ETHICS in the real estate and hospitality industry

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,

Defining roles for 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) Risk Assessment at - Field level of Master data tables Activities to assess risks at field level of Master data table level 1. Identify parameters that can influence “Field level” risks- w.r.t each Master data table Once 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 conformance This 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 of i) Field populated inaccurately ii) Fields accessed or amended unauthorizedly 2. Design a risk assessment template at the Field level vis-à-vis each Master Data Table 3. Software programming of risk template for Field level 4. Populate “Field” level risks vis-à-vis each Master data table 5. Affect Changes in above Few illustrations of risk classification at the field level of master data table levels: Field Consequences 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 works Drawings & technical specifications for the scope of work, including for BOQ - Structure work’s packages 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 or ii) Compromise of safety or & iii)Compromise on Quality or & iv) Statutory/sanctioned or approved design or & drawing High Drawings & technical specifications - Civil Building work’s package As above High Drawings & technical specifications - Facade work’s package. As above High Drawings & technical specifications - External development areas / Landscape /hardscape work package. As above High Drawings & technical specifications - Softscape work’s package As above High And 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/packages 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 or ii) Compromise of safety or & iii)Compromise on Quality or & iv) Statutory/sanctioned or approved design or & drawing High Drawings & technical specifications -Furnishing & Fixtures related packages As above High Drawings & technical specifications -Equipment packages, e.g. Gym, Bathroom, etc. As above High Drawings & technical specifications -Artworks, Props, and other packages As above High And 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 or ii) Compromise of safety or & iii)Compromise on Quality or & iv) Statutory/sanctioned or approved design or & drawing High Drawings & technical specifications -Internal Electrical work As above High Drawings & technical specifications -Airconditioning or &VRV or & Heating work As above High And 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 on * Handbook 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

In one of the earlier blogs, the purpose and process of developing configuration tables were shared.This blog summarises key aspects to carry out risk assessment at the field choice level of the configuration table as relevant for Design functions. 2.1 Risk Assessment at - Field Choice level of configuration tables- Illustration of risks templates 1. Identify parameters that can influence “Configuration Table level” RisksOnce configuration table requirements /conceptualization has been done, the HOD/design functional team Identifies the consequences of incorrect accessing and use of specific /identified Configuration table vis-à-vis:· Adverse impact on Package specifications or Project package design · Adverse impact on BOQ quality or construction quality · Adverse impact on Statutory conformance · Adverse impact on Project costs 2. Design a Risk assessment template at the field choice level of the configuration table level 3. Software Programming of the Risk Assessment template 4. Populate field choice level of the configuration table level risks in the template Function Field “Choices” vis a vis each field Code for field choice Parameters influencing risk classification Risk classification at the Field Choice level Design of Architecture Structure A01 Incorrect designing of Architecture of unit, area, or building Medium Civil works A02 Medium Façade A03 Medium External development A04 Medium Softscape A05 Medium And so on, other choices in this field xx XXXX Interior Designing Finishing B01 Incorrect designing of the Interior of the unit, area, or building Medium Furnishing & Fixtures B02 Medium Interior design equipment B03 Medium Artworks etc. B04 Medium And so on, other choices in this field BXX XXXX Design of MEP External electricals C01 Incorrect designing of MEP of the unit, area, or building Incorrect designing of any other package relevant to the unit, area, or building Medium Internal electricals, C02 Medium Air conditioning C03 Medium Plumbing C04 Medium Fire fighting C05 Medium fire protection C06 Medium And so on, other choices in this Field CXX XXXX A similar assessment is to be carried out for other Fields. 2.2 Activities that can adversely impact business · Inappropriate levels/positions of “Design functions” team members with consequent inadequate skills for comprehending Configuration tables level risks. · Inappropriate software development and risk template workflow make Risk capturing at the configuration table's field level cumbersome and inefficient.· Inadequate understanding and hence inappropriate capturing of Consequence of Incorrect accessing and use of configuration tables in “Design functions” * · Inaccurate classification of Risk at “Field choice level” of configuration table (High, Medium, or Low) by functional team member *· Non-periodic/non-timely review of previously populated risk template to incorporate changes in Configuration tables 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 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,

