ASTM E1699-2010 Standard Practice for Performing Value Analysis (VA) of Buildings and Building Systems and Other Constructed Projects 《对建筑物、建筑系统以及其他构筑物进行价值分析的标准实施规程》.pdf

《ASTM E1699-2010 Standard Practice for Performing Value Analysis (VA) of Buildings and Building Systems and Other Constructed Projects 《对建筑物、建筑系统以及其他构筑物进行价值分析的标准实施规程》.pdf》由会员分享，可在线阅读，更多相关《ASTM E1699-2010 Standard Practice for Performing Value Analysis (VA) of Buildings and Building Systems and Other Constructed Projects 《对建筑物、建筑系统以及其他构筑物进行价值分析的标准实施规程》.pdf（6页珍藏版）》请在麦多课文档分享上搜索。

1、Designation: E1699 10Standard Practice forPerforming Value Analysis (VA) of Buildings and BuildingSystems and Other Constructed Projects1, 2This standard is issued under the fixed designation E1699; the number immediately following the designation indicates the year oforiginal adoption or, in the ca

2、se of revision, the year of last revision. A number in parentheses indicates the year of last reapproval. Asuperscript epsilon () indicates an editorial change since the last revision or reapproval.1. Scope1.1 This practice covers a procedure for defining andsatisfying the functions of a project.1.2

3、 A multidisciplinary team uses the procedure to convertstakeholder constraints, needs, and desires into descriptions ofproject functions and then relates these functions to revenuesand cost.1.3 Examples of costs are all relevant 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 E631and E833). While not the only criteria, cost is an importantbasis for comparison in a value analysis study of a

5、 project.Therefore, accurate and comprehensive cost data is an impor-tant element of the analysis.1.4 is a procedure to develop alternatives that meet theprojects functions. Estimate the costs for each alternative.Provide the owner/user/stakeholder with specific, technicallyaccurate alternatives, ap

6、propriate to the stage of project devel-opment, which can be implemented. The owner/user/stakeholder selects the alternative(s) that best satisfies theirconstraints, needs and desires.1.5 this practice to an entire project or to any subsystem.The user/owner/stakeholder can utilize the VA procedure t

7、oselect the element or scope of the project to be studied.2. Referenced Documents2.1 ASTM Standards:3E631 Terminology of Building ConstructionsE833 Terminology of Building EconomicsE917 Practice for Measuring Life-Cycle Costs of Buildingsand Building SystemsE1369 Guide for Selecting Techniques for T

8、reating Uncer-tainty and Risk in the Economic Evaluation of Buildingsand Building SystemsE1557 Classification for Building Elements and RelatedSiteworkUNIFORMAT IIE2013 Practice for Constructing FAST Diagrams and Per-forming Function Analysis During Value Analysis Study3. Summary of Practice3.1 This

9、 practice outlines the procedures for developingalternatives to a proposed design that best fulfill the needs andrequirements of the owner/user/stakeholder of the building orbuilding system. The practice shows how to identify thefunctions of the project and its systems; develop alternatives tofulfil

10、l the projects functions; and evaluate the alternatives intheir ability to satisfy defined criteria.4. Significance and Use4.1 Perform VA during the planning, design, and construc-tion phases of a project.4.2 The most effective application of value analysis is earlyin the design phase of a project.

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

12、program documents andspace 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 participati

13、ng in this early VA exer-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

14、 are costlyin both labor 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 to1This practice is under the jurisdiction of ASTM Committee E06 on Perfor

15、-mance of Buildings and is the direct responsibility of Subcommittee E06.81 onBuilding Economics.Current edition approved April 1, 2010. Published August 2010. Originallyapproved in 1995. Last previous edition approved in 2005 as E1699 00 (2005).DOI: 10.1520/E1699-10.2Value analysis (VA) is also ref

16、erred 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 ASTMStandards volume information, refer to the standards Document Summary page onthe ASTM website.1Copyright ASTM International,

17、100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959, United States.100 % design completion). Conduct VA studies at severalstages of design completion to define or confirm projectfunctions, to verify technical and management approaches, toanalyze selection of equipment and materials,

18、 and to assess theprojects economics and technical feasibility. Perform VAstudies concurrently with the user/owners design reviewschedules to maintain the project schedule. Through theschematic design and design development stages, the VA teamanalyzes the drawings and specifications from each techni

19、caldiscipline. During the construction documents 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 b

20、idding, concentrates on eco-nomics and technical 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, e

21、quipment, and materials used.4.6 During construction, analyze value analysis changeproposals (VACP) of the contractor. VACPs reduce the cost orduration of construction or present alternative methods ofconstruction, without reducing performance or acceptance. Atthis stage the alternatives presented t

22、o the owner/user/stakeholder are called value analysis change proposals. Toencourage the contractor to propose worthwhile VACPs, theowner and the contractor share the resultant savings whenpermitted by contract.4.7 The number and timing of VA studies varies for everyproject. The owner/user/stakehold

