ETHICS in the real estate and hospitality industry

Developing Financial Authority Manual for building design functions

This article covers the following aspects.· The purpose for which Payments are required to be made · Payments currency options· Methods of making payments -Local currency· Methods of making payments -Foreign currency· Key nine Activities to make manual· Five types of key financial-related documents· Responsibility matrix based on S-0-D concept· Activities that can adversely impact businessIn a design function, financial payments are required to be made usually for the following purposes.The purpose for which Payments are required to be made 1 . Design services outsourced to designers such as Architects or interior or MEP rother specialists for complete design or proof design/or design validation2. Services received from external service providers, such as sample inspection & testing, coordination work for statutory approvals, prototype development, renderings etc., sample room /mock-up building work3. Procuring Design related equipment/hardware or software packages, BOQ samples materials / etc4. Out-of-pocket expenses incurred or reimbursements to outsourced designers or inhouse team during their course of work5. Any similar work related to the design function, such as statutory approvals relatedThis excludes wages & salaries etc, which are assumed to be managed by the HR team, and bulk buying of BOQ materials is managed by the Purchase or contracts teams and hence not included in this article.Payments currencyThese payments may be made to the following:· 1 In local currency to locally based designers/consultants, service providers, vendors, etc.· 2 In foreign currency to overseas-based designers/consultants or service providers or vendors etc. Against import of consulting services or sample materials etc.· The currency could be any like US Dollar or Euro, Pound sterling or Ruble or Yen or Chinese Yuan and so onMethods of making payments as per negotiation -Local currency (Against approved invoices/bills)These are summarised below (The finance team can be requisitioned to affect payments as applicable) ModeRemarksNet bankingIt is a service provided by banks that allows customers to access their bank accounts and make payments online. Customers need to log into the bank's website and provide their bank details to use this service. Authentication of the customer is done using OTP and email ID validation by the customer.ChequesFor large payments Bank cheques or Demand draftFor large payments as an alternate to cheques , being secured Bank transferIn any form, e.g., IMPS,NEFT, SWIFT, based on account number of both payers and payee along with IFSC codes of banks of payer and payee UPI - Unified Payment Interface(UPI)-UPI is a real-time payment system that allows customers to transfer money from one bank account to another using a mobile App. It requires customers to enter the UPI -ID to authorise transactions Debit cardsDebit cards are issued by banks (such as Visa or Mastercard etc )for drawing money out of ATM against a PIN or for making payments to merchants at point of sale. Debit cards need PIN for authenticationThese can be corporate debit cards or Individual debit cardsCredit cardsCredit cards issued by banks (such Visa or Mastercard etc) that allow customers to make payments on credit .These also need PIN or signatures for authorisation of transactions .These can be corporate credit cards or Individual credit cards Prepaid cardsThese are similar to debit cards but these are loaded with a fixed amount of money and used for making purchases at point of sale or online CashThese are for small transactions, as per statutory limits in the country,etc. And so on Imports -Methods of making payments method-as per negotiation) -Foreign currency Against approved invoices/bills.ModeRemarks TTThe importer of design services or samples transfers the payment amount to the overseas-based designer/service provider (exporter's ) bank account using a telegraphic transfer.The exporter receives the payment in their local currency (foreign currency for us),Open AccountUnder this method, the importer of design services or BOQ samples pays the exporter after receiving the design consultancy deliverables or sample goods or services.The overseas-based designer/service provider (exporter) invoices directly to the importer of design services or BOQ samples , who makes the payment at a later date.Open account is a convenient method for importer of design services or BOQ samples, but it is a risky method for exporters as they have no guarantee of paymentSuch method is usually followed when there is regular on going services being rendered and both overseas consultant/designer and importer have mutual good ongoing relationships Documentary collectionUnder this method, The overseas-based designer/service provider (exporter) presents his invoice or Bill of exchange or shipping documents for BOQ samples to the importer of design services/BOQ samples through his(exporter bank) to the importer bank.The importer of design services/BOQ samples receives theseinvoices or Bill of exchange or shipping documents for BOQ samples from his(importer banks) and accepts these as per terms of agreements/purchase order/service order placed by importer on overseas consultant /service provider and returns stamped/accepted copy to his banker .Thereafter, based on such accepted documents, the importer’s bank remits the payment to the exporter’s bank in foreign currency overseas designer/service provider collects payment from his (overseas) banker.Thus overseas designer/consultant (exporter) receives payment only after the importer of design services has accepted the invoice or Bill of exchange or shipping documents for BOQ samples.It is a more secure method for the overseas designer/consultant (exporter ) compared to the open account method described above.This method is usually followed by one-time services renderedUnder this method, the exporter's bank collects the payment from the importer's bank by presenting shipping documents or other relevant documents. The exporter receives the payment only after the importer has accepted the bill of exchange or made the payment. Documentary collection is a less secure method than L/C, but it is less costlyCash in AdvanceUnder this method, the importer makes payment to the overseas consultant/service provider in cash, either in full or in part.It is safe for the exporter but risky for the importerLC opening by the importer in favour of beneficiary (exporter)Usually this method is followed for high-value materials being exported by the overseas vendor to importer.The Importer requests his bank to establish an L/C in favour of the exporter against the agreed rate/payment and other terms as per the mutually signed agreement/purchase order.L/C opening request documents are initially sent by the importer to the overseas vendor for acceptance of rates/payment terms, other conditions before forwarding the same to his(importer) bankerThe exporter, after shipping the Material, forwards the original document listed in LC (eg, shipping document,invoice, packing list etc) to his overseas bank for subsequent forwarding such documents to Importer’s bank.The importer’s bank presents these LC documents to the importer for acceptance and thereafter initiates remittance to an overseas bank of the exporter.The exporter receives the payment after the above process· LC is the most secure method of receiving payments by the exporter· And so on Note -payment methods -foreign currency :Based on the foreign exchange management Act 1999 (In India) and Reserve bank guidelines, each type of payment (excluding cash) is to be done through banking channels called authorised dealers who use SWIFT account numbers for remitting money against form A2(services)/A1(BOQ materials)Even for cash payments, regulatory norms need to be complied with as perThe author has identified two types of financial authority manuals /documents as below.·Conventional type manual used in a non-ERP environment· Digital embedded document/manual or inbuilt into ERP/business softwareIr respective of manual or digital authorisation approach followed by the organisation, nine key activities need to be pursued for making such manuals.Key Nine Activities to make manualIn either case, the following nine activities are proposed to be performed for developing a financial authority manual1 Policy directions for financial authorisations2 Design format/contents of the proposed financial manual3 Develop a Financial authority manual4 Periodic review and approvals5 Documents needing board approval ( mandatory /needing power of attorney) 6 Controlled original documents7. Incorporate empowerment norms8. Controlled circulation of the approved financial authority document9. Software program manual, including workflows in ERP SolutionDetails of these activities are available in my book. However, core financial documents as per activity no 3 are summarised below.All activities are identical in each of the functions in any function and industry except activity at sr no 3, which is unique for each function and summarised below.Five types of key financial-related documents are included in this sectionFinancial related Documents typeExamplesA1)Supporting documentsA 2) Financial documents Quotations, ComparisonsAgreements or Purchase ordersB) Outgoing Payment related documents· Acceptance report of Design work submitted by consultant or service provider various vis vis stages-wise deliverables mentioned in the authorised purchase order or agreement· Incoming BOQ/ Material acceptance report · Internal payment computation vouchers of the company· Invoices and debit note/claims of outsourced consultants or vendors or service provider C) Incoming Payment related documents· Credit notes of consultants/vendors· payments instrument/from them funds transfer in detailsD) Expense claim documents (other than reimbursement below)· Claim forms for official expenses incurred by employees E) Reimbursement claims documents· Local conveyance , travel expense vouchers· Out of pocket expense voucher A summary of these financial documents is given belowA 1) Key financial activities or transactions related to supporting documents such as quotations, working sheets, etc,These include any negotiations of rates/fees, payment terms, and commercial terms amongst entities such as business associates like vendors, outsourced designers, service providers, etc., as relevant to each function.· Rates/Fees would include taxes, duties, and other statutory levies as applicable.· Negotiations could be for any of the following.· Design consultancy services like consultancy for Architectural, interior designing, MEP/engineering, etc.· BOQ/Bill of quantities used in construction, usually for samples, mock-ups or show units, etc arranged by the project design and engineering team members.· Assets like office equipment, Design software, etc. required by the Project design and engineering team and so onA 2) Other Functional Documents such as agreements, Purchase orders etc associated with capturing the above transactions):· Purchase orders-BOQ materials usually for samples, mock-ups, or show unit· Design consultancy fees related- Civil, Interior design, MEP, IT/Communication infrastructure,· Agreements with outsourced design and testing consultants - usually for samples, mock-ups or show unit Service orders· Other consultancy Agreements, including commercial and having financial rates or fees, statutory taxes, and payment terms Payment vouchers related to bills of vendors, consultants, and service providers B) Outgoing Payment related documents such as payment requisitions or vouchers vis-à-vis (Any payment mode):· Invoices raised by outsourced consultants-Design or other Consultant fees or know-how fees· Invoices raised by Vendors-Purchase of any types of BOQ, usually for samples, mock-ups, or show units or service providers· Document towards Statutory fees/charges· Document related to Taxes/levies and duties· Document towards Penalties, fines if anyC) Incoming Payment related documents -Any payment receipt related :· E.g, Credit notes for incoming payments if the any-computation basis D) Expense claim documents (other than reimbursement below), such as claim forms for official expenses incurred by designers/employees on behalf of the company, along with supported documentsE) Reimbursement claims documents, e.g., vouchers for out-of-pocket expenses incurred for official work, along with supported documentsResponsibility matrix -based on the S-O-D conceptFor each of these five types of documents, the financial authority manual must cover who can do the following to ensure S-0-D segregation of dutiesfinancial related document as aboveInitiate or createEdit or modifyDeleteviewApproveFinanciallimit for approval Col 1234567A1 or [email protected] See [email protected]@@@#[email protected]@@@@#[email protected]@@@@#[email protected]@@@@#[email protected]@@@@# Notes for developing responsibility matrix :i)@ Indicates: who will perform this activity (vis a vis documents A, B, C, D, E) capturing function, level, position, and team member’s code (in case of many employees holding similar positions) as per the management discretion. ii)# indicates financial limits/values in column 7 to be decided by the management in the appropriate currency vis a vis hierarchical levels/positions in column 6 and to be incorporated. Therefore for each type of document (A or B or C or D, or E) there can be 2-3 rows each as per empowerment normsiii)In case of an employee’s transfer, promotion, or leaving organisation, simply the employee code would get replaced.iv)Further, the contents/design/format of each of the five types of documents can be at per absolute discretion of the organisation and or driven by ERP/ software solution inbuilt into such solutions and hence not part of this articlev) Appropriate workflow must be configured in the ERP /software solution based on the above matrix.vi)Cycle time norms to complete these activities can be captured in the SOP documentvii)Separate sheets can be used for local currency and foreign currency to avoid confusion vii) At the discretion of the CEO/MD of the construction organization, the responsibility for the negotiation of rates and commercial terms can be assigned to:· Either to a cross-functional team of 1 or more HODs of Design of Architectural, Interior design and Design of MEP functions + CFO or HOD along with nominated functional designers or specific level designers as per empowerment norms· Or Purchase or contracts teams with at least two professionals as per empowerment normsActivities that can adversely impact business Documents related§ Making authority manual that is non-comprehensive or does not include many payment supporting Documents (as per A1 or A2 above) associated with capturing activities/transactions such as the following but not limited to) in this function: · Memorandum of understanding towards such negotiations - Technical aspects· Agreements or contracts with outsourced design consultants towards negotiating rates, payment terms, escalation basis, reimbursements, other commercial terms, taxes, etc.· Purchase orders on vendors — technical aspects and rates of sample BOQ materials .freight, packing, and forwarding, marine insurances, payment terms, Taxes, duties, etc· Negotiation of fees/rates, reimbursements, payment, and commercial terms with each type of design consultant or service provider· Negotiation worksheets of reimbursements like travel, free days of visits at the site (types, limits), taxes, duties, and other statutory charges· Rates-related worksheets for the extra scope of work or time overruns· Incentives computation worksheets· Statutory fees/charges worksheets· Taxes.levies and duties related rates worksheets· Refund documents, if any, from statutory bodies or business associatesAnd so on § The financial authority manual needs to be more comprehensive and accurate for different types of services/materials vis a vis outflow-related documents (as per B above) such as the following (but not limited to) in this function. § Each type of consultant/service provider§ Model developers for sales promotion§ Renderings§ Vendors of BOQ-samples§ Statutory fees/charges§ Taxes/levies and duty rates§ Penalties, fines (if any), computation§ Bank Guarantee, Bonds, etc., if any values and terms § Financial authority manual, which is non-comprehensive or not accurate vis-à-vis incoming payment-related documents (as per C above)in this function, e.g., credit notes, supporting§ Financial authority manual, which is non-comprehensive or inaccurate vis-à-vis official expenses (as per D above)in this function, e.g., travel, boarding, lodging, cash purchased samples, etc. § Financial authority manual, which is non-comprehensive or inaccurate vis-à-vis reimbursement claims as per E above)in this function, e.g., pocket expenses incurred for official work. Other aspects common to all documents in manual§ Approving financial authority norms skewed to enable specifically nominated persons in design function to carry out financial transactions with ulterior motives/obtain and thus making of power centers.§ Using superseded /obsolete financial authority manual due to its uncontrolled circulation.§ Making circular changes in the financial authority manual to transact specific transactions and restoring original values, with ulterior motives, and simultaneously disabling audit trail to prevent detection. § The financial authority manual for design functions does not have provisions for managing emergency-like situations that may need subsequent approvals. § Making financial authority norms vague leads to dissatisfaction amongst functional teams and misinterpretation.§ In the workflow/embedded software (that enables accessing financial limits), incorporating incorrect financial limits by not exercising prudence leads to bypassing approved financial norms. § Using financial authority manual by users who have not yet been appropriately authorized by CEO/MD/board as relevant (such as below but not limited :§ The power of attorneys, which serve as authority documents for statutory bodies/external world, is not supported by the availability of board resolution in a validly convened board meeting § power of attorney not being on a stamp paper of requisite value§ power of attorney not carrying the proper company seal, which is valid. Handbook of the author A template illustrating the list of activities to be performed for developing the Financial authority manual is included in chapter 16 (annex 38C) in the author's handbook and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.