How to assign Roles to Architects, interior, and MEP designers systematically? -An Illustration

This blog aims to provide essential insights into the process of assigning roles to designers vis a vis 225 identified core design activities performed by designers as summarised below and included in the handbook mentioned at the end of this blog. · By Architects=118- For designing Design of structure+ Architecture+ Façade+ external development +softscape works · By Interior designers =37 -For designing Finishing works +Furniture, fixtures, and equipment for interiors +Artwork · By MEP designers =70 -For Electricals (external and internal) +Airconditioning and Basement ventilation works This requires a basic understanding of four concepts as highlighted below i)Segregation of duties (Abbreviated as S-O-D) to avoid conflict of roles ii)Development of Authorisation Profiles or simply called profiles in this Handbook iii) Understanding the concept of roles iv) Attaching Profiles to Roles Four concepts i)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/49 ). Implementing S-O-D can enable avoiding conflict of roles amongst designers at different levels. ii)Development of Authorisation profiles -Accessing Core activities -1 illustration The author proposes developing five authorization profiles for performing each core activity, and illustrations are given below It is suggested that, for each design activity (within each design stage), there must be a distinct option to choose from any one or combination of the following five activities · Create or initiate the design activity e.g., initiate concept design or draw sanction drawings or make a tender, and so on) · Edit or modify the above design activity · Delete the above design activity · View the above design activity · Approve the above design activity An illustration for the “Design of Architecture function”, is captured below in a tabular form with a suggested profile code numbering scheme (given in the handbook, chapter 9 and hence not covered here), which of course, can be changed by the reader at their absolute discretion. Function: Design of Architecture Name of Core process vis a vis activity for SOD development: Design of Structure Design Activity Description: Developing Concept designs and schemes (based on design calculations of PCC/Reinforcements requirements based on a factor of safety/Earthquake zone etc.) and using software like STADD or ETAB. Risk Classification for accessing this Core Activity: High. Profile numbers Proposed for accessing this Core Activity: PC02001 to PC02005(Compiled in Annexure 30A in the book mentioned below) Description PC02001 PC02002 PC02003 PC02004 PC02005 Key “Rights” vis a vis this activity (RHS of this row) Column 1 Create or Initiate Column 2 Edit/ or Modify Column 3 Delete Column 4 View Column 5 Approve Column 6 Function assigned Name (RHS of this row) (Design of Architecture (Design of Architecture (Design of Architecture (Design of Architecture (Design of Architecture Team assigned Number & name(RHS of this row) T-5 Architect For all areas T-6 Functional Risk Coordinator T-6 Functional Risk Coordinator T6 Functional Risk Coordinator T-7 function head Employee Level Proposed (RHS of this row) Middle Higher middle middle Higher Position who can Perform (RHS of this row) Sr. Mgr. GM Sr. Mgr. Mgr. Project Head Thus for 1st illustrated design activity, 5 Profile numbers have been generated using the SOD concept as PC02001 to PC02005 to each set of Combination of Function +Team+ Level +Position vis columns 2,3,4,5 & 6, respectively. Team name, Positions & levels mentioned in this table are hypothetical for simple understanding of readers and can be suitably modified at the absolute discretion of the organisation Interior & MEP designers can directly develop similar tables per the above illustration for all other packages. Such development of profiles is to be completed for each of the 225 design activities as identified in the handbook. It implies developing 1125 authorization profiles (@5x225 activities identified). However, before assigning rights /functions/levels/positions to each profile, each of the 225core design activities