop, andthe constraints that have been imposed on the project by theuser/owner or regulatory agencies.6.2.5 The user/owner, the design professional, and theconstruction manager, as appropriate, est

37、ablish performanceand acceptance requirements for evaluating alternatives duringthe evaluation phase of the Workshop Effort. Select theseE 1699 00 (2005)2criteria from items such as initial construction cost, life-cyclecost, aesthetics, ease of operation and maintenance, safety, andschedule adherenc

38、e.6.2.6 The user/owner, the VATL, the design professional,and the construction manager, as appropriate, determine theneed for a site visit by one or more team members and establishthe schedule for this tour. If the Workshop Effort is not goingto occur near the project site, it is appropriate to sche

39、dule thiseffort prior to the workshop effort.6.2.7 The VATL collects the project study material from thedesign professional. Examples of information needed from thedesign professional include, but are not limited to:Owners design standardsDesign criteriaProject budgetDesign calculationsAlternatives

40、consideredTechnical memoranda, as appropriatePermit requirementsRegulations governing constructionMaintenance requirementsEquipment data sheetsEstimate of construction costQuantity take-offApplicable building codesArchitectural conceptsConstruction phasingSoil boringsOperations requirementsProject s

41、chedulesPre-purchase and accelerated purchase documents6.2.8 Using the most current, preliminary estimate pre-sented by the project team, the VATL develops the capital costmodel, which organizes initial construction costs by elementand trade to determine where high costs are expended (seeClassificat

42、ion E 1557). Display the estimated constructioncosts graphically on this cost model by system and subsystem.The VA team will use this cost model during the WorkshopEffort to assign target initial construction cost estimates foreach element and trade.6.2.9 With information provided by the user/owner

43、and thedesign professional from historical data or projected energyconsumption, the VATL or a knowledgeable team memberdesignated by the VATL, prepares an energy model to displayenergy consumption for the building system, subsystem, orfunctional area. The model4visually identifies energy intensivear

44、eas. Prepare an energy model for projects that present apotential for high energy consumption. The VA team assignstarget energy consumption estimates during the WorkshopEffort, if time is available and as deemed appropriate by theVATL.6.2.10 With information provided by the user/owner and thedesign

45、professional from historical data or projected life-cyclecosts, the VATL, or a knowledgeable team member designated4The model expresses energy in units of kwh per year or other appropriatesystems of measurement.FIG. 1 Value Analysis Study PlanE 1699 00 (2005)3by the VATL, prepares a life-cycle cost

46、model to display thetotal cost of ownership for the building system, subsystem, orfunctional area (see Practice E 917). The model identifies thehigh cost areas of ownership. The user/owner and the designprofessional establish the interest or discount rate to be used inthe analysis. This rate is the

47、same as that used by the designprofessional during the design process. The VA team assignstarget life-cycle cost estimates during the Workshop Effort, iftime is available and as deemed appropriate by the VATL.6.2.11 The VATL distributes project information to the VAteam members who review the docume

48、nts and prepare for thestudy.6.2.12 The VATL prepares a sample format for a presenta-tion by the design professional at the beginning of theWorkshop Effort. Topics that the design professional addressesinclude, but are not limited to:Scope of the project teams effortParticipating firmsExisting site

49、conditionsRegulatory requirementsBasis of designRationale and steps in the development of designPlanning conceptsMethod of operationPertinent information from public participationConstraintsApplicable codesExplanation of information provided by the project teamSummary of cost estimateConstruction phasing6.2.13 The VATL arranges the workshop logistics, accom-modations and transportation for the VA team members.6.2.14 Before the workshop, the VA team members famil-iarize themselves with the project documents.6.3 Workshop Effort:6.3.1 Information Phase:6.3.1.1 The desi