14 Mar 2023,

Developing Standard Operating Procedure (SOP) – Building Design Functions

Developing Standard Operating Procedure (SOP) – Building Design Functions-Design of Architectural, Interior designing, and Design of MEP.Purpose of the SOPThe purpose of the SOP document is to provide step-by-step instructions to users to carry out business processes /tasks correctly, uniformly, and efficiently.Availability of SOP helps accomplishment of the following.· Reduce training time of employees, business associates like vendors, channel partners end customers.· Reduce errors in performing business activities.· Enhance productivity by eliminating role conflicts and providing clarifying responsibilities and time -frames· Maintain consistency/uniformity across the organization.· Establish a transparent chain of command· Meet statutory requirements, if anyWhat makes SOP comprehensiveTo make the SOP document comprehensive, it must include the following aspects.· Scope of designer's work/roles in great detail· Stage wise Deliverables /methodology for each design package (Architecture, Interior, and MEP)· Outline of Resources required like computers, desktops, design equipment, and software· Inclusion of responsibilities and timelines for activities· Build in Quality assurances (like segregation of duties) in activities mentioned in SOP vis a vis each type of package· Risk management framework vis a vis design activities Developing comprehensive SOP-12 business activities to be performedThe author proposes a cross-functional team comprising the following functions to develop a comprehensive SOP manual.· Building designers from respective streams like Architectural, Interior design, and MEP· The construction project team,· Finance & accounts· IT/Systems team· Need-based members from other functions like materials, Contracts, sales, etcA template lists 12 Activities that are required to develop SOP. Considering brevity and to avoid duplication, these are captured in annex 37B on the author's website. Proposed 4 (four)sections in SOPFor a typical Design function, the author proposes four sections in the SOP manual, as highlighted below, to make SOP Comprehensive.· Section 1- Processes, business activity narrations, and activity flow diagrams· Section 2-Associated Documents, manuals, configuration tables, and master data tables· Section 3-Authorisation manual or its cross-reference in case of separate manuals for each function· Section 4- Activities for managing emergencies/disaster-like situations Below are the numbers compiled from 18 chapters on the handbook -volume 1 of the author for design functions and can vary significantly based on the size of projects, number of projects, and size of the organization.Section 1 of the SOP manual -Contents (91 Processes and 827 business activities)· 16 core processes with 225 design activities· Five types of statutory processes with 56 design activities and 82 statutory Acts· One process with seven activities for each of the three design functions (sub-total 21)for developing configuration tables· One process with five activities for each of the three design functions sub-total 15) for developing Master data tables· One process with 11 activities for each of 3 design functions (sub-total 33 )for configuring designer traceability · One process with 13 activities for each of 3 design functions (sub-total 39)for configuring audit trail· Two processes applicable to 3 functions with 9 activities for each of the three design functions (sub-total 27)for designing coding schemes· Nine processes with 41 activities for each of 3 design functions (sub-total 123)for carrying out a risk assessment· Four processes with 20 activities for each of 3 design functions (sub-total 60)for assigning access rights · One common process for all functions with 12 activities for each of 3 design functions (sub-total 36)for developing a document storage system for Hard documents· One common process for all functions with 12 activities for each of 3 design functions sub-total 36)for developing a document storage system for soft documents· One process with 9 activities for each of the three design functions sub-total 27)for developing budgets· One process with 8 activities for each of the three design functions sub-total 24)developing the MIS/Performance dashboard. · One process with 12 activities for each of 3 design functions sub-total36)for developing SOP· One process with 9 activities for each of the three design functions sub-total 27)for developing financial authority norms· One process with 11 activities sub-total 33)for each of 3 design functions for developing KPI However, the number of 91 processes & 827 business activities in the SOP document can be amended as per the actual applicability in the organisation. Section 2 of SOP -Contents (Documents, data tables, fields, manuals)· Thirty-eight types of core documents for three design functions.· Thirty-one types of statutory documents for three design functions.· Three identified configuration tables, along with details of relevant fields and field choices· 6 identified master data tables along with details of relevant fields· 428 fields for the 13 construction functions (including 109 exclusive fields for 3 design functions)· 98 common fields are common for all functions, 107 for Finance & accounts part and 43 fields for HR & administrative functions.· Eight manuals comprising 5 Functional +1 statutory +2 similar types for each of 3 design functions However, the number of documents, data tables, fields, and Manuals in the SOP document can be amended as per the actual applicability to the organisation. Section 3 of SOP -Contents (1825 authorisation profiles for assigning to roles) This section includes copies (hard or soft) of the authorization matrix/manual capturing profiles for the following.· 1125 authorization profiles for accessing 225 identified core activities in 3 design functions @5 profile/activity· 325 authorization profiles for accessing 65 identified statutory activities in 3 design functions @5 profile/activity· 95 authorization profiles for accessing 19 field choices identified @5 profile/field choice in the configuration table· 280 authorization profiles for accessing 56 fields identified @5 profile/field in the master data table Total no of profiles identified above =1825.However, the number of authorisation profiles in the SOP document can be amended per the actual applicability in the organisation. Section 4 of SOP -Contents-Guidelines for managing emergencies/Disaster like situations -· This section must contain Policy inputs/directives for all HOD covering aspects such as emergency actions, emergency processes, and emergency documents relevant to this design function for managing emergency-like situations, like Natural disasters, IT/System outages, strikes, riots, terrorism, sudden regulatory changes, sudden non-availability of critical resources, etc· countermeasures to trigger emergency actions for ensuring business activities in design functions and other interfacing functions Access to 4 sections of the SOP documents must be restricted and given judiciously with clear-cut rights for creating, editing, viewing, deleting, and approving.Handbook of the author More details can be found in chapter 15 (in the author's handbook) titled" ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.

01 Mar 2023,

Designing and implementing document management system (DMS) –Physical /Hard documents -Building Design functions.

In the real estate & hospitality Industry, critical documents like original land deeds, licenses & Statutory approvals, customer agreements, and contracts with vendors/contractors must be kept securely and safely.Within the Designing of Architect, Interior designing, and MEP Services functions, many documents like designs and drawings, specifications, etc., 69 types of documents, and 18 types of manuals have been identified.This blog covers the following aspects:· Function-wise listing of 69 (sixty-nine) types of documents & 18 (eighteen) types of manuals associated with building design functions· List of 12 (twelve) activities for ensuring a robust document management system· Selection criteria for an outside storage facility· Risks associated with hard documents All such documents must be stored systematically & securely and retrievable easily for access by building designers, management, other authorised users, and auditors.The hard documents are usually stored in-house but can also be stored with an outsourced agency outside the company premises.The types of documents (function-wise) identified for 3 Project design and engineering functions are summarised below.· Core documents=38types and expandable to 300 types· Statutory documents=31 types and expandable to 300 types· Unique Functional manuals=15 types and expandable to 30 types· Statutory manuals =1 type and expandable to 2 types· Similar type manuals=2 types and expandable to 5 types· Drawings and Designs =As relevant and requiredThe list /names of such documents are included in chapter 17 of my handbook, mentioned below.The actual number of drawings/design documents within each core and statutory document may run into several hundred /thousand/lacs per financial year as per the number range planned. Function-wise examples (2 types each) of a few cores and statutory documents (hard or soft) that need to be stored, accessed, and retrieved are below. Design of ArchitectureCore documents1. Submission drawings for statutory approvals2. Tender documents etcAnd so onStatutory documents1. Copies of Applications and fee payment challans" applicable to this function for each type of Licenses, Sanctions, Approvals, renewals w. r. t. Central Government statutory documents such as2. National building codeAnd so onInterior DesigningCore documents1. The design and drawings w.r.t Finishing, Furnishing and fixtures, Equipment for Interior design, Artwork, etc.2. Specifications for BOQAnd so onStatutory documents1 "Checklists for compliances" w. r. t. each statutory act /State regulation applicable to this function2. Copies of all statutory records applicable to this functionDesign of MEPCore documents1. The design and drawings w.r.t Electrical package2. Specifications for BOQ -Electrical design packageAnd so onStatutory documents1. Specific acts related to documents, e.g., The Air (Prevention and Control of Pollution) Act, 1987.2. Specific acts related to documents, e.g., The Water (Prevention and Control of Pollution) Act,1987.And so on Activities for developing DMSThe following 12 activities have been identified. These activities are identical in each of the three design functions in the construction industry.1. Identify documents and manual types –(hard documents) that need to be stored physically2. Identify the form of documents and manual types that need to be stored, such as summarized below: Core Documents/functional manuals in 3 functions· Hard paper form -usually in A8, A4, A2 or equivalent sizes, etc. e.g.A few examples are as below.Architect drawings or engineering layouts· Hard plastic film form -usually in A1 size or bigger and used for Engineering or Architectural drawings or engineering layouts.And so on.3 Classify each hard document into three categories as (A)Statutory type, (B) Confidential, (C)Operational4. Perform the following activitiesSelecting storage locations for hard documents· a) In-house Central location or· b) In-house storage within the respective function· c) External outsourced location5. Evolve Document retention policy with inputs from HOD of design functions, legal, and CFO independent of storage location6. Sanction by management of the following for Hard documents planned to be stored at the Central Repository in the organization for all functions· Physical storage place and infrastructure for storing documents with the required capacity· Resource for indexing, receiving, accessing, viewing, retrieving, and issuing documents, providing physical storage place and infrastructure for storing documents with the required capacity7. Identify storage location for hard documents planned to be stored within own function) and providing guidelines to designers for storage, retrieval 8. Develop a system for documents deposit, safe storage, and retrieval system based on inputs from 3 functional HOD vis-à-vis hard documents9. Evaluate facilities and processes of external outsourced /outside storage locations and then negotiate prices. A few of the evaluation parameters are as below.· Building's construction features (like RCC building, lighting, handling facilities)· Fire protection arrangements· Water logging prevention· Termites and insects protection· Accessibility of storage but at not prominent locations· Building distance from construction project sites and offices· Security arrangements· Reputation for ensuring safety and confidentiality· Layout efficiency· Handling and logistics arrangements for physical/hard copies of a document or manual for safe storage, pick up, and delivery.· Confidentiality of client's name on boxes/files for documents or manual at storage premises· Storage capacity· Features of software for indexing, storage, and retrieval of documents· Throughput times for pickup and delivery, photocopying, etc10. Develop an SOP covering the below activities vis-à-vis hard documents to be stored in the outsourced facility:· Pickup timelines of documents to be stored from time to time (for different service levels-normal, urgent/immediate, etc.) from the designer's location and transport to the service provider's outside storage warehouse and storage· Retrieval and transporting of documents- delivery timelines of the document (for different service levels-normal, urgent/immediate, etc.) from the outside storage location of the service provider to the designer's location· Retrieval of documents for weeding out as per retention policy· Access rights for conducting Periodic audits of the designer's documents at the service provider's storage location· Obtaining photocopies of prescribed documents lying in the outside storage location· Authorisation rights for requisitioning pick up or retrieval or and return and storage or and weeding out of hard documents11. Evolve rights for requisitioning pick up or and retrieval or and return:12. Avail Day-to-day document pickup and retrieval services, as per SOP, from the service provider vis-à-vis hard documents to be stored outside the function.Risks associated with hard documents· Liberal access rights for retrieval of documents leading to compromise in confidentiality and unauthorised changes of contents of documents· Inadequate protection of documents for damage caused by water, termites, rodents, fire, etc.· Limited shelf life of hard documents· Inappropriate housekeeping makes timely retrieval extremely difficultTherefore, soft copies of all such documents are preferred over hard documents, which are also covered in detail in the book.In the case of an outside storage option, a cross-functional team comprising of projects, building design, and IT team must evaluate reputed vendors to ensure safety, efficiency, and authorised retrieval.Handbook of the author A template illustrating the list of activities to be performed for developing DMS-Hard documents is included in chapter 12 of the author's handbook and titled" ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.

14 Feb 2023,

Configuring User’s (Designer’s) traceability - Functions-Design of Architectural, Interior design, and Design of MEP