must be thoroughly studied and individually classified as having High, Medium, or low risks as per methodology given in a separate chapter 10 of the handbook and illustrations in annex 13C The Number of activities can be much higher or enhanced as required based on the size of construction projects and design organisation. Thus assuming 400 design activities in each of Architect, Interior, and MEP design functions, 2000 profiles per design function (@5 profile per activity, i.e., @ 2000 profiles for each of 3 design functions totaling 6000 profiles, i.e., PC02001 to PC08000 as captured in the book. iii) Understanding the concept of “Roles” Roles mean what a particular professional (here a designer) is authorised to do as per a few examples below. · Developing a concept design is one simple role · Simply drafting or generating drawings is another simple role · Developing sanction drawings for statutory approval is another example of a simple role · Integration of designs say with MEP design is another role, which is a relatively complex role · Developing detailed design and also making tenders is an example of the complex role Based on the earlier tabulated illustration, the configured, “Authorisation Profiles” PC02001 to PC02005 so developed can be attached by the HOD-Architect function to simple “Roles” (with the help of the IT/ERP team) depending on the roles planned at the granularity level. Once all the 1125 authorization profiles have been developed (or higher say 6000 profiles as stated above), attachment of these profiles to various roles is proposed to be done in three steps as below, particularly when the design organisation is operating in highly digitalized/ERP environments. Thus, a role can have one or more combinations of profiles (out of 1125 profiles for 225 activities or 6000 expanded profiles) attached to it, to be called a “Simple or complex Role”. iv) Attaching Profiles to Roles Although the Number of profiles can run into thousands (as mentioned above), the Number of designers in organisations is limited. It is therefore prudent that before the final attachment of profiles to roles, thorough testing is done to see that design activities are carried out smoothly based on competency assessments at different hierarchical levels & positions who will perform such roles. The steps are: a) Attach profile to roles in “Development computer server” b) Test roles in “Test servers” by ERP teams and designers c) 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 attached to the production server by following P-D-C-A (plan-do-check-act) approach Thus, the Number of roles can run into tens & hundred (as profiles may be in 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 multi-tasking role expectation of the organisation. · The technology of construction, design software, · The design organization structure and empowerment culture · Risk appetite of the company. Therefore, to enable the digitalization for developing thousands of profiles, some ERP Vendors, like SAP, offer profile generating software, wherein standards authorization profiles can be developed and attached to architects, interior, and MEP designers for carrying out design development. These roles can then be assigned to different positions, independent of the names of individuals after factoring following: · Number of teams & design functions · Number of employee levels · Types of positions in the hierarchy · Competency level associated with roles (covered in earlier blog https://www.ethicalprocesses.com/blog_detail/46) Such profile assignments can be done digitally but must be done diligently, and each role may have a multitude of authorisation profiles attached to it. Soon, please look for separate blogs that will be prepared & published for assigning roles to Architects, interior, and MEP designers (titled “Assigning access rights” for performing other activities, such as statutory activities, accessing master data tables, and so on. Handbook of the author A template illustrating assigning access rights to activities is included in chapter 11 (annex 26C) in the handbook of author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “

15 Aug 2022,

How to develop a Quantification model to determine Risk Scores in design activities

List of activities performed by Architects, interior & MEP designers Below is a list of 225 activities usually performed by designers (for a typical mid-size construction project) during various design development stages. Architects: 118 design activities identified (For the design of the structure=7, building architect=65, Façade=22, external development=12, and softscape=12)Interior designers: 37 design activities identified (For the Design of finishing works, fixtures & equipment, and artwork)MEP designers: 70 design activities identified (For External &internal electricals=32 and Airconditioning using VRV and basement ventilation=38)A brief narration of these 225(118+37+70) design activities can be seen in annex 21A(2),21A(3 )&21A(4) respectively at the website https://www.ethicalprocesses.com The number of activities can be more or less than 225 at the discretion of designers/organisation, depending on the type of organisation structure, project size, number of design packages and software used, etc.How to determine risksThe ultimate objective of risk assessment in design functions is to prevent risk occurrences by initiating countermeasures for preventing risks.The activities to assess risks include i. Designate Risks Assessment team (CFT-Cross-functional team)ii. Identify aspects that can contribute to core activity level risk iii. Design a risk assessment template for the core activity level iv. Software programming of risk templates. v. Populate the “Risks” template by the design functions in consultation with CFT Proposed Quantification Model for risk assessment - The template for quantifications is to be populated by assessing the Impact on the following in case design activities are performed incorrectly or without due diligence The Impact is to be ascertained on the following scales. i) Severity of Impact in case of risk occurrence (10-point scale)ii) Detectability stage of risk being found out (10-point scale)iii) Occurrence -likelihood of risk occurrence (10-point scale) The severity score: Determined based on 10 a point scale based on impact /adverse implications on aspects as below: i)Severity - adverse Impact on:a) Profitabilityb) Statutory compliancec) The strategic value of the company/company image affects customer retention d)Financial statement accuracy e) Reliability/effectiveness of design process being assessed Assigning scores · 1 being the lowest adverse Impact on business. · 10 being the highest adverse Impact on businessii)The detectability score: Determined based on a 10-point scale based on the detectability of adverse Impact at which stage as below: Detectability stage (any 1 of 5 stages)a) At the very 1st stage i.e. by the designer himself/herself while initiating or creating Design b) At the design review /peer review or approval stage within the design function or outsourced consultant vetting design c) At subsequent process/intermediate stage e.g construction stage of building d) At the corporate (or in-house audit by the Project head) stage within the organization e) At the customer end after the handover of the building area (outside the organization) Assigning scores · 1 being the lowest adverse Impact on business (eg. Detection at Stage (a) above· 10 being the highest adverse Impact on business (eg. Detection at stage (e) above iii) Occurrence /likelihood score: Determined based on a 10-point scale based on design activity going wrong considering below cumulative factors: Assigning scores · 1 being very low i.e.least number of causes from the below list · 10 being extremely high i.e. large number of causes from the below list a) Skill level of the designer performing an activityb) Segregation of duty for activities/role confusion c)Completeness of execution of design activity d)Validation at each stage of the design activity d)Correctness of source data (e.g. customer requirements, Quality standards, statutory requirements) e) Adequacy of internal controls f) Robustness of systems and updated SOPg) Authorisation norms for design activities creation, editing, deleting, viewing, and approvalh) Designing Process Logic correctness/accuracy of design assumptions i) Other aspects: the complexity of business, change management, ethicsDetermining Risk score For this Impact, the exposure matrix is to be developed based on the score to be computed as per the methodology below:· Determining Impact score on a 100 Point scale (based on multiplication of score at (i) &(ii) above as per activity · Determining Exposure score on a 10 Point scale (based on the score at (iii) above as per activity In case, according to the design team, any of the activities marked as a), b), c) and so on onwards in point i), ii), iii) in the templates, that influence the score -determination are not relevant/not applicable, the same need not be considered for scoring. Illustration Template for one Key Core Process: The below illustration is based on design activities performed for one package i.e. “Designing of building structure” but exactly 100% of the same template/model can be adopted for assessing risks vis a vis any package in Design of architecture or Interior design or MEP design. Activity vis a vis Core Process In “Designing of structure “ Impact score Out of 100 Exposure scores out of 10 Risk Classification Level Developing Concept designs and schemes (Based on design calculations of PCC/Reinforcements requirements based on a factor of safety/Earthquake zone etc.) and using software like STADD or ETAB. Say above 75 Say above 8 High Vetting of Design by proof consultant Say above 75 Say above 8 High Developing GFC and specifications for various structural elements like capturing TMT bar sizes, RMC, etc. for various structural elements say 50 to 74 Say 5 to 8 Medium Preparing Tender (covering Tender drawings and specifications, technical specifications, Material brands, Quality standards, and so on) say 50 to 74 Say 5 to 8 Medium Issuing Structural stability certificate Say above 75 Say above 8 High Making Cost estimates for structure Say above 75 Say above 8 High Issuing “As-built drawings” after the structure is complete and approved. Say 1-49 Say 1-4 low And so on in case of more number of design activities The impact scores or exposure scores indicated in the above template are hypothetical and just for the reader’s understanding only. The scores may vary considerably as per the actual situation at the designer end based on the type of construction project, design software, and organisation. Way-forward to Minimize the Risks Score · Engaging professionally qualified designers · Ensuring design activities incorporate national &international quality standards· Reviewing design activities from health & safety perspectives before approving · Ensuring transparency (amongst designers) of design calculations · Applying good design practices · Using licensed software· Building internal controls to prevent giving and taking bribes· Developing the following SOP· Developing profiles at the granularity levels · Attaching profiles diligently · Implementing S-O-D (Segregation of duties) concepts while assigning roles · Assigning roles judiciously based on competency · Encouraging self-audit by designers· Continuous competency enhancement of designers at each level· Introducing performance measures through KPI Handbook of the author A template illustrating risk classification, as High, Medium, or Low at the core activity level is included in chapter 10 (annex 13E) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “

10 Aug 2022,

Enhancing the productivity of Architects, Interior, and MEP Designers- by developing & using master data tables

For efficient performing of designing related activities for large construction projects, the development of master data tables along with appropriate “Fields” s in design function is very crucial.The “Fields” in such tables are selected by designers but configured with help of IT/ERP consultants while designing the overall systems for the organization. The master data tables need to be configured within the ERP systems (like SAP) or and “Designing software” as appropriate, by whatever name so-called in the “Designing software” What is “Field” The master data tables contain “Fields” which carry important information such as below:· Drawings and technical specifications including that of BOQ -unique for each design works package like structure, architecture, Interior design package, MEP · Scope of work - Line items- unique for each design works package like structure, architecture, façade, etc.And many more This blog highlights activities to develop master data tables & few illustrations of master data tables as below. Activities to develop Master data tables:Usually, 5 activities must be performed to develop master data tables as below.1 Identify the key “Master Data Tables” names that need to be developed based on functional requirements 2. Assign a unique number to each identified master data table 3. Identify the “fields” as relevant for each Master data table 4. Identify the “field codes” applicable for these tables for digitalization5. Design and Populate the contents of master data tables having columns as proposed below Col 1. Key function Col 2. Master table’s proposed name Col 3. Proposed table number Col 4. “Field” name/descriptionCol 5. “Field” code Col 6. “Field” value (as applicable)Active brainstorming 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 master data tables. This is because “Field”, though designed by a specific function, is often used by all functions, besides design functions such as construction project functions and commercial functions (as shown below) for enhancing the efficiency and effectiveness of activities. i) Fields directly applicable to Construction Project functions · Land buying & Selling =16 · Designing of Architecture of buildings =27 · Designing of Interior of buildings=23 · Designing MEP & Engineering services=59 · Appointing Project Consultants & Contractors=50 · Construction of Buildings=50· Green Building Certification=7· Quantity Survey (QS) & Measurement=37· Project Material Management=35 · Project Quality Management=55· Legal & Secretarial=9· Project Completion=15· Selling of Constructed Areas=45Sub-total-Project functions=428 (Listed in annex 1F,1G of handbook named below) ii) “Fields” applicable to all functions =98 (Listed in annex 1A of handbook named below) (e.g. company type, name & code, category of Project name, location and code, employee name, code etc)iii) “Fields” directly applicable to Management functions · Finance & accounts=50, · corporate services=25,· Legal & secretarial =16, · IT/Systems=16(Listed in annex 1B of the handbook named below) iv) “Fields” directly applicable in Human resource=29, Administration=14(Listed in annex 1C of handbook named below) Total number of “Fields” applicable in functions =676 The number of “fields” above are just illustrations and can run into hundreds. “Fields” can be planned and increased by Architect, Interior, and MEP designers as required as per the size of organisation, number of projects, and complexity of the projects 6 Illustration of developing master data tables and “Fields” A few illustrations of the contents of Mater data tables in three design functions are as below along with a few identified “fields”: Name Design Function Master data table name “Field” name “Field” Value @ Architecture 1 Drawings/specification master-Packages in Civil works Drawings and technical specifications - Civil Building works package, including BOQ Drawings and technical specifications - Facade works package Drawings and technical specifications – landscape works package Created or initiated by Date of creation And so on more “Fields” 2 Scope of work Master -Packages in Civil works Scope of work - Line items -Structure work packages Scope of work - Line items - Civil Building works packages Scope of work - Line items - Facade works packages Created or initiated by Date of creation And so on more “Fields” And so on more master data tables Interior design 1 Drawing/specification master packages in Interior Design List of Drawings and technical specifications for the scope of work, including for BOQ -Finishing works Drawings and technical specifications -Furnishing &fixtures Drawings and technical specifications – Equipment e.g. Gym, bathroom related, etc. Drawings and technical specifications -Artwork.Props etc. Created or initiated by Date of creation And so on more “Fields” 2 Scope of work Master -Packages in Interior design works Scope of work - Line items in Finishing works Scope of work - Line items in Furnishing and Fixtures. Scope of work - Line items in -equipment Scope of work - Line items in Artwork Created or initiated by Date of creation And so on more “Fields” And so on more master data tables MEP design 1 Drawing & specification master -MEP packages List of Drawings and technical specifications for the scope of -including for BOQ -External electrical works Drawings and technical specifications -internal electrical works Drawings and technical specifications – Air-conditioning &VRV works Created or initiated by Date of creation And so on 2 Scope of work Master -MEP packages Scope of work - Line items in external electrical works Scope of work - Line items in internal electrical Scope of work - Line items in -equipment Scope of work - Line items in -Airconditioning &VRV works Created or initiated by Date of creation And so on more “Fields” And so on more master data tables Note: @ indicates that the “Field” values need to be populated by the respective Architect, Interior, and MEP designer and are variable. Activities that can adversely impact business.· Inappropriate selection of “Fields” in the Master Data Table or and having overcrowding of “Fields” making retrieval of required information difficult · Inappropriate populating Master data tables in three design functions inaccurately vis-à-vis applicable “Fields” and their Values * · Authorised designers, colluding and making circular changes in “Field” values in the Master Data Tables and after executing transactions /performing design, restoring original “Field” description values. *· Simultaneously, disabling of the audit trails by a designer to suppress the circular changes from the management or auditors or statutory authorities and providing undue benefit to the business associate or team member. * · Not updating master data tables online as and when changes occur in specifications or scope of work vis a vis various “Fields” or addition/deletion of various “Fields” takes place. · Inappropriate authorisation of master data table and the “Fields” therein. · Not implementing the SOD-Segregation of duty concept for approving master data tables. In the above-listed activities, that are marked* reflect activities that can also have adverse statutory implications. You can read more about the 15 activities (@5/function) that can adversely impact business as summarised above from chapter 6 (and annex numbers mentioned above) of the author’s handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “

01 Aug 2022,

Developing KPIs for Functions of Design of Architectural, Interior designing, and Design of MEP.

A KPI for a function is a measurable value that demonstrates how effectively a function is meeting organizational objectives. KPI needs to be specific, measurable, realistic, and communicated to concerned key functional team members to accomplish. How to develop KPI For developing a robust KPI system,11 business activities are considered essential in each of the 3 Project design and engineering functions as below. · Sharing of corporate targets like Sales nos, Revenue and Construction costs & Completion targets with HOD of Design of Architectural, Interior designing, and Design of MEP · Design of format/contents of KPI with inputs from CEO/MD · Identify important KPI for each of the 3 design functions based on corporate objectives and external influences like customer demand or & competitors’ offerings or & economy or &statutory considerations · Proposing initial KPI Targets and Measures by HOD of design functions · Reviewing, modifying, and approving the respective design team’s KPI by CEO/MD · Putting up measurement systems in place like reports /dashboards · Converting each functional KPI into KRA-Key result areas of functional team members at different levels i.e. § Higher level: directors-, HOD/Chief designer, General managers-GM, and so on as applicable § Middle level: senior manager-sr. mgr, manager, and so on as applicable § Lower level: assist. manager/junior mgr., staff, and workers so on as applicable · Monthly capturing of actual accomplishment of KRA by respective teams in templates · Periodic review of Actual accomplishment of KPI vs Target · In exceptional cases, reviewing, updating, and resubmitting KPI to CEO/MD · Compile Level-wise Actual vs Target of KRA and forward updated reports to the HR team for subsequent annual performance appraisal system at each level. Suggested Template for KPI -An Illustration Based on the above, a template with 9 columns and 20 rows is proposed below for the 3 Design functions which can be populated by the HOD of Architect, Interior design, and MEP design respectively S.no Suggested KPI Measure of accomplishment UOM % Weight- age Target Actual Score earned based on col 7/6x5 Remarks 1 2 3 4 5 6 7 8 9 1 No of the projects for which Architectural, Interior, and MEP designs were commercialized successfully New projects commercialized Nos 5 Approval of Sample flat or mockup unit by potential customers leading to booking 2 Benchmarking of competitor’s projects Site Visits to Sample apartments or & completed Construction projects to gather unique project features Nos 5 Presentation to Promoters of the features and our plans to offer even better features in design plans 3 Mockup unit Development costs Costs include: i)Direct -pro-rata costs of dedicated manpower for Architecture, Interior design, or MEP functions + ii)Outsourced consultancy iii)Mockup unit -costs of BOQ -local+ imports (excluding Interior design & MEP) + iv)Costs of consumables+ v)Costs of manpower for the construction of mockup+ vi)Dedicated Software+ vii)Travel costs directly related to Project+ viii)Rework costs+ viii)Surplus BOQ samples that are unusable Excludes -manpower engaged in supporting existing models Mockup/sample room costs Rs or USD/Project or Rs /USD 5 4 Timeliness -for preparation, release & approval of design works vis a vis Developing Concept design On-time release - score on a 5-point scale, with five being excellent /delightful & 1 being poor score 5 From the Start of Go ahead given by the promoter for designing the specific Projects 5 Timeliness -for preparation, release & approval of design works vis a vis Developing Schematic design As above score 5 6 Timeliness -for preparation, the release of design works for obtaining Sanction design from statutory authorities (This KPI may not apply to Interior design) As above score 5 7 Timeliness -for preparation, the release of design works vis a vis detailed Design-Based on statutory approvals including RERA/Statutory body as applicable As above score 5 8 Timeliness -for preparation, comprehensiveness, and release of Tenders vis a vis technical design aspect, including designs/technical specifications · Structure works · Civil works · Façade works · Landscape Works-Hardscape · Landscape works-Softscape · Interior design -Finishing · Interior design -FFE works · Interior design -Artwork · MEP-Electrical works · MEP-Airconditioning works · And so on As above score 5 9 Timeliness -for preparation, comprehensiveness, and release of Target/estimated Project Costs in Rs or USD & or Rs or USD/sqft including (BOQ+ Labour+ direct construction variable costs)- As above score 5 Package-wise costs along with assumptions to be prepared. 