23、er, the design professional,and the value analyst determine the best approach jointly. Acomplex or expensive facility, or a design that will be usedrepeatedly, warrants a minimum of two VA studies, performedat the predesign and design development stages.5. VA Team5.1 The Value Analysis Team Leader (

24、VATL) plays a keyrole in the success of a VA study and is responsible 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 communication

25、s skills.5.2 The size and composition of the VAteam depends on theproject being studied and the stage of design development.5.3 If warranted, the VA team should consider a separateValue Analysis Team Facilitator (VATF). The role of the VATFis to assist the VATL by leading each workshop session inacc

26、ordance with the overall VA job plan.5.4 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.5.5 Select technical disciplines for a VA team that aresimilar to the technical

27、 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.5.6 The owner decides whether to create the VA team usingmembers of the p

28、roject team, that is, the owner/user/stakeholder, the planner, the design professional, and theconstruction manager, or using professionals who have notbeen involved in the design and have no preconceived ideas.5.7 The owner/user/stakeholder and the VATL agree uponthe team composition.5.8 Determine

29、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.5.9 Decisions reached from the standpoint of one disciplinefrequently have a major impact on the approach the des

30、ignerwill 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 promotes

31、 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.5.10 Make final the team composition and level of partici-pation after receiving the project do

32、cuments and knowingspecifically what information is available for the WorkshopEffort.6. Procedure6.1 A value analysis study has three sequential periods ofactivityPre-Workshop Preparation Effort, Workshop Effort,and Post-Workshop Effort. Within these activities, the VA teamfollows a formal plan, as

33、shown in Fig. 1, and as described inthe following:6.1.1 Pre-Workshop 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-W

34、orkshop Effort:6.1.3.1 Implementation phase.6.2 Pre-Workshop 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 and construction manager are pr

35、epared to presenta description of the project on the first 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 effectiv

36、e when it communicateswith the design professional, the construction manager and theowner/user/stakeholder, and presents alternatives for their con-sideration.6.2.3 Preparing for the Workshop Effort, the VATL coordi-nates the VA study schedule with the design professional andthe owner to accommodate

37、 the project schedule.E1699 1026.2.4 The VATL, the owner, the design professional, and theconstruction manager, as appropriate, meet to discuss the scopeof the workshop, the objectives of the workshop, and theconstraints that have been imposed on the project by theuser/owner/stakeholder or regulator

38、y agencies.6.2.5 The owner, the design professional, and the construc-tion manager, as appropriate, establish performance and accep-tance requirements for evaluating alternatives during the evalu-ation phase of the Workshop Effort. Select these criteria fromitems such as initial construction cost, l

39、ife-cycle cost, aesthet-ics, ease of operation and maintenance, safety, and scheduleadherence.6.2.6 The owner, the VATL, the design professional, and theconstruction manager, as appropriate, determine the need for asite visit by one or more team members and establish theschedule for this tour. If th

40、e Workshop Effort is not going tooccur near the project site, it is appropriate to schedule 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

41、to:Owners design standardsDesign criteriaProject budgetDesign calculationsAlternatives consideredTechnical memoranda, as appropriatePermit requirementsRegulations governing constructionMaintenance requirementsEquipment data sheetsEstimate of construction costQuantity take-offApplicable building code

42、sArchitectural conceptsConstruction phasingSoil boringsOperations requirementsProject schedulesPre-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 constructi

43、on costs by elementand trade to determine where high costs are expended (seeClassification E1557). Display the estimated construction costsgraphically on this cost model by system and subsystem. TheFIG. 1 Value Analysis Study PlanE1699 103VAteam will use this cost model during the Workshop Effort to

44、assign target initial construction cost estimates for each ele-ment and trade.6.2.9 With information provided by the owner, constructionmanager, and the design professional from historical data orprojected energy consumption the VATL or a knowledgeableteam member designated by the VATL, prepares an

45、energymodel to display energy consumption for the building system,subsystem, or functional area. The model4visually identifiesenergy intensive areas. Prepare an energy model for projectsthat present a potential for high energy consumption. The VAteam assigns target energy consumption estimates durin

46、g theWorkshop Effort, if time is available and as deemed appropri-ate by the VATL.6.2.10 With information provided by the owner, construc-tion manager, and the design professional from historical dataor projected life-cycle costs, the VATL, or a knowledgeableteam member designated by the VATL, prepa

47、res a life-cyclecost model to display the total cost of ownership for thebuilding system, subsystem, or functional area (see PracticeE917). The model identifies the high cost areas of ownership.The owner, construction manager, and the design professionalestablish the interest or discount rate to be

48、used in the analysis.This rate is the same as that used by the design professionalduring the design process. The VA team assigns target life-cycle cost estimates during the Workshop Effort, if time isavailable and as deemed appropriate by the VATL.6.2.11 The VATL distributes project information to t

49、he VAteam members who review the documents 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 conditionsRegulatory requirementsBasis of designRationale and steps in the development of designPlanning conceptsMethod of operationPertinent information from public participationConstraintsApplicable codesExplanation of information pr