¯ Purpose of developing a user (Designer’s)traceability software Different types of key business activities are to be performed by building designers, such as below. · Core designing activities for various packages =225· Statutory activities w. r. t. package designs=56· Developing configuration tables=21· Developing master data tables=15· Performing risk assessments vis a vis above=123· Assigning access rights vis a vis above=60Sub-total=500 These are listed in my handbook. Of course, many more supporting activities are related to Budgeting, MIS, KPI SOP development, coding, and so on. If any of the business activities (out of 818 identified in chapters 1-17 in my handbook)go wrong, it is essential to trace the designer who performed such activities so that countermeasures, followed by training and development actions, can be initiated.Configuring user traceability in audit software refers to tracking users' activities in the systems to maintain accountability, track changes, and support auditing and compliance requirements. In the context of building design function, it is essential to trace the following,Therefore it is essential to trace the following, specifically for any of the 500 key business activities which have gone wrong.· Who initiated the activity and when?· Who edited the activity and when?· Who approved the activity, and when?· Who deleted the activity, and when?· Who viewed the activity and when? Manually tracing these may be very difficult, cumbersome, and time-consuming. Therefore, it is desirable to develop a traceability software solution in-house or buy it, usually as a part of an ERP solution. Eleven (11) activities to develop a traceability software The following 11 activities are proposed for developing traceability software.1. Compile the list and codes It means compiling data sources that includes log files, databases and systems vis-a-vis the following processes and activities designers perform and forwarding these to the IT team/agency responsible for developing user traceability software.· Core design processes, activities, documents, fields, manuals· Statutory processes activities, documents, fields, manuals· Process for developing Configuration tables, activities for developing, and table names· Process for developing Master data tables, activities for developing and tableNames· Risk assessment processes for organization level, Core process and activity level, Statutory process and activity level, Configuration tables, and Field’s choice level, Master data table levels, and fields,· Design Documents, specifications, and drawings· Processes and activities for assigning access rights to core processes and their activities, statutory processes and their activities, configuration tables and their fields, master data tables and their fields· Authorisation Profiles for core processes, statutory processes, configuration tables, and master data tables· Other supporting processes and their codes 2. Identify the list of designers/usersIn consultation with the HR team, a compilation of the list of architects, interior designers, MEP engineers, and other supporting team members in each design function engaged along with their function, team, level and position and forwarding list to the IT team/agency responsible for developing user traceability software.3. Compile user/designer-wise a list of various software licenses that are available in each function and forwarding to the IT team/agency to capture user access and traceabilityA few examples of software used are as under:i) Function-specific software, such as below, but not limited to the following:· Design Development software.§ ETAB§ STADD§ Auto cad§ Revit Architect (BIM),§ 3D Studio max§ Photoshop§ Idea spectrum, real-time landscape pro, NCH software dream plan, smart draw, pro modeling suit max§ Autodesk 3D’s§ Revit MEP, AutoCAD Electrical, Auto Cad HVAC, Ansys§ Quick allot,And so on · Project management-related software such as:§ Primavera§ MS Project§ CompassAnd so on§ Business application software or ERP software such as below:§ SAP§ Oracle§ Microsoft DynamicsAnd so on.§ MS Office or equivalent software§ RDBM software such as:§ Oracle RDBMS§ Microsoft SQL Server§ My SQL§ Microsoft Access etcAnd so on§ Utility software such as:§ Antivirus§ Back-up software§ Clipboard§ Compression utility And so on§ E-mail-related software such as:§ Microsoft Outlook§ Mozilla§ Apple Mail§ GmailAnd so on§ Access control software§ Operating systems such as:§ Microsoft Windows§ Apple ios§ Googles Android§ Apple mac§ Linux operating system etcAlso, identifying the list of workstations, computers, terminals and printers, mobile phones, or any other device used4. Develop software solutions in-house or negotiate and procure IT/ERP solutions having inbuilt “user traceability software” and activating operating system, as per requirements consolidated for each of the respective design functionThe proposed “user traceability software” must include the following features:· User’s (Designer’s) name and code· Function’s /sub-function name and code· Identification number or serial number of computer and terminal and printer or any other device used by the Designer for accessing processes, activities, configuration tables, master data tables, and fields · ERP/Software Transaction code or Navigation accessed· Date and time· Group identity name and code (in case of multiple users) where software license used by various designers. · flexibility for expandability/enhancement· collecting the data so collected in a central location· Ability to build access controls for the traceability system,such as setting up of user’s accounts, roles and permissions 5. Install “user traceability software” in development, testing, and production server’s in each of the respective functions:6. Identify and transfer pilot data and testing in the “test server” while ensuring no conflicts in accessing profiles, Core and Statutory documents and fields, Functional, Statutory, and similar type manuals, and other processes.This would enable testing the traceability configuration to ensure it’s working as per requirements7. Obtain training (along with the internal audit team) from IT team /ERP specialists for tracking the designer’s traceability8. Transfer validated legacy data to the live Production Server and integrated live data of each of the respective functions with user traceability software9. Utilise user traceability software to track user traceability as and when needed. This would also provide an opportunity to monitor the performance of the user traceability system10. Enhance features of user traceability software and improve its scalability as and when the number of designers and IT equipment or/and software 11. Intimate to the IT/ERP team for updating user traceability software as and when any changes occur in each of the respective functions vis-à-vis following,· Designer’s transfers or promotions or recruitment or leaving the organization · Responsibility changes and associated changes in accessing licensed Software· Profile changes· IT equipment’s physical movement’s intra-function or inter-function or inter-business and new acquisition or disposal Implementing the above 11 activities would enable building of a robust traceability software solution. Handbook of the author A template illustrating the list of activities to be performed for configuring user traceability is included in chapter 7 (annex 31B) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “

03 Feb 2023,

Configuring audit trails -Design of Architectural, Interior designing, and Design MEP functions

The auditors usually examine the documents, computer files, and other records during an audit to determine the history of transactions and how these have been performed/handled by the company.Activities:An audit trail can be effectively implemented if prior coding schemes have been implemented for digitalization purposes.Configuring an effective audit trail system This should be preferably designed by a Cross-functional team and enable the accomplishment of the following objectives: · The type of transactions, actions, and data that need to be audited is well defined, whether for native built-in ERP solutions or bought-out software,· The audit tools /software of the 3rd party is appropriate and meets requirements to track, log, and report on the audit trails and can be easily integrated with the company’s ERP system.· Audit trails must be protected and secured with appropriate access controls and data protection policies aligned to security protocol· The selected audit trail solution must enable integrity, accuracy and security of design and drawings, and other data. An approach for developing coding schemes is given in chapter 9 of my handbook, and this article would focus only on configuring audit trails, The following 13 activities must be performed to configure the audit trail for the three design functions.1. Consolidate and provide users and IT equipment-related inputs to IT/ERP teams· List of Designers (also called users here)and designer’s employee codes,· User’s level· User’s position· List of vendors, customers, and other business associates who access the functional software· User’s location, including remote location· IT equipment /computer /workstation unique serial number assigned to users and their respective locations,· Types /structure of audit reports required.· List and types of documents for design /drawings (annex 22A & 23A in the handbook2. Refer to authorization profiles vis a vis following:· Core design processes and activities (Refer to 1125 profiles given in annex 30A)· Statutory processes and activities (Refer to 325 profiles shown in annex 30A)· Configuration tables and fields (Refer to 95 profiles shown in annex 30A)· Master data tables and fields (Refer to 280 profiles shown in annex 30A)· supporting processes & associated activities such as Carrying out the risk assessment, assigning access rights, and all other supporting processes for design functions.The list of profiles, of course, can be expanded as required.3. In consultation with the Cross-functional team, the Internal Audit team, Finance, and Accounts teams propose features of “Audit Trail Software,” such as below, that need to be incorporated into the audit trail software.· The username (Designer’s name) who accessed the system along with level, position, and design function· The date and time when the system was accessed.· The duration (hours, minutes, seconds) of each such access.· The computer, terminal, machine, device name, and unique number are used for access.· Particulars of the workflows/ core design processes, statutory processes configuration tables, master data tables, data tables, and documents that were accessed along with “fields” accessed. · changes, if any, that were made to the above-listed aspects· The planned duration of keeping audit trailed data (days/months/years) per the company's IT policy.· Triggering communications to Architects or interior designers, or MEP designers as applicable owners for initiating countermeasures 4. Configure the operating system (OS) of the ERP system by the IT team to include audit trail features.5. Alternately negotiate and procure “Audit Trail Software,” as per required features meeting the needs of all functions6. IT team to install “Audit Trail Software,” procured in the development server7. Test “Audit Trail Software,” pilot data of each respective function in the test server8. Obtain training from the IT team/ERP specialists for performing audit trails.9. Transfer “Audit Trail Software” to the live Production Server for generating audit trails.10. Perform audit and submit audit trail-related findings/reports to the Designer’s HOD. The audit trail software must be configured to enable an audit trail of any of the following transactions performed (including changes made) during a specified period by any designer vis a vis the following numbers identified in the handbook and expandable as required. :§ Any of 225 Core design activities listed in chapters 1,2,3 of the handbook and annex 21A(2), 21A(3), 21A(4), at my website)§ Any of 56 statutory activities are applicable vis-a-vis 325 authorization profiles (chapter 4 of the handbook and annex 21B).§ Any field choices in 3 configuration tables vis a vis (chapter 5 of the handbook and list of t configuration tables in annex 24E).§ Any fields in 6 master data tables (chapter 6 of the handbook and list of master data tables in annex 24E).§ Any fields in 38 types of core documents in annex 22A (such as design brief documents, submission drawings, good for construction drawings, and tender documents( listed in chapter 17 of the handbook)§ Any fields in 31 types of statutory documents in annex 23A (such as statutory records/returns, statutory applications, licenses, approvals, etc.)It is pertinent to mention that design activities may be performed using any design software, such as the one below. Still, interfacing between the design software and the IT/ERP package would be needed to track design activities.· ETAB, STADD, Auto cad, Revit Architect (BIM),3D Studio Max, Photoshop, Idea spectrum, real-time landscape pro, NCH software dream plan, smart draw, pro modeling suit max, Autodesk 3D’s, Revit MEP, AutoCAD Electrical, Auto Cad HVAC, Ansys, Quick allot, or and project management software or an ERP solution for Design functions 11. Analyse audit trail reports and provide comments to the Internal audit team.This includes analysing the following etc., to identify suspicious or unethical activities.· Who inside the design function or outside the functions accessed the design software or its ERP solution and performed design activities?· Or Who made design changes (including circular changes to designs and drawings)?· How much was the time of access or duration, \· When were the design systems accessed?12. Initiate countermeasures to detect and prevent unauthorized or/and unethical transactions and enable benefits such as the below.· Quality of design and drawings· Customer’s design requirements· Meet statutory compliances· Project cost savings· Preventing funds leakages· Design Process efficiency enhancement· Accuracy in financial reporting13. Reviewing and recommending enhancement of “Audit Trail Software” features to improve design efficiency and quality and enable online auditing vis-a-vis each function. Handbook of the author A template illustrating the list of activities to be performed for configuring audit trails is included in chapter 8) in the author's handbook and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “

16 Jan 2023,

Developing performance dashboard or MIS for Design functions in Real Estate Industry

The objective of developing and implementing MIS or performance Dashboard in the Construction Industry is to enable a review of the actual performance of each function (on a pre-defined set of parameters ) vis-à-vis budget or targets and to initiate countermeasures for accomplishing the organization’s overall performance.Therefore, Dashboard or MIS must be prepared accurately, timely, and accessible to pre-identified team members responsible for functional performance and also senior management in the organisation.Preparing a Dashboard or MIS requires at least eight activities to develop & implement a robust Dashboard or MIS.Professionals can undoubtedly add more steps/activities per their needs/nature of business.The focus of this blog is primarily to provide inputs for developing and identifying some of the key parameters for dashboard/MIS of three Design functions, i.e., Design of Architecture, Interior, and Design of MEP.Dashboard /MIS should preferably be developed separately vis a vis each Project, such as:· Residential· Commercial· Hospitality· Other significant categories relevant to the organisationEight ActivitiesEight identified activities are listed below, and seven are usually common for all functions. Only one activity at Sr no 2 is unique for each function like Design, Construction, Quality control, Contracts, Purchase, sales and marketing, and so on for all functions identified in the book. .1. CFT (formed by CEO/MD) to deliberate and decide the following:· Designing structure/contents of MIS or Dashboard at Organisation level/Business unit level· Designing structure/contents of MIS or Dashboard at the Functional level· Provision for incorporating Budgeted or targeted KPI (key performance indicator) values· The frequency (like monthly or weekly) for which MIS or Dashboard must be prepared and released.· Timelines by which MIS or Dashboard must be released· Functional coordinator names for making and releasing MIS or Dashboard.· Recipients or persons who are to be given access to MIS or Dashboard· Periodicity for reviewing MIS or Dashboard2. HOD (Head of the department) of each of the functions to Identify the KPI for each functionThe choice of KPI within each function is determined by activities performed vis-à-vis core or & statutory or & other supporting processes that can impact business significantly. 3. HOD, in consultation with CFO/HR team, to configure Targets /KPI in the proposed Dashboard/MIS -for the desired period like Monthly and Year to dateThis can be done in customized software /ERP or hard copy based on the size of the construction organization.The listing of parameters must be aligned with the budget. 4. Functional coordinator in each design function to compute or measure actual values of KPI.This can be accomplished through the following steps.· Accessing key processes/activities, Documents, Configuration tables, Master data tables, and Data tables by functional teams· Analysing and consolidating the actual measurements · Including or populating the key findings in respective Dashboard or MIS· Reviewing MIS before circulating or providing access to Dashboard parameters to intended recipients· Using design package-related software and ERP to generate actual valuesSome of the KPI/Performance indices/parameters are as belowi)Sales Revenue related actuals:Saleable area in square feet in each construction project segment for new design developed.ii)Project costs related actuals:· The design package was BOQ costs in Architect, Interior, and MEP functions· Project costs in Rs (local currency) and foreign currency w. r. t. each type of saleable area in construction projects· Project costs in Rs /Square feet (local currency) and foreign currencyfor each type of saleable area in projects iii)Functional performance-timelines related indices -Actuals -New Construction projects· Actual timelines for accomplishing key activities vs. plan· Actual Performance timelines for developing new designs and commercial-design roll-out· Obtaining statutory approvals· And so on iv) Functional performance- timelines related indices -actuals -Ongoing Construction projects· Actual timelines for accomplishing key activitieso Actual timelines for accomplishing key activities vs. plano Actual Performance timelines for developing new designs and commercial-design roll-outo Obtaining statutory approvalso And so on v) Costs to be computed by Corporate finance and accounts for following· Actual Statutory fees for licenses· Other Charges paid to local government bodies· Fixed costs incurred, like permanent team member costs of function for which MIS/Dashboard is being prepared· Actual Overheads etc Architects, Interior, and MEP designers can add more parameters based on significance and importance to the organisation.5. Review of populated functional MIS or Dashboard by CEO.Review of actual values ( in the above activity vis targets) must be done during monthly/periodic meetings with the Design function’s HOD of design function and key coordinators6. Evolve and Share countermeasures by HOD of respective Design functions’. Action plans need to be shared with the CEO/MD on how to make up for the shortfalls in actual values vis-à-vis budget/targeted KPI values7. Make minutes of the review meeting and circulate them for action by persons identified in the minutes of meetings8. Periodic review by HOD of each design function with team members Activities that can adversely impact business.Incorrect capturing of actual values vis-à-vis various KPI or Dashboard parameters such as below by teams of Design functions, particularly those where accomplishment was low.· Outsourcing plan and timelines for hiring and engaging consultants for designs packages such as structure, building architecture, façade, Hardscape-external development works, landscape, Interior design, or MEP· Stage wise -actual timelines for completion of design activities vis-à-vis each package such as below but not limited to:§ Design of Architecture: Structure, Buildings, Façade, Hardscape§ Interior Designing: Furniture, fixtures, and equipment (FFE), Finishing works, Artwork§ Design of MEP function: Designing of Electrical - external and Internal works, Deigning of Airconditioning -Works, plumbing, firefighting, lifts, sewerage treatment plants, and so on for various packages · Statutory approval status vis-à-vis each of the above packages, if applicable· Readiness status of the Mock-up unit/sample room as also the Project’s 3D Model development on a specified scale· Status of approving design-related BOQ material samples before procuring and installing bulk quantities vis a vis each work in Design of Architecture, Interior Designing, Design of MEP services· Status of hiring /taking on board various design works-related contractors for initiating construction · Actual consultancy fees and reimbursements like travel/conveyance etc., vis-à-vis each package· Actual BOQ cost estimates @ Rs/square feet of FAR or saleable area vis-à-vis each package such as below but not limited to:§ Design of Architecture: Cement, RMC, Reinforcements-, Bricks-, Modular Kitchen-, Kitchen Appliances-, Internal Doors, External Doors, Door Hardware§ Interior designing- FFE, Finishing works, Artwork§ Design of MEP-Cables, Conduits, Pipes, Transformers, Air Circuit Breakers, Vacuum Circuit Breakers, Outdoor Units, Indoor Units, etc.· Actual manpower in numbers level-wise (higher, middle, lower) vis-à-vis each function· Actual cost estimates for each of the three design functions:§ New capital equipment like computers, workstations, test rigs, etc§ New software§ New skill acquisition or training§ Direct expenses incurred§ Overheads· Incorrect capturing of budgeted or targeted values in the KPI or Dashboard parameters to project a favorable comparison of target vs. actual values Handbook of the author A template illustrating the list of activities to be performed for developing MIS/Dashboard is included in chapter 14 in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.