10 Timeliness -for preparation, comprehensiveness, and release of design works vis a vis Working drawing/GFC (Good for construction drawings) As above score 5 11 Timeliness in obtaining statutory approvals (Before or during construction) such as below but not limited to: Zoning plans, Building /site plans & drawings, building height clearances, In principle approval for BOQ material specification of the works to be constructed & many more, including Structural design safety certification As above score 5 12 Comprehensiveness & accuracy of technical specifications & designs in tenders As above score 5 13 Technical support to in-house purchase and contracting teams in selecting consultants and contractors and incorporating clauses in their agreements w. r. t. their scope of work, specifications, and deliverables As above score 5 14 Quality of designs causing delays in project execution due to inadequacy/rework of designs vis a vis various packages for Architecture, Interior designing, MEP works vis a vis each package mentioned earlier As above score 5 15 Rendering Support to Project construction team +Contractors during construction for issues related to constructability of design and drawings As above score 5 16 Rendering support to the QS team for carrying out measurements of all related works vis construction packages including bills for substitute/extra materials As above score 5 17 Accuracy in the passing of outsourced consultant’s/service provider’s bills vis a vis deliverable in agreement As above score 5 18 Timeliness for release of: - As-built drawings & design - Revised Project costs vis a vis target As above score 5 19 Timeliness in obtaining statutory approvals-post construction such as below but not limited to: · Deed of declaration for actual area constructed · Occupation certificate, · Completion certificate etc. (This KPI may not apply to Interior design) As above score 5 20 Cost reduction/Value engineering in BOQ Savings in Project cost Rs or USD 5 Total 100 * Notes: * Total score earned of all KPI parameters can be computed and used in annual appraisal/ promotion etc · 80-100=Excellent · 60-80= very good · 40-60= average · 20-40= below average · Below 20=Poor How to populate the KPI template i)Here each row represents a KPI parameter (along with the unit of measurement) with a score @5 for each KPI (as an example for simplicity) thus adding up to a total KPI Target score of 100 mentioned in column 5 of template ii) Basic inputs for computing actual accomplishment vis a vis each KPI are given in the last column iii) The values for the targeted KPI and actual accomplishment, are to be filled in columns 6 & 7 respectively iv) Thereafter score earned to be determined as: The actual value in column 7 ……………………………………… X weightage score in column 5 Target value in column 6 eg. For the 1st KPI in row 1 is no of projects commercialized with values as below Target =10 (column 6) actual= 9 (column 7) weightage=5 (column 5) Score earned will be = 9/10 x5=4.5 v) Likewise score earned of each KPI to be computed in 20 rows and say it works out to be = 85 vi) The total score earned as above can serve as one of the relevant qualitative inputs for performance appraisal. This score will classify as an excellent category as the assumption mentioned at end of the table vii) The HOD of Architecture, Interior design or MEP functions can make modifications, to the number of KPIs, and their description vis a vis this template in consultation with the Project head, CEO, and MD viii) Likewise, HOD of Architecture, Interior design, or MEP functions assign different weightages to the KPI parameter listed in rows, instead of keeping 5 as mentioned in the above illustration but the total of all KPI must add up to 100 in column 5. viii) Suggest separate sheet to be prepared for Residential, commercial, hospitality, and other projects ix) KPI can be developed by teams of Design of Interior and MEP functions based on a similar approach Activities that can adversely impact the business while developing KPI § KPI parameters are non -comprehensive due to the following: § Not aligned to Corporate Objectives § Contain primarily transaction-related mundane indices § Measures of accomplishment are deliberately kept vague and not merit-based leading to the scope of manipulation § Percent weightages assigned to each KPI are biased with ulterior objectives of influencing outcome vis-à-vis performance perspective. § Targets Set are biased (too stretched or too loose) to reprimand or favor specific team members or specific levels of employees, leading to demotivation/dissatisfaction. § The actual measurement carried out is captured inaccurately or manipulated. § Making circular changes in the KPI Targets or actuals during the performance review period and restoring original values, with ulterior motives and simultaneously disabling the audit trail to prevent detection. § In the workflow/embedded software (that enables accessing of KPI) incorporating incorrect indices vis-à-vis management-approved KPI indices by not exercising prudence leads to mistaken capturing of % Weightages or Targets Detailed about business activities to be performed for developing the KPI are included in chapter 18 (annex 42B) in the handbook of the author and titled” ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services