03 Jan 2023,

Developing Budgets in construction Industry

Budgeting in the Construction Industry enables the creation of financial and non-financial plans for various functions for a specified future period and is usually compiled and reviewed periodically.This requires performing at least nine activities that must be completed to initiate and implement a robust construction industry budgeting process.Eight activities out of nine identified below are identical in each of the functions except unique activity at Sr no 4, which is unique for each function like Design, Construction, Quality control, Contracts, Purchase, sales and marketing, and so on for 13 functions identified in the book. Professionals can undoubtedly add more activities per their needs/nature of business.The focus of this blog is three Design functions, i.e., Design of Architecture, Interior, and Design of MEP.Budgeting is to be done separately vis a vis each Project, such as:· Residential· Commercial· Hospitality· Other significant categories relevant to the organisationNine Activities1. CEO to constitute CFT (cross-functional team) deliberating and deciding the following· The format & contents of the Budget at the “Design function” level· The frequency (like annual) at which Design Function’s Budget must be prepared and reviewed, and released to identified designers· Timelines by which the Design team’s Budget must be released· Design team’s coordinators for making and releasing the Functional Budget· Recipients of the Design team’s Budget· Periodicity for reviewing the Functional of the Budget2. Capture key assumptions, w. r. t. following before identifying budget parameters· Competition· Economy· Political· Social· Government policies (Including GST, Taxes, and Statutory regulations)· Customer demands3. Capture corporate-level key budget parameters /Targets such as below vis-à-vis Company Vision for at current year under review and the next five years, year by year.Sales Revenue related Targets:a) Saleable area in square feet in each construction project segmentb) Amount in local and foreign currency w. r. t. each type of saleable area in construction projectsProject costs related Targets:a) Project costs in Rs (local currency) and foreign currency w. r. t. each type of saleable area in construction projectsb) Project costs in Rs /Square feet (local currency) and foreign currency w. r. t. each type of saleable area in construction projectsProfitability in local currency and foreign currency terms related to Targetsa) Existing construction projects /segments w. r. t. each type of saleable area in construction projects b) New construction projects /segments w. r. t. each type of saleable area in construction projects4. Make Budgets for Each Function Design of Architecture, Interior, and MEP) · New Construction projectsa. Plan and timelines for accomplishing key activitiesb. Performance targets for developing new designs and commercial-design roll-out plans. (vis a vis different stages of design)c. Estimated consultancy fees and expense estimatesd. Project costse. Implications of Union Budget of Central Government and State legislations B) Existing - Ongoing Construction projects -each Design function· Changes in earlier budgeted timelines for accomplishing key activities· Changes in earlier budgets of performance targets· transitions in earlier estimated consultancy fees and expense estimates· changes in earlier Project costs· Implications of Union Budget of Central Government and State legislations C) Costs to be included in the budget of Corporate finance and accounts · Statutory fees for licenses· Charges payable to local government bodies· Fixed costs like permanent employee costs· Overheads etc 5. Budget for the following (These are common to each of 3 Design functions) vis-à-vis both New and existing projects.· HR organization structure/manpower numbers and value — subfunction wise· Skill acquisition and up-gradation — subfunction wise· Technology investments (Rupees /Local currency and Foreign currency) to be made/assets to be acquired -names, quantity, values, and timelines· Expenses - local currency and foreign currency· Reimbursements in local currency and foreign currency towards identified cost elements 6. Review functional budgets in the Budget review meeting along with the HOD of Each Function.· Assumptions,· Resources required from top management to accomplish budget§ Financial§ Organization structure,§ Manpower-Numbers at different levels § Equipment/machines,§ IT Hardware and software§ New skills to be acquired§ Technology up-gradation, etc.· Strategies for accomplishing functional performance targets to corporate budgets along with responsibility and timelines 7. Post review, suggest amendments to be carried out in functional budgets and timelines by the HOD of Each Function.8. Submit the revised budget to the corporate Budget team9. Approval of functional budgets along with Corporate budget Coordinator and HOD of Each Function· Agreeing on amendments through catch ball process/suggestions and counter suggestions and acceptance process· Carrying out incremental changes in functional budget /corporate budget parameters· Final circulation of corporate-level budgets and functional budgets in a controlled manner for implementation Activities that can adversely affect Organisations 1. Deliberately keeping loose targets, such as projecting timelines/schedules for completion of plans and design briefs for each package, such as below but not limited to:· Design of Architecture: § Structure,§ Buildings,§ Façade,§ Hardscape§ Softscape, and so on· Interior Designing:§ Furniture,§ fixtures, and equipment (FFE),§ Finishing works,§ Artwork and so on· Design of MEP:§ Electrical - external and Internal works,§ Airconditioning -Works§ Basement Ventilation§ Plumbing§ Firefighting§ Lifts and elevators§ and so on 2 Teams of three design functions, deliberately incorporating incorrect assumptions of BOQ rate (of high-value items)vis-à-vis construction such as below but not limited to (whether owner supplied or in contractor scope):§ Design of Architecture:· Cement -Rate/bag, RMC rate /cubic feet,· Reinforcements-Rate/PMT, Bricks-Rate/unit,· Modular Kitchen-Rate/kitchen, Kitchen Appliances-Rate/kitchen,· Internal Doors-Rate/door, External Doors-Rate/door, Door Hardware-Rate/set· And so on§ Interior design –· FFE, Finishing works, Artwork§ Creation of MEP works-· Cables, Conduits, Pipes,· Transformers, Air Circuit Breaker,· vacuum Circuit Breaker, Outdoor units, Indoor units· and so on etc.· And so on 3. Incorporate and share false assumptions by the Budget coordinator of “three functions vis-à-vis aspects like :· Competition projects,· Economy,· Political,· Social,· Government policies/Statutory regulations,· Customer demands,· implications of the Union Budget of Central Government and State legislation 4. Deliberately Incorrect Estimation of % wastage allowed as usual on critical BOQ materials.5. Deliberately Incorrect Estimation of SITC (supply, installation, testing & commissioning) costs payable to outsourced contractors in Rs lumpsum and as aggregated Rs/square feet of saleable areas or super area as per policy guidelines for constructing the following areas:§ Design of Architecture: Structure, Superstructure, External works, Façade system, Landscape works (Hardscape), Landscape works (Softscape), Renovation/repair to existing architecture:§ Interior Designing: FFE works, Finishing assignments, Artworks§ Design of MEP: Electrical - external and Internal works, Airconditioning -Works, plumbing works, Firefighting works, and so on6. Deliberately Incorrect Estimation of Design fees and associated expenses for travel, conveyance, and out-of-pocket expenses in a lump sum and as aggregated Rs/square feet of saleable areas or super area as per policy guidelines for various packages such as below§ Design of Architecture:§ Structural consultant§ Architect consultant, proof-checking consultant, Code consultant,§ landscape consultant,§ Golf consultant, and so on § Interior Designing:§ Interior designers,§ FFE consultants,§ Arts consultant § Design of MEP:§ Electrical designer,§ Lighting designer,§ HVAC consultant,§ Fuel supply system consultant§ Firefighting consultant§ And so on7. Deliberate Incorrect Estimation of Contingency costs by three design functions8. Deliberate Incorrect Estimation of % Escalation on outsourced contractor’s scope of work costs and estimated design fees as captured above 9. Deliberate Incorrect Estimation of Taxes payable. 10. Manipulate or provide incorrect information to CEO/MD, such as below, vis-à-vis last year/past period actual accomplishment.§ Developed design plans and drawing releases timelines w.r.t ongoing projects.§ Project design specifications§ Consultancy fees§ Expense estimates§ Team size/organization structure§ Project costs and BOQ costs vis-à-vis each Architect package§ Hardware and software acquired11. Do Overprovision of the following aspects (common to all Design functions) vis-à-vis both New and existing projects.§ HR organization structure/manpower numbers and value -subfunction wise§ Skill acquisition and up-gradation, subfunction wise§ Technology investments (Rupees and Foreign currency) to be made/Assets to be acquired -names, quantity, value, and timelines§ Expenses: local currency and foreign currency other than direct SITC costs /direct package consultancy fees§ Reimbursements in local currency and foreign currency towards identified cost elements Handbook of the author A template illustrating the list of activities to be performed for developing budgets is included in chapter 13 (annex 35B) in the author's handbook and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.

16 Dec 2022,

Assigning access rights to “Field choices in Configuration tables” for the Building designers in ERP environments

Configuration tables are data tables that store information representing multiple choices that exist in business and are required to be chosen frequently by building designers and project teams.To ensure the development of robust designs and avoid conflict of “Roles,” access to “Field choices ” in the “Configuration tables” need to be assigned carefully (based on the competence level of designers) in the Design of Architectural, Interior designing, and Design of MEP functions.Many functions can use configuration tables depending on the access assigned. Therefore, a separate chapter 5 is dedicated to developing Configuration tables in my handbook and hence not being duplicated. For developing “Roles,” a basic initial understanding of the following aspects is necessary.· i)Field choices in Configuration tables in ERP environments.· ii) Assessing risks in accessing Field choices in Configuration tables· iii) Segregation of duties (Abbreviated as S-O-D)· iv)Development of Authorisation Profiles or called profiles in this Handbook· v) Attaching Profiles to RolesThe summary of each of the above points is as below.i)Field choices in configuration tables in ERP environmentsA few examples of field choices required frequently by building designers and project teams are below.· Types of packages (e.g., civil, interior design, MEP, and further drill down within each of these packages)· Types of project organisation (Housing, Commercial, hospitality, etc.)· Types of vendors (e.g., consultants/contractors/service providers/business associates)· Types of business documents (Design brief document, sanctioned drawing, Good for construction, As-built drawing, etc· Types of materials /BOQ items for various works (e.g., civil, electrical, plumbing, etc.)· Types of inspection frequency for BOQ/Constructed packages (e.g., none, % sampling,100%, etc.)· Types of Inspection attributes (dimensional, metallurgical, chemical, etc. vis a vis BOQ in various packages) Of course, designers and project teams can add many more field choices relevant to the number of packages designed vis-a-vis construction projects in their respective organisations.ii) Assessing risks in accessing Field choices in configuration tablesWhat access right ( Create or edit or delete or view or approve as stated in the previous paragraph ) is to be assigned is influenced by the risk assessment of accessing the individual field choices, i.e., High, Medium, or Low.The methodology for classifying risks to fields is given in chapter 10 of the handbook and annex 15D, wherein 19 field choices have been identified as having Medium, risks and hence not being duplicated here.The methodology can also be accessed at my website blog: https://www.ethicalprocesses.com/blog_detail/risk-assessments-at-fields-level-of-configuration-tables. So at the time of developing authorization profiles, the designer must have prior knowledge of risk level as captured in the illustrations given belowiii)Segregation of duties S-O-D:The aspects related to S-O-D have been covered in one of the earlier blogs on my website and hence are not being duplicated (please refer to https://www.ethicalprocesses.com/blog_detail/Avoiding-conflicting-roles-amongst-Architects-Interior-and-MEP-designersThe S-O-D concept has been used for developing this blog as implementing S-O-D can enable avoiding conflict of roles amongst designers at different levels.iv)Development of Authorisation profiles -1 illustration having 5 “Field choices” in the configuration tableThe author proposes developing five authorization profiles for accessing each “field choice “in configuration tables.There must be a distinct option to choose from any one or combination of the following five activities.· Create or initiate a specific individual /identified “Field choice” for which access is to be given vis a vis Design of Architectural, Interior designing, and Design MEP function.· Edit or modify the “Field choice” within each Field · Delete the “Field choice” within each Field · View the “Field choice” within each Field · Approve the “Field choice” within each Field An illustration of the method of developing authorization profiles for 5 “field choices” in one configuration table in the Design of Architecture function is given below.This illustration contains all required information in a tabular form with a suggested profile code numbering scheme.The reader can change the proposed profile code numbering and information in each row at their discretion.Thus, the author proposes developing five authorization profiles for each field choice in the configuration table.Illustration for one configuration table Function: Design of ArchitectCode number of Configuration Table for SOD assignment =CT211Macro-level Risk for this table: Medium (previously assessed)Field name =Types of Civil package, Field Code=F501,Codes & names of Field choices in this Field F501 are as below: A01-Structure, A02-Civil works, A03-Façade-Risk, A04-External development (e.g., Roads, Gates, Drainage, etc.), A05-Softscape, and say ten moreRisk at these “field choice” levels=Medium (previously assessed)The coding schemes are given in the book of the authorProfile numbers Proposed for accessing “Field choice A01” in Field F501 in CT211: PT01001 to PT01005 (Compiled in Annexure 30C) DescriptionPT01001PT01002PT01003PT01004PT01005Key “Rights” vis a vis this Field Choice (RHS of this row)Column 1Create/InitiateColumn 2Edit/ModifyColumn 3Delete Column 4View* Column 5Approve Column 6Function assignedDesign of ArchitectDesign of ArchitectDesign of ArchitectDesign of ArchitectDesign of ArchitectTeam assignedNumber & nameT-1or T2 or T3 or T4 Architectfor relevant areaT-5ArchitectFor all areasT-6FunctionalRisk CoordinatorT-1*or T2* or T3* or T4* Architectfor relevant areaT-7function head Employee Level ProposedmiddleHighermiddlemiddleHigher Position who can perform Mgr.Sr Mgr.Sr. Mgr.Mgr.*GM Risk classifications for remaining field choices A02 -A05 are also assessed the same, i.e., Medium. Therefore, the SOD matrix (capturing Function, team, team member’s level & position) for these field choices are proposed to be identical to field choice A01 as above.The proposed profile numbers for the field choices identified in this table are below.· A01 -PT01001-PT01005· A02- PT01006-PT01010· A03- PT01011-PT01015· A04- PT01016-PT01020· A05- PT01021-PT01025 Thus 25 profiles have been generated as above using the SOD conceptT1, T2, T3….. represent team numbers within design function(e.g., structure, architecture, façade, etc.).The numbering schemes for configuration tables, Fields, field choices , Teams , Profiles, etc., are described in chapter 9 of my handbook and hence not being duplicated here. Based on business needs, the number of access profiles for accessing field choices in configuration tables can be determined/estimated per the following approach. · In the case of configuration tables, authorization profiles for accessing field choices need to be developed @5 profiles per field choice.· It means developing 95 authorization profiles (@5x19 fields identified). The author proposes developing 3000 profiles for design [email protected], 1000 per Function (Design of Architect, Interior, and MEP Design) for field choices.· The profile numbering can say starting from PT01001 to PT04000 iv)Attaching Profiles to RolesOnce configured, “HOD can attach Authorisation Profiles” so developed to various “Roles” (with the help of the IT team) depending on the roles planned based on team member level, hierarchical position, and skill levels relevant to function.The concept of roles has been mentioned in one of the earlier blogs on my website as below, hence not being duplicated.https://www.ethicalprocesses.com/blog_detail/How-to-assign-Roles-to-Architects-interior-and-MEP-designers-systematically--An-Illustration- In some ERP-driven business environments, like SAP, profile-generating software is also available wherein standards authorization profiles can be developed and attached to designers for transacting in respective design development modules. Once authorization profiles have been developed, the attachment of these profiles to roles is proposed in three steps as below, precisely similar to the steps described in the earlier blog for accessing fields in master data tables. a) Attach profile to roles in the development serverb) Test roles in test servers by ERP teams and designers c)Upload roles to the production server, after testing approval To ensure that no incompatible or conflicting authorization profiles get attached, the roles need to be attached to the production server by following P-D-C-A (plan-do-check-act) approachThe number of profiles and hence the number of roles can run into several hundred or thousands depending upon the following:· Size and complexity of the organization· the variety of Construction projects residential, commercial, educational, SEZ, etc· The skill level of designers· The technology of construction, design software,· The design organization structure and empowerment culture· The risk appetite of the company. These roles can then be assigned to different positions, independent of the names of individuals. Handbook of the author A template illustrating assigning access rights to Field choices is included in chapter 11 (annex 28C) in the author's handbook and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services.

08 Dec 2022,

Assigning access rights to “Fields in Master data tables” for the Building designers in ERP environments

To ensure the development of robust designs and avoid conflict of “Roles” access to “Fields” in the “Master data tables” need to be assigned carefully (based on the competence level of designers) in the Design of Architectural, Interior designing, and Design of MEP functions“Master data” is the core data that is used as a base for any transaction. In the current context of this article of designing, purchasing BOQ, and construction, whatever activity may be, it requires certain master data to be maintained.Master data tables contain “Fields” as per requirements as captured in the following paragraph.Depending on the comprehensiveness of the master data table, the number of master data tables, in any function, can be restricted to a reasonable number. Master data tables can be used by many functions, depending on the access assigned and a separate chapter 6 is dedicated to developing master data tables in my handbook and hence not being duplicated. For developing “Roles”, a basic initial understanding of the following aspects is necessary.· i)Fields in ERP environments (e.g., S.A.P)· ii) Assessing risks in accessing Fields in master data tables· iii) Segregation of duties (Abbreviated as S-O-D)· iv)Development of Authorisation Profiles or called profiles in this Handbook· v) Attaching of Profiles to RolesThe summary of each of the above points is as below.i)Fields in ERP environmentsFor simple understanding, the “Field” contains the data at the granularity level and can be used in forms, documents and tables and must have a number, and description, field length. Data type/data element /value can be assigned to the field as per the purpose of the field and governed by the design of types of tables designed in the ERP environmentsa list of Fields (in each of the master data tables) needs to be identified for which access rights are to be given. Examples of a few fields are as below· F504= List of Drawings & technical specifications for the scope of work, including for BOQ - Structure work packages· F505= Drawings & technical specifications - Civil Building works package· F506= Drawings & technical specifications - Facade works packageAnd so onA list of 109 such fields, identified by the author in the handbook as applicable for building design functions (as below) out of 428 fields relevant to construction projects is available in annex 1F,1G in the author’s handbook· Design of Architecture=27 fields ( for 5 packages)· Interior designing =23 fields ( for four packages)· Design of MEP functions= 59 fields (for 2 packages)Total fields identified=109 Of course, designers can add many more fields as relevant to the number of packages to be designed vis-a-vis construction projects in their respective organisations, and the number of fields may run into hundredsFor 13 functions in the real estate /hospitality Industry, 870 fields have been identified by the author in the handbook in Annex 1A to 1Gii) Assessing risks in accessing Fields in master data tablesWhat access right ( Create or edit or delete or view or approve as stated in the previous paragraph ) is to be assigned is influenced by the risk assessment of accessing the respective field ie High, Medium, or Low .The methodology for classifying risks to fields is given in chapter 10 of the handbook and annex 16D, wherein 56 fields have been identified as having High, Medium, or Low risks and hence not being duplicated here.The methodology can also be accessed at my website blog: https://www.ethicalprocesses.com/blog_detail/how-to-assess-risks-at-field-level-of-master-data-tables.So at the time of developing authorization profiles, the designer must have prior knowledge of risk level as captured in the illustrations given below.iii)Segregation of duties S-O-D:The aspects related to S-O-D have been covered in one of the earlier blogs on my website and hence are not being duplicated (please refer to https://www.ethicalprocesses.com/blog_detail/Avoiding-conflicting-roles-amongst-Architects-Interior-and-MEP-designersHowever, the S-O-D concept has been used for developing this blog as implementing S-O-D can enable avoiding conflict of roles amongst designers at different levels.iv)Development of Authorisation profiles -1 illustration having 5 Fields in Master data tableThe author proposes developing five authorization profiles for accessing each field in master data tables, and illustrations are given belowThere must be a distinct option to choose from any one or combination of the following five activities.· Create or initiate the “contents” within a specific individual /identified Field for which access is to be given vis a vis Design of Architectural, Interior designing, and Design of MEP function.· Edit or modify the “contents” within each Field · Delete the “contents” within each Field · View the “contents” within each Field · Approve the “contents” within each Field An illustration of the method of developing authorization profiles for five fields in one master data table in the Design of Architecture function is given in below table and is self-explanatory.This illustration contains all the required information with a suggested profile code numbering scheme.The reader can change the proposed profile code numbering as also the information in each row at his/her absolute discretion.Thus, the author proposes developing authorization profiles @ five for each field in the master data tableIllustrationKey Function: Design of ArchitectMaster data table considered for illustration =MT106Table name: Drawings/specification master-Packages in Civil worksMacro Risk assessed -for this table: HighCodes & names of Fields with High levels of risk are as below.· F504= List of Drawings & technical specifications for the scope of work, including for BOQ - Structure work packages· F505= Drawings & technical specifications - Civil Building works package· F506= Drawings & technical specifications - Facade works package· F507= Drawings & technical specifications - External development areas / Landscape /hardscape works package· F508= Drawings & technical specifications - Softscape works packageThe coding schemes are given in the book of the authorProfile numbers Proposed for accessing Field F504 in MT106: PM00501 to PM00505DescriptionPM00501PM00502PM00503PM00504PM00505Key “Rights” vis a vis this Field (RHS of this row)Column 1Create/InitiateColumn 2Edit/ModifyColumn 3Delete Column 4View* Column 5Approve Column 6Function assignedCode & nameDesign ofArchitectureDesign ofArchitectureDesign ofArchitectureDesign ofArchitectureDesign ofArchitectureTeam assignedNumber & nameT-1or T2 or T3 or T4Architectfor relevant areaT-5ArchitectFor all areasT-6FunctionalRisk CoordinatorT-1*or T2* or T3* or T4*Architectfor relevant areaT-7function head Level empoweredMiddleHighermiddleMiddleHigherPosition who can performSr. Mgr.GMSr. Mgr.Mgr.*ProjectHeadRisk classifications for remaining fields F505, F506, F507, and F508 are also assessed the same i.e. High. Therefore, the SOD matrix (capturing Function, team, employee’s level & position) for these fields is proposed to be identical to field F504 as above.The proposed profile numbers for these fields identified in this table are as below..· F504- PM00501- PM00505· F505- PM00506- PM00510· F506- PM00511- PM00515· F507- PM00516- PM00520· F508- PM00521- PM00525Thus 25 profiles have been generated as above using the SOD conceptT1,T2,T3….. represent team numbers with in design function(e.g. structure, architecture, façade etc).The numbering schemes for Master data tables, Fields, Teams ,Profiles etc are described in chapter 9 of my handbook and hence not being duplicated here . Based on business needs, the number of access profiles for accessing fields in master data tables can be determined/estimated as per the following approach. · Authorization profiles for accessing fields need to be developed @5 profiles per field.· It means developing 545 authorization profiles (@5x109 fields identified by the author).· For professionals' easier understanding, in annex 16D in the book, 280 authorisation profiles have been illustrated for 56 fields.· The author proposes developing 1500 profiles for design [email protected] 500 profiles per function, say, fields @ 100 in each of the Design of Architectural, Interior designing, and Design of MEP functions· The profile numbering can be,say, starting from PM00501 to PM02000 iv)Attaching Profiles to RolesOnce configured, “Authorisation Profiles” so developed can be attached by HOD to various “Roles” (with the help of the IT team) depending on the roles planned based on team member level, hierarchical position, and skill levels relevant to function.The concept of roles has been mentioned in one of the earlier blogs in my website as below and hence not being duplicated.https://www.ethicalprocesses.com/blog_detail/How-to-assign-Roles-to-Architects-interior-and-MEP-designers-systematically--An-Illustration- In some ERP-driven business environments, like SAP, profile generating software is also available wherein standards authorization profiles can be developed and attached to designers for transacting in respective design development modules. Once authorization profiles have been developed, attachment of these profiles to roles is proposed in three steps as below a) Attach profile to roles in the development serverb) Test roles in test servers by ERP teams and designers c)Upload roles to the production server, after testing approval To ensure that no incompatible or conflicting authorization profiles get attached, the roles need to be attached to the production server by following P-D-C-A (plan-do-check-act) approachThe number of profiles and hence the number of roles can run into several hundred or thousands depending upon the following:· Size and complexity of the organization· the variety of Construction projects residential, commercial, educational, SEZ, etc· The skill level of designers· The technology of construction, design software,· The design organization structure and empowerment culture· Risk appetite of the company. These roles can then be assigned to different positions, independent of the names of individuals Handbook of the author The templates illustrating generation of profiles for accessing fields in master data table are included in chapter 11 (annex 29C and 30D) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “

25 Nov 2022,

Assigning access rights to Architects, Interior designers & MEP designers for performing Statutory activities

As per the compilation of this author,56 is the number of statutory activities that have been identified as required to be performed by building designers out of 113 total statutory activities for a mid-size construction project.· By Architects=37 · By Interior designers =9· By MEP designers =10. Total=56 These 56 activities pertain to 5 key statutory processes as per details given in Chapter 1,2,3 of the handbook for each of 3 design functions· 1. Meeting RERA compliances · 2.Meeting statutory regulations & taxation obligations· 3.Obtaining licenses, approvals & maintaining statutory records w.r.t. statutory Acts· 4. Complying with IGST matters· 5. Deducting TDS on Consulting Services Of course, the number of statutory activities can be expanded by designers as required. The brief narration of each of the 113 activities can be found in annex 21B of this author’s handbook, wherein applicable statutory Act’s references are also provided This blog aims to provide essential insights into the process of assigning access rights to designers in ERP environments in 4 steps. This process necessitates clearly defining the following.· Function to be assigned · The team within the function proposed · The Employee Level · The team member position Four steps 1. Building Segregation of duties (Abbreviated as S-O-D) concept to avoid role conflict 2. Developing profiles, also named authorisation profile 3. Understanding the concept of roles 4. Attaching Profiles to RolesStep 1. Building SOD in the process The concepts related to SOD are captured in my earlier blog dated 13th July 2022 below & hence not being duplicated. https://www.ethicalprocesses.com/blog_detail/Avoiding-conflicting-roles-amongst-Architects-Interior-and-MEP-designers The “template design” of the illustrations indeed facilitates achieving SOD.Step 2. Development of profiles /Authorisation profiles -for accessing statutory activities -2 illustrations in tabular form in the templateEach profile signifies what can be accomplished vis a vis five activities listed below authorization profiles as below for each statutory activity · Create or initiate the statutory activity (col 2)· Edit or modify the above design activity (col 3)· Delete the above design activity (col 4)· View the above design activity (col 5)· Approve the above design activity (col 6) The template in illustration surely facilitates and ensures SOD for Generating profiles -Statutory activity 1 Function: As applicable Name of Statutory process for SOD development: Meeting RERA Compliances - Statutory Activity Description: Before construction starts, the developer obtains sanctioned plan approvals, as prescribed by competent authorities Risk Classification at statutory activity level: High Profile numbers Proposed for accessing this statutory Activity: PS00001 to PS00005 The coding schemes are given in the book of the author Description PS00001 PS00002 PS00003 PS00004 PS00005 Key “Rights” vis a vis this activity (RHS of this row) Column 1 Create/ Initiate Column 2 Edit/Modify Column 3 Delete Column 4 View* Column 5 Approve Column 6 Function assigned Design of Architect & Design of MEP Project legal & Secretarial Design of Architect Design of Architect & Design of MEP Top Management The team assigned number & name T5- Architect all projects T6-MEP all packages Respectively T3-legal licenses & approvals T6-Function al Risk coordinator T5*- Architect all projects T6*-MEP all packages T1 Project Head Employee Level Proposed Higher/Higher respectively Higher middle Middle Middle Higher Position who can perform GM/GM respectively GM Sr. Mgr. Sr. Mgr.*/ Sr.Mgr.* Project Head · 5 Profile numbers have been allocated as PS00001 to PS00005 to each set of Combination of Function +Team+ Level +Position vis a vis columns 2,3,4, 5 & 6 respectively for this statutory activity · The team levels as T1,T3,T5 &T6 are hypothetical for ease of understanding · The Profile code numbering (scheme given in the book) is only for understanding & can be changed by the reader at their absolute discretion or driven by the ERP package · The Employee levels and Positions given are hypothetical and only for easier understanding of the reader actually and will vary considerably at each organisation · The risk levels are as high as assumed/assessed earlier by the team and could be Medium or low for few activities Such development of profiles needs to be done vis a vis following based on business needs. · Above 56 Statutory activities (37 in Design of Architect, 9 in interior design, and 10 in MEP services. It means developing 280 authorization profiles (@5x56 statutory activities identified). The author proposes developing 2000 profiles for Statutory activities as several activities are performed by project teams as well as mentioned earlier. The profile numbering can be say starting from PS00001 to PS02000 Step 3. Understanding the concept of “Roles.”Roles mean what a particular professional (here, a designer) is authorised to do per a few examples below.· Developing a sanctioned drawing for seeking statutory sanction is one simple role · Integration of developed sanction drawing with, say, MEP design is another role, which is a relatively complex role · Obtaining sanction from statutory authorities is yet another example of the complex role A complex role can have many simple profiles attached to it A role can have one or more combinations of profiles (e.g., out of 280 profiles for 56 statutory activities or 2000 expanded profiles) attached to it to be called a “Simple or complex Role.” Based on the above-tabulated illustrations, the configured “Authorisation Profiles” PS00001 to PS 00005 so developed can be attached by the Concerned HOD, in this case, Chief Architect here HOD of Architect function to “Roles” (with the help of the IT/ERP team) depending on the roles planned at the granularity level.· Once all the 280 authorization profiles (for 56 statutory activities) have been developed (or expanded 2000 profiles as mentioned above), attachment of these profiles to various roles is proposed to be done in three stages as mentioned in step 4 below, mainly when the design organisation is operating in highly digitalized/ERP environments. Step 4. Attaching Profiles to Roles· Although the Number of profiles can run into hundreds or thousands, the number of designers in organisations is limited. Therefore, before the final attachment of profiles to roles, thorough testing is done to see that statutory design activities are carried out smoothly based on competency assessments at different hierarchical levels & positions by the persons who will perform such roles. The three stages are: § Attach profile to roles in “Development computer server”§ Test roles in “Test servers” by ERP teams and designers § Upload roles to the “Production server” for implementation after approval of testing of roles · To ensure that no incompatible or conflicting authorization profiles get attached, the roles, post-testing, can be connected to the production server by following P-D-C-A (plan-do-check-act) approach · The number of roles can run into tens or hundreds, which can get hundreds or thousands of profiles attached depending upon the following:· Size of team and complexity of the organization· the variety of Construction projects residential, commercial, educational, SEZ, · The skill level of designers· The multi-tasking role expectation of the organisation.· The technology of construction, design software,· The design organization structure and empowerment culture· The risk appetite of the company. · Some highly reputed ERP developers, like SAP, offer profile-generating software solutions wherein authorization profiles can be developed and attached to architects, interior, and MEP designers for design development. Advantage of attaching Profiles to Roles These roles are assigned to different positions rather than individuals, as the process is independent of individual-named employees. Such profile assignments are to be done digitally but must be done diligently, and each role as each role will have a multitude of authorisation profiles attached to it.Handbook of the author A template illustrating assigning access rights to statutory activities is included in chapter 11 (annex 27C) in the author's handbook and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “

11 Nov 2022,

Developing an internal audit checklist for 584 business activities in Building Design functions

How to develop an internal audit checklist vis a vis 584 business activities in Building Design functions- (57 checklist points illustrated ) In a typical, mid-size construction organisation, Architects, Interior & MEP designers perform at least 584 activities which are a combination of hardcore designing and +statutory +techno- commercial activities. The number of activities can grow considerably as the number of design packages increases based on the complexity of the project and the features of the building to be designed.The narration of 584 business activities (for developing internal audit checklists) can be seen by visiting https://www.ethicalprocesses.com: and clicking, on the landing page -Book-Business Activities-Index- annexure number and then download the same. The landing page leads the readers to various annexures which have 818 business activities out of which 584 are unique to design functions and another 234 are common to all functions and summarised below paragraph.The checklists of 584 activities include 225 core design and +56 statutory activities vis a vis the below design packages · Structure design · Building Architecture· Façade· External development areas · Landscape-softscape· Interior designing· External and internal electricals· HVAC Further, the checklists of 584 ,(in addition to 225 core+56 statutory )include 303 activities related to the following:· developing configuration tables + master data tables (21+15)· Carrying out risk assessment vis a vis core & statutory activities +Configuration tables & master data tables (123)· Assigning access rights to core, statutory activities,and fields in configuration tables and master data tables (60)· Budgeting, MIS/dashboard, and developing KPI for design functions(27+24+33) A ready reckoner of internal audit checklists In the table below, a checklist of 57 internal audit activities (10% of 584) has been illustrated and balance checklists can be directly developed by Internal audit teams directly based on the approach mentioned below. Considering the technical character of Design functions, it is proposed that the internal audit team should pursue secondment ie. temporarily taking on loan an Independent Architect or interior designer, or MEP designer (from any project different from the one being audited) to support internal audit team to perform the internal audit for best results. Alternatively, the technical part of checklists can also be outsourced to professional design firms. The 584 activities are captured in a Table enclosed at the end of this article.Internal auditors can get further inputs for enhancing checklists by reading blogs that have already been published on my website https://www.ethicalprocesses.com or listening to videos published on my YouTube channel reference given below. :https://m.youtube.com/channel/UCYQxIjcMIlQmpRrnRNi54CQ Customisation of checklistsFurther, the customisation of checklists of 584 activities mentioned in the handbook can be done based on the likely impact of each design/business activity vis a vis 10 aspects listed below (similar to those highlighted in blue color in 57 checklists)· Profitability/Revenue· Accuracy · Existence/inclusion· Completeness· Statutory compliance· Validity/validation · Measurement· Occurrence· Timeliness· Rights and obligations Therefore, internal auditors can add or delete the checklist of 584 activities applicable to the respective Architect or Interior or MEP design functions.Approach for developing Internal Audit checklists · Forming a cross-functional team (CFT) comprising of conventional internal auditor+ experienced but independent professionals from each of the Architect, interior designing, and MEP functions, (preferably from different project teams which are to be audited) · Alternately hiring these temporarily from 3rd independent design firms to ensure objectivity· Referring to the above proposed 57 checklists as ready reckoner or an SOP of 3 design functions and developing checklists to evolve the scope of design activities to be audited.· From the “Risk Register” maintained, identifying the risk level of each design activity as High, Medium, or Low risks, and accordingly planning frequency (Yearly, monthly, etc) and allocating internal audit resources to conduct internal audits. · In case organisations have not developed the risk registers, CFT can take guidance from Risk templates given in annex 13E,14D,15D, and 16D in the book · These 584 numbers include only Electricals & HVAC packages and will certainly increase based on the additional number of MEP / other packages. · 234 activities related to developing SOP(36), designing coding schemes(27), configuring user traceability (33)+ audit trail (39)+document management system(36 hard documents+36 soft documents)+ financial authority norms (27) are additional and not included in the above 584 internal audit checklists as such activities are common to other functions . Thus total activities performed are 818(584+234) as analysed above .The Way forward for performing the internal audit once Checklists are ready and internal auditors /resources identified The methodology to perform business activities can vary considerably from one organisation to another depending on the types of design software and ERP being used, size & complexity of construction processes, organisation structure/hierarchy, and degree of computerisation or digitalisation.Once the internal audit scope/checklists have been developed, the Internal audit team can develop an audit calendar and carry out the internal audit as per the usual methodology in their respective organisations such as submitting draft reports, discussing findings with auditees, and obtaining feedback from designers regarding countermeasures, and circulating the final report to all concerned including HOD and top management/board sub-committee for reviewing internal audit findings. You can read more about the 584 activities that can become part of the Internal audit scope from my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “and refer to the website. Proposed ready reckoner table -57 internal audit checklists Sn Function wise -narration of Internal audit checklist-57 illustrations The proposed internal auditor/s Source -for developing checklist-i.e. Book chapter no/Website 1 Designing of Architecture of buildings Whether there is evidence that Concept designs and schemes are based on design calculations of PCC/Reinforcements requirements based on a factor of safety/Earthquake zone etc. and using software like STADD or ETAB.? Independent Architect Chapter 1, website Annex 21A(2) 2 Designing of Interiors of buildings Whether strategic plans for interior design are drawn comprehensively? Independent Interior designer Chapter 2, Website Annex 21A(3) 3 Designing of MEP services for buildings Whether Strategic plans for design aligned with the company’s vision of profitability? Independent MEP designer Chapter 3, Website Annex 21A (4) And so on a checklist of a total of 225 core activities (118+37+70 vis a vis design of architect, interior, and MEP respectively) to be prepared in continuation to serial no 1,2, & 3 above, directly by the Internal audit team members based on inputs from the website As above As above 4 Internal audit of statutory activities- Statutory Process: Meeting RERA Compliances whether the builder obtained sanctioned plans/statutory approvals before commencing construction & did the builder regularly/timely upload the prescribed approvals on the company’s website? Internal Auditor +Legal person Chapter:1,2,3 &4 +Annex 2.14,20B & 21B in handbook 5 Statutory Process: Complying with The RERA-Real Estate (Regulation & Development) Act 2016 Whether evidence exists that the builder published on web site of RERA authority, Project wise details w.r.t projects registered, units booked, units under construction, list of approvals taken & pending vis a vis below aspects? Frequency = Q (Quarterly)and A (annually). Reporting Periods: Q3, Q4, Q1, Q2, F.Y. Target date: form & dates as announced/amended by statutory authority As above As above And so on a checklist of 65 statutory activities (46+9+10 vis a vis design of architect, interior, and MEP respectively) to be prepared (in continuation to serial no 4 & 5 above) directly by the Internal audit team members based on likely adverse impact due to statutory non-conformances and inputs from the handbook. As above As above 6 Internal audit of activities for developing configuration tables-All 3 design functions. Whether each of the 3 design teams Identified the key “Configuration Tables” given correctly? Internal Auditor + Independent Architect or interior designer or MEP designer Chapter 5 Annex 21C(website) 7 Whether each of the 3 design teams has Identified the “fields” for each configuration table appropriately and completely not skipped any? As above Chapter 5 Annex 1A,1F,1G (in the handbook) And so on, a checklist of 21 activities @7/ each design function to be prepared (in continuation to serial no 6 &7 above) directly by the Internal audit team members based on inputs from the handbook. As above As above 8 Internal audit of activities for developing Master data tables-All 3 design functions. Whether each of the 3 design teams has Identified the key “Master data Tables” correctly? Internal Auditor + Independent Architect or interior designer or MEP designer Chapter 6 Annex 21D(website) 9 Whether each of the 3 design teams has Identified the “fields” for each “Master data table” accurately/appropriately and not skipped any important field? As above Chapter 6 Annex 1A,1F,1G in handbook And so on, a checklist of 15 activities @5/ each design function to be prepared (in continuation to serial no 8,9 above) directly by the Internal audit team members based on inputs from the handbook. As above As above 10 Internal audit of activities for carrying out risk assessment at the ”Organisation level and core Process and core activity” levels Whether Cross-cross-functional (CFT) have been formed/exist for developing a risk management framework and are appropriate in terms of representation, levels/positions of members vis a vis each design function? Internal Auditor + Independent Architect or interior designer or MEP designer Chapters 10, & 1,2,3 and Annex 13B on the website 11 Whether aspects (such as competition, economy, political, social, building design substitutes, Govt policies customer demands, business associates, and Outages) considered for carrying out “a risk assessment at the “organisation level” comprehensive? As above As above 12 Whether the Template -design for classifying risks (at the Organisation level) as High, medium, or low, robust/comprehensive enough? As above Chapters 10 Annex 13C in handbook And so on, a checklist of 42 activities @14/ each design function to be prepared (in continuation to serial no 10,11,12 above) directly by the Internal audit team members based on inputs from the handbook. As above As above 13 Internal audit of activities for carrying out risk assessment at the ”Statutory Process and statutory activity” levels Whether parameters, such as those below, for identifying risk at statutory process/activity levels are Comprehensive and appropriate? · Organisation level risk assessed in annex 13B · Likely adverse impact due to non-compliance on Corporate Governance & organisation reputation Internal auditor+ legal professional 10 & 1,2,3,4 Annex 14B on the website 14 Whether the Template -design for classifying risks (at the statutory level) as High, medium, or low, robust/comprehensive enough? As above 10 & 1,2,3,4 Annex 14C in the handbook And so on, a checklist of 27 activities @9/ each design function to be prepared (in continuation to serial no 13,14, above) directly by the Internal audit team members based on inputs from the handbook. As above As above 15 Internal audit of activities for carrying out risk assessment at the ”Configuration table level and field choice levels” Whether parameters, such as those below, for identifying risk at the Configuration table level level-comprehensive and appropriate? · Likely adverse impact on cycle time /throughput time of process execution for which configuration table is relevant · Process (using specifically identified configuration table) not getting executed completely Internal Auditor + Independent Architect or interior designer or MEP designer 10 & 1,2,3,5 Annex 15B on the website 16 Whether the Template -design for classifying risks at the Configuration table level (as High, medium, or low) robust/comprehensive enough? As above 10 & 1,2,3,5 Annex 15C is in the handbook 17 Whether aspects, such as those below, for identifying risk at the “field choice level” of the Configuration table comprehensive and appropriate? · Field choice pertains to /and is relevant to business areas that can impact Project sales revenue or project costs or statutory conformance or project design or project quality or financial reporting · Implication of unauthorised accessing of “Field choice” or carrying out unauthorised amendment in “Field choice.” A few examples of field choices are as below: · Configuration/specifications of construction area or unit or building · Consultation consultant’s fee rate computation · Contractor’s rate computation · Payment terms with the consultants · Payment terms with the contractors and so on As above 10 & 1,2,3,5 Annex 15B on the website 18 Whether the Template -design for classifying risks at the Field choice level (as High, medium, or low) robust/comprehensive enough? As above 10 & 1,2,3,5 Annex 15D and 1A,1F,1G in the handbook And so on, a checklist of 27 activities @9/ each design function to be prepared (in continuation to serial no 1516,17,18 above) directly by the Internal audit team members based on inputs from the handbook. As above As above 19 Internal audit of activities for carrying out risk assessment at the ”Master data table level and field levels” Whether aspects, such as those below, for identifying risk at Master table levels Comprehensive and appropriate? a) Likely adverse impact on Sales revenue vis a vis field accessed from Master data table during any activity execution b) Likely adverse impact on Project costs vis a vis field accessed from Master data table during any activity execution c) Likely adverse impact on Package specifications or Project package design vis a vis field accessed from Master data table during any activity execution d) Likely adverse impact on BOQ quality or construction quality vis a vis field accessed from Master data table during any activity execution e) Likely adverse impact on Statutory conformance vis a vis field accessed from Master data table during any activity execution Internal Auditor + Independent Architect or interior designer or MEP designer 10 & 1,2,3,6 Annex 16B on the website 20 Whether the Template -design for classifying risks at the Master data table level (as High, medium, or low) robust/comprehensive enough? As above 10 & 1,2,3,6 Annex 16C in the handbook 21 Whether aspects, such as those below, for identifying risk at the “field level” of the Master data table comprehensive and appropriate? · Purpose or ingredients of the field in business activity in which the intended “Field “is used. · Consequences of populating field inaccurately vis a vis revenue or project costs or statutory conformance or project design or project Quality or financial reporting Some examples of Ingredients of Field that can influence the classification of risks in “Field” as High are as below in the case of · Design -Robustness & safety, non-robust design vis a vis statutory sanctioned drawing or & safety, not meeting customer requirement & saleability · Fee or rate -Paying higher amounts to the consultant · Scope of work - Reduction of the scope of work & consequent incomplete work or & higher costs due to reduction of the agreement amount And so on Some examples of Ingredients of Field that can influence the classification of risks in “Field” as “Medium” are as below in the case of · Terms in agreement- non-robust or & unfavorable own company · Scope of works- Compromising resulting in higher project costs · Approved Consultant or Service provider name -Deliberate change, in collusion or otherwise to unapproved name, thus compromising on the quality of BOQ or quality of construction or & speed of construction And so on Ingredients of Field that can influence the classification of risks in “Field” as Low are as below in the case of · Address · City · PIN code And so on As above 10 & 1,2,3,6 Annex 16D in the handbook 22 Whether the Template -design for classifying risks at the Field level (as High, medium, or low) robust/comprehensive enough? As above As above And so on, a checklist of 27 activities @9/ each design function to be prepared (in continuation to serial no 19,20,21,22 above) directly by the Internal audit team members based on inputs from the handbook. As above As above 23 Internal audit of activities for assigning access rights to Core activities -(@5 nos/each design function) Whether parameters for developing segregation of duties (S-O-D) been identified completely such as below as necessary for assigning access rights? 1. Function: 2. Process Code for assigning access rights (from Annex 26A on the website): 3. Name of the Core process for SOD development: 4. Code for the core process (from Annex 20A on the website): 5. Core Activity Code (from Annex 21A (2),21A (3),21A (4) as relevant on website: 6. Activity Description: Risk Classification at Core activity level (from Annex 13E) in the handbook: Provision for capturing of following in columns: 7)Profile numbers for accessing this core Activity 8) Access rights for Creating/initiating, Editing/modifying, Deleting, Viewing, Approving 9) Function number & name (from annex 12 in the handbook) 10)Team Number & name (from annex 12 in the handbook) 11)Employee Level 12) Positions within each level · Lower level-workmen, staff, Junior/Assistant manager & so on · Middle level-Manager, Senior Manager-Sr. Mgr. & so on · Higher level-General managers-GM, Directors- Internal auditor +IT/ERP professional 11 & 1,2,3 And Annex 26B on the website 24 Whether the Template -design for S-O-D comprehensive to capture all parameters? As above 11 & 1,2,3 And Annex 26C in the handbook 25 Whether software programming to populate the S-O-D template at annex 26C user-friendly, accurate /bug-free and robust, and scalable? As above As above 26 Whether S-O-D template at annex 26C populated objectively, correctly, and without any bias and not skewed in favor of some select position/ level only? As above As above 27 Whether periodic changes like employee transfers. Elevations, and new levels incorporated timely/promptly in the S-O-D before determining access rights? As above As above And so on, a checklist of 15 activities @5/ each design function to be prepared (in continuation to serial no 23,24,25,26 27 above) directly by the Internal audit team members based on inputs from the handbook As above As above 28 Internal audit of activities for assigning access rights to Statutory activities -(@5 nos/each design function) Whether parameters for developing segregation of duties (S-O-D) have been identified completely (parameters identical/similar to those listed at serial no 23 above and hence not repeated) necessary for assigning access rights to statutory activities? Internal auditor +IT/ERP professional 11 & 1,2,3 And Annex 27B on the website 29 Whether the Template -design for S-O-D comprehensive to capture all parameters? As above 11 & 1,2,3 And Annex 27C in the handbook 30 Whether software programming to populate the S-O-D template at annex 27C user-friendly, bugs-free /accurate, and scalable? As above As above 31 Whether S-O-D template at annex 27C populated objectively, correctly, and without any bias and not skewed in favor of some select position/ level only? As above As above 32 Whether periodic changes like employee transfers. Elevations, and new levels incorporated timely and promptly in the S-O-D before determining access rights? As above As above And so on, a checklist of 15 activities @5/ each design function to be prepared (in continuation to serial no 28,29,30,31,32 above) directly by the Internal audit team members based on inputs from the handbook As above As above 33 Internal audit of activities for assigning access rights to Configuration tables and field choices -(@5 nos/each design function) Whether parameters for developing segregation of duties (S-O-D) have been identified completely (parameters identical/similar to those listed at serial no 23 above and hence not repeated) necessary for assigning access rights to configuration tables and field choices? Internal auditor +IT/ERP professional 11 & 1,2,3 And Annex 28B on the website 34 Whether the Template -design for S-O-D comprehensive to capture all parameters? As above 11 & 1,2,3 And Annex 28C in the handbook 35 Whether software programming to populate the S-O-D template at annex 28C user-friendly, accurate, bug-free and robust, and scalable? As above As above 36 Whether S-O-D template at annex 28C populated objectively, correctly, and without any bias? As above As above 37 Whether periodic changes like employee transfers. Elevations and new levels are incorporated timely/promptly in the S-O-D before determining access rights? As above As above And so on, a checklist of 15 activities @5/ each design function to be prepared (in continuation to serial no 33,34,35,36,37 above) directly by the Internal audit team members based on inputs from the handbook As above As above 38 Internal audit of activities for assigning access rights to Configuration tables and field choices -(@5 nos/each design function) Whether parameters for developing segregation of duties (S-O-D) have been identified completely (parameters identical/similar to those listed at serial no 23 above and hence not repeated) necessary for assigning access rights to master data tables and fields? Internal auditor +IT/ERP professional 11 & 1,2,3 And Annex 29B on the website 39 Whether the Template -design for S-O-D comprehensive to capture all parameters? As above 11 & 1,2,3 And Annex 29C in the handbook 40 Whether software programming to populate the S-O-D template at annex 29C user-friendly and accurate/bugs-free and scalable? As above As above 41 Whether S-O-D template at annex 29C populated objectively, correctly, and without any bias? As above As above 42 Whether periodic changes like employee transfers. Elevations, and new levels incorporated timely/promptly in the S-O-D before determining access rights? As above As above And so on, a checklist of 15 activities @5/ each design function to be prepared (in continuation to serial no 38,39,40,41,42 above) directly by the Internal audit team members based on inputs from the handbook As above As above 43 Internal audit of activities for developing budgets --(@9 nos/each design function) Whether Cross-cross-functional (CFT) formed for developing Budgets appropriate /correct in terms of representation, levels/positions of members vis a vis each design function to decide the following aspects? · Designing structure/contents of Budget at Organisation level/Business unit level · Designing structure/contents of Budget at the Functional level · Deciding the frequency (like annual) at which the Budget must be prepared & reviewed, and released to identified users · Planning timelines by which the Budget must be released in advance of the budgeting period · Identifying Functional coordinators for making and releasing Budget · Determining recipients of Budget documents · Deciding periodicity for reviewing Budget And so on Internal Auditor + Independent Architect or interior designer or MEP designer Chapter 13 @ 1,2,3 Annex 35B on the website 44 Whether key assumptions, vis a vis below, for developing a budget appropriately, comprehensively and well supported with logic? · Competition · Economy · Political · Social · Building (Saleable area) substitute · Government policies · Customer demands · Investments · Market size Any other relevant to each function As above As above 45 Whether key budget parameters, as relevant, such as below being incorporated /included in the respective budgets of Design of Architects, Interior designing, and MEP functions? · Sales Revenue Targets · Project costs · Profitability in local currency & foreign currency terms Targets vis a vis i) Ongoing projects ii) New projects during the budget period As above As above 46 Whether common key budget parameters such as those below have been comprehensively included in the functional budgets? · HR organisation structure/manpower numbers & value -subfunction wise · Completion Timelines vis a vis each design package- based on design stages in each project · Technology up-gradation/Skill acquisition--subfunction wise · Investments to be made/Assets to be acquired -names, quantity, values, and timelines · Expenses - local currency & foreign currency other than direct BOQ/Contract costs/consultancy fees · Reimbursements in local currency & foreign currency As above As above 47 Whether Budgeting is done fairly, accurately, and objectively, keeping aside vested aspects? As above As above And so on, a checklist of 27 activities @9/ each design function to be prepared (in continuation to serial no 43,44,45,46,47) directly by the Internal audit team members based on inputs from the handbook As above As above 48 Internal audit of activities for developing MIS/Dashboard -DB --(@8 nos/each design function) Whether Cross-cross-functional (CFT) is formed /exists for developing MIS/Dashboard and is appropriate in terms of representation, levels/positions of members vis a vis each design function to decide the following aspects? · Designing structure/contents of MIS or DB at the Organisation level/Business unit level · Designing structure/contents of MIS or DB at the Functional level · Provision for incorporating Budgeted or targeted KPI (key performance indicator) values based on Annex 35B · Frequency (like monthly) for which MIS or DB must be prepared and released to identified users · Timelines by which MIS or DB must be released · Functional coordinators for making and releasing MIS or DB Recipients or persons who are to be given access to MIS or DB · Periodicity for reviewing MIS or DB Internal Auditor + Independent Architect or interior designer or MEP designer Chapter 14 & 1,2,3 annex 36B at website 49 Whether MIS incorporates KPI for each function vis a vis Core processes, supporting processes that can impact Organisation’s profitability, Revenue, market share, costs, end-customer satisfaction, and shareholder value? As above As above 50 Whether MIS actual values computed and captured accurately based on accessing business transactions through key processes/activities, Documents, Configuration tables, Master data tables, and Data tables by functional teams? As above As above 51 Whether MIS/Dashboard values are reviewed monthly/periodically/timely vis a vis Budgets/KPI by HOD /CEO/MD? As above As above And so on, a checklist of 24 activities @8/ each design function to be prepared (in continuation to serial no 48,49,50,51) directly by the Internal audit team members based on inputs from the handbook As above As above 52 Internal audit of activities for developing KPI/Key performance indicators --(@11 nos/each design function) Whether the design/structure of the KPI documents is based on input from the CEO/MD and includes important aspects such as below preferably in a tabular format. i)KPI description ii)Measure of accomplishment iii)UOM iv)% weightage v) Target vi) Actual vii) any other aspects Internal Auditor + Independent Architect or interior designer or MEP designer Chapter 18& 1,2,3 Annex 42B, Website 53 Whether for each design function, important KPIs such as those below, that can influence organisation level performance/profitability have been captured in the KPI document? · No projects to be designed · Timeliness of design activities · Meeting statutory compliances · Comprehensiveness & accuracy of design · Quality of design · Technical support to various project teams & contractors · Cost reduction As above Chapter 18& 1,2,3 Annex at Website vis a vis each function such as: 43A-For Architects 43B-For int. design 43C-For MEP 54 Whether KPIs have been appropriately & accurately converted into KRA Targets -Key result areas of functional team members separately and well documented? · Higher level- Directors-Dir, General managers-GM & so on as applicable · Middle level- Senior Manager-Sr. Mgr., Manager, & so on as applicable · Lower level-, Assist. manager/Junior Mgr., staff & workmen so on as applicable As above As above 55 Whether measurement and actual capturing of actuals against the KRA target accurate? As above As above 56 Whether a robust mechanism exists to review KRA target vs Actual accomplishments? As above As above 57 Whether Performance appraisal at different hierarchical levels done based on the occurrence of actual accomplishment of KRA? As above As above And so on, a checklist of 33 activities @11/ each design function to be prepared (in continuation to serial no 52,53,54,55,56,57) directly by the Internal audit team members based on inputs from the handbook As above As above

23 Oct 2022,

How to assess risks at Field level of Master data tables

In one of the earlier blogs, the purpose and process of developing master data tables were shared.This blog summarises key aspects to carry out risk assessment at the field level of master data tables as relevant for Design functions ie. (Design of Architect, Design of Interior, and Design of MEP) Purpose of risk assessment at the field level of the master data tableCorrect /Accurate selection of fields is vital to ensure that the design developed is robust, and would facilitates the accomplishment of the following,· Meeting customer requirements and thus higher sales. · Adherence to Statutory/sanctioned or approved design or & drawing· Meeting national building code standards or statutory specifications· No Compromise on safety· No Compromise on Quality Risk Assessment at - Field level of Master data tablesActivities to assess risks at field level of Master data table level1. Identify parameters that can influence “Field level” risks- w.r.t each Master data tableOnce Master data tables have been identified, HOD/functional team, in consultation with risk management or the Internal audit team, identifies a list of essential aspects that can facilitate the classification of “Field risks” as High or medium, or low.Some of the aspects are as below:· Purpose or ingredients of the field in business activity in which the intended “Field “is used.· Consequences of populating field inaccurately vis-à-vis project design or project Quality or project costs or statutory conformanceThis activity also necessitates the identification of Ingredients of Field that can influence the classification of risks in “Field” as High or Medium or low are as below in case ofi) Field populated inaccurately ii) Fields accessed or amended unauthorizedly2. Design a risk assessment template at the Field level vis-à-vis each Master Data Table3. Software programming of risk template for Field level4. Populate “Field” level risks vis-à-vis each Master data table5. Affect Changes in aboveFew illustrations of risk classification at the field level of master data table levels FieldConsequences if Ingredients of Field are inaccurate or unauthorizedly accessed & amended Risk classification proposed at the Field level Function: Design of Architect, Mater data table: Drawings/specification master-Packages in Civil worksDrawings & technical specifications for the scope of work, including for BOQ - Structure work’s packagesNot meeting customer requirements and thus leading to adverse impact on sales volume due to non-robust design vis a vis below aspects. i)Not meeting national building code standards or statutory specifications orii) Compromise of safety or &iii)Compromise on Quality or &iv) Statutory/sanctioned or approved design or & drawingHighDrawings & technical specifications - Civil Building work’s packageAs aboveHighDrawings & technical specifications - Facade work’s package. As aboveHighDrawings & technical specifications - External development areas / Landscape /hardscape work package.As aboveHighDrawings & technical specifications - Softscape work’s package As aboveHighAnd so on Function: Interior of buildings, Mater data table: Drawings/specification -master-Packages in Interior Design works Drawings & technical specifications for the scope of work, including for BOQ -Finishing work’s/packagesNot meeting customer requirements and thus leading to adverse impact on sales volume due to non-robust design vis a vis below aspects. i)Not meeting national building code standards or statutory specifications orii) Compromise of safety or &iii)Compromise on Quality or &iv) Statutory/sanctioned or approved design or & drawingHighDrawings & technical specifications -Furnishing & Fixtures related packagesAs aboveHighDrawings & technical specifications -Equipment packages, e.g. Gym, Bathroom, etc. As aboveHighDrawings & technical specifications -Artworks, Props, and other packagesAs aboveHighAnd so on Function: Design of MEP, Mater data table: Drawings/specification master-MEP Package Drawings & technical specifications for the scope of work, including for BOQ -External Electrical work Not meeting customer requirements and thus leading to adverse impact on sales volume due to non-robust design vis a vis below aspects. i)Not meeting national building code standards or statutory specifications orii) Compromise of safety or &iii)Compromise on Quality or &iv) Statutory/sanctioned or approved design or & drawingHighDrawings & technical specifications -Internal Electrical work As aboveHighDrawings & technical specifications -Airconditioning or &VRV or & Heating work As aboveHighDrawings & technical specifications -Basement ventilationAs aboveHighAnd so on Activities that can adversely impact business· Inappropriate levels/positions of team members of “3 Design functions” with consequent inadequate skills for comprehending field-level risks of Master Data Tables· Inappropriate software development and workflow of risk templates making risk capturing of field level risks at master data table cumbersome and inefficient· Inadequate understanding and hence inappropriate capturing of the consequence of Incorrect accessing and use of Master data tables in“3 Design functions” * · Inaccurate classification of Risk level High, Medium, or Low by team members of “3 Design functions” *· Non-periodic/non-timely review of previously populated risk template to incorporate changes in Master data tables level risks and so onHandbook of the author A template illustrating risk classification, as High, Medium, or Low at the field level of Master data table level is included in chapter 10 (annex 16D) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “

05 Oct 2022,

Risk assessments- At Field's level of configuration Tables

Configuration tables usually store information such as company codes, plant codes or construction project codes, sales organisation or sales channels and other parameters that define the organisation structure of the company.In building design functions, other types of tables or databases can be used to store and manage design-related information, such as design specifications, building codes, material properties, and construction standards.These tables or databases (By whatever names they are called and not necessarily configuration tables)can be used to organize and manage the design process and ensure that the project meets the requirements and regulations.Software tools(like Building information modelling-BIM ) can support the design functions of construction projects and allow for creating and managing design-related data. Such BIM software can create 3D models of building designs and store relevant data about the building's components, systems, and materials. This data can then be used to support construction planning and decision-making.This blog covers the following aspects vis a-vis building design functions· Five activities for assessing risks at field choice levels, along with a template· Activities that can adversely impact business Five activities to asses risks at - Field Choice level of “Database” (or configuration table) tables1. Identify parameters that can influence the “Database” level (or configuration table) level RisksOnce “Database” (or configuration table) requirements /conceptualization have been done, the HOD/design functional team Identifies the consequences of incorrect accessing and use of specific /identified “Database” (or configuration table)vis-à-vis:· Adverse impact on Package specifications or Project package design· Negative impact on BOQ quality or construction quality· Adverse effect on Statutory conformance· Adverse effects on Project costs2. Design a Risk assessment template at the field choice level of the “Database” (or configuration table) level3. Software Programming of the Risk Assessment template4. Populate the field choice level of the “Database”(or configuration table) level risks in the template.5. Affecting changes in the field choices in above FunctionField “Choices” vis a vis each fieldCode for field choiceParameters influencing risk classificationRisk classification at the Field Choice levelDesign of ArchitectureStructureA01Incorrect designing of Architecture of unit, area, or buildingMediumCivil worksA02MediumFaçadeA03MediumExternal developmentA04MediumSoftscapeA05MediumAnd so on other choices in this FieldxxXXXXInterior DesigningFinishingB01Incorrect designing of the Interior of the unit, area, or buildingMediumFurnishing & FixturesB02MediumInterior design equipmentB03MediumArtworks etc.B04MediumAnd so on other choices in this FieldBXXXXXXDesign of MEPExternal electricalsC01Incorrect designing of MEP of the unit, area, or building Incorrect designing of any other package relevant to the unit, area, or buildingMediumInternal electricals,C02MediumAir conditioningC03MediumPlumbingC04MediumFire fightingC05Mediumfire protectionC06MediumAnd so on other choices in this FieldCXXXXXX A similar assessment is to be carried out for other Fields. Activities that can adversely impact business · Inappropriate levels/positions of “Design functions” team members with consequent inadequate skills for comprehending “Database” (or configuration table) level risks.· Inappropriate software development and workflow of risk templates make risk capturing at the field level of the “Database” (or configuration table) cumbersome and inefficient.· Inadequate understanding and hence inappropriate capturing of Consequence of Incorrect accessing and use of “Database” (or configuration table) in “Design functions” * · Inaccurate classification of Risk at “Field choice level” of “Database” (or configuration table)-High, or Medium, or Low by functional team member *· Non-periodic/non-timely review of previously populated risk template to incorporate changes in “Database” (or configuration table) level risks and so on * Handbook of the author A template illustrating risk classification as High, Medium, or Low at the field choice level of the “Database” (or configuration table)level is included in chapter 10 (annex 15D) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “

23 Sep 2022,

Ensuring statutory conformances by MEP designers during the designing process

In an earlier blog, it was shared that 48 key Statutory Acts are directly applicable (for 13 key functions in the real estate & hospitality Industry). In addition, there are 34 statutory Acts indirectly relevant through supporting functions like corporate Finance, Corporate Services, HR, etc. The number & provisions of Statutory Acts and activities listed in this blog are in the context of Indian Industry, and readers in countries other than India can modify these to meet similar type requirements of each country. For these 13 functions, eight types of statutory processes having 113 associated statutory activities have been identified as applicable. For the Design of the MEP function, four types of statutory processes (out of 5 types) are directly relevant, with ten key statutory activities (out of 113 identified) required to be performed as summarised below. · Process1: Meeting statutory and taxation obligations; Activities =2 as below 1. Publishing on web site RERA, Project wise details (The RERA Act,2016) 2. Summary of inward/outward supplies along with payment of tax (The GST Act,2017) GST · Process 2: Obtaining Licenses, approvals, and maintaining statutory records w.r.t Statutory Acts; Activities =3 as below 1. Complying with prescribed provisions of all applicable Acts & associated rules 2. Maintaining statutory prescribed records 3. Coordinating statutory inspections of business premises & documents · Process 3: Complying with IGST matters; Activities =4 1. Filing returns towards inward/outward supply of goods and services, ITC -input tax credit availed, output tax payable under section 35(1) 2. Complying with requirements w.r.t. imported goods or services under GST rule 56(1) 3. Complying with requirements w.r.t GST payable, collected, paid, and ITC availed under GST rule 56(4) 4. Complying with requirements w.r.t maintaining details of suppliers & customers with their GSTN registration number under GST rule 56(5) · Process 4: Deducting Income tax on services-TDS; Activities =1 1. Computing the TDS amount on service charges as per applicable income tax rules & deduction of the same from dues payable to the service provider/consultant At their discretion, the Central Government /statutory authorities may amend the applicability of statutory laws or various sections as mentioned in this blog. Given below is the list of 14 activities that can adversely impact business is as below (if these are performed unethically or without proper diligence) Statutory Process 1: Meeting statutory regulations and tax obligations and filing various key returns on the scheduled time =6 · Obtain “certification for adherence to statutory /approved sanctioned plans and project specifications and National Building code” through unfair means in case actual construction does not comply with sanctioned plans · Bribe statutory agencies to obtain a “Completion Certificate” even before construction is completed to customers and realize payments through construction areas not yet ready for possession. · Publish on website project details that are inaccurate vis a vis RERA-Real Estate (Regulation and Development) Act 2016 (inputs to Architect team) · Non-timely capture of details vis-à-vis summary return of outward and inward supplies and services along with payment of tax compliance in respect of The Central Goods and Service Tax Act,2017. · File returns inaccurately · File returns non-timely MEP teams usually give details /inputs for the above to Finance & accounts or the legal team for meeting statutory requirements. Statutory Process 2: Obtaining Licenses, approvals, and maintaining statutory records w.r.t Acts=2 · Bribe the statutory inspectors during their visits to the construction site to validate that construction conforms to statutory approvals · Not maintain or maintain and submit inaccurate statutory records and bribe visiting Statutory officials. . Statutory Process 3: Complying with IGST matters=5 · File return towards Inward and outward supply of MEP-related goods /services, ITC availed, output tax payable and paid under Sec 35(1) · Comply with requirements w. r. t. Imported goods or services under GST rule 56(1) · Comply with requirements w. r. t. GST payable, collected, paid, and ITC availed under GST rule 56(4) · Comply with requirements w. r. t maintaining details of suppliers and customers with their GSTN registration number under GST rule 56(5)- · Maintain record vis-à-vis inward or outward supply of MEP, design services, or inward collection of BOQ sample materials procured which are either incomplete or incorrect vis-à-vis amounts chargeable to GST or rate of GST or both MEP teams usually give details /inputs for the above to Finance & accounts or the legal team for meeting statutory requirements. Statutory Process 4: Deducting TDS-services=1 · Deduction of TDS (Tax deduction at source as per Income Tax Act,1961) at a rate different than prescribed. Handbook of the author You can read more about these 14 activities that can adversely impact business in Annexures 20B &21B and Chapter 3 of the author’s handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “

19 Aug 2022,

Boosting the productivity of Architects, Interior, and MEP Designers- by developing & using Configuration tables

For efficient performing of designing related activities for large construction projects, the development and use of “Configuration tables” and “Master data tables” along with appropriate “Fields” s in design function are very crucial. This blog highlights aspects related to developing and using “configuration tables.” What are Configuration tables? The Configuration tables are primarily data tables that store information representing multiple choices that exist in business and are required to be chosen frequently by project teams and building designers, such as below. · Types of packages (e.g., civil, interior design, MEP, and further drill down within each of these packages) · Types of project organisation (Housing, Commercial, hospitality, etc.) · Types of vendors (e.g., consultants/contractors/service providers/business associates) · Types of business documents (Design brief document, sanctioned drawing, Good for construction, As-built drawing, etc.) · Types of materials /BOQ items for various works (e.g., civil, electrical, plumbing, etc.) · Types of inspection frequency for BOQ/Constructed packages (e.g., none, % sampling,100%, etc.) · Types of Inspection attributes (dimensional, metallurgical, chemical, etc. vis a vis BOQ in various packages) The configuration tables are usually created by ERP consultants when designing the overall systems for the organization, usually within the ERP systems (like SAP) or and “Customised Designed solution” as appropriate Activities to develop configuration tables: Usually, seven activities are required to be performed to develop configuration tables as below. 1 Identify the key “configuration Tables” names that need to be developed based on functional requirements 2. Assign a unique number to each identified configuration table 3. Identify the “fields” as relevant for each configuration table 4. Assign “field codes” as relevant. 5. Identify various “field choices” available for each field. 6. Assign “field choices” as relevant. 7. Design and Populate the contents of configuration tables having columns as proposed below · Col 1. Key function · Col 2. Configuration table number · Col 3. Description of “Field” · Col 4. “Field” number/code · Col 5. The Field choice description · Col 6. Choice code (as applicable) Active dialoguing is needed among designers (Architects, Interior, and MEP Designers) and the IT and systems team, Project functions, and other interfacing functions for designing the contents of respective Configuration table tables. This is because “Field choice,” though designed by a specific function, is often used by many functions besides design functions for enhancing the efficiency and effectiveness of functions. Illustrations of contents of configuration Tables One illustration for each design function is captured below. The code numberings (for configuration table, field, and field choices) mentioned in the below illustration are simply for an easier understanding from a digitalization perspective. They can be changed 100% at organization’s absolute discretion. Coding schemes are usually configured by the ERP vendors/software solution providers. More details about coding schemes are included in chapter 9 of my book. . Key function Configuration Table Number assigned. Description of Fields in the configuration table and No tables with code range Field number Field Choices Abbreviation for Field Choice Designing of Architecture of buildings CT211 Type of packages in Civil works F501 Structure A01 Civil works A02 Façade A03 External development A04 Softscape A05 and so on AXX Designing of Interiors of buildings CT221 Type of packages in Interior design works F531 Finishing B01 Furnishing and Fixtures B02 Interior design equipment B03 Artworks B04 And so on BXX Designing MEP and Engineering services CT231 Type of packages in MEP works F556 External electricals C01 Internal electricals C02 Air conditioning C03 Plumbing C04 Firefighting C05 Fire protection C06 Lifeworks C07 Fuel supply C08 Sewage treatment C09 And so on xx Architects, Interior designers, and MEP designers can identify and develop many more configuration tables based on the above illustration. The number of configuration tables can be expanded to as required, say, @10 for each design function depending on the size /complexity of the project or organisation. Similarly, the number of field/field choices can be expanded out of more fields listed in Annex 1F in the handbook. Activities that can adversely impact business. Inaccurate fields and field choices configuration while developing/populating the configuration tables. Undiligent selection of “field choices” by the building designer, leading to inappropriate design of Architect or Interior or MEP. Not updating configuration tables in design functions promptly as and when changes occur in fields/field choices or additions/deletions take place in the number of packages vis a vis relevant function. Continue using conventional design methods rather than effectively using configuration tables (usually residing in ERP –modules) by not integrating ERP software with “Design software.” . Handbook of the author You can read more about the 21 activities(@7/function) that can adversely impact business as summarised below from chapter 5 of the author’s handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services. “

19 Aug 2022,