21 Jul 2022,

Avoiding conflicting roles amongst Architects, Interior and MEP designers

For carrying out various design function-related activities, the process of assigning user rights to core design activities, particularly in IT environments, is complex. If Architects, Interior Designers, and MEP designers are assigned rights injudiciously, there can be conflicting roles as per a few illustrations below. Few Illustrations of conflicting role assignments in Design functions are tabulated below SNo Design Activity Description Architect Assigned Say employee code Interior designer Assigned Say employee code MEP designer Assigned Say employee code 1 Initiate or /create or design development activity at the Concept design development stage EA001 EI001 ME001 The same designer approves the Concept design without any peer review or higher-level designer EA001 E1002 ME001 2 Initiate or /create or design development activity at the Schematic design development stage EA002 EI002 ME002 The same designer approves the Schematic design developed without any peer review or higher-level designer EA002 E1002 ME002 3 Initiate or /create sanction designs/drawings for submitting to the regulatory body EA003 Not applicable ME003 The same designer approves the sanction designs/drawings developed without any peer review or higher-level designer and submitted to the regulatory bodies EA003 Not applicable ME003 4 Initiate or /create detailed designs/drawings based on statutory approvals EA003 Not applicable ME003 The same designer approves the detailed designs /drawings without any peer review or higher-level designer EA003 Not applicable ME003 5 Initiate or /create Tenders with technical and commercial terms EA004 EI003 ME004 The same designer approves the Tender without any peer review or higher-level designer EA004 E1003 ME004 6 Estimating costs of the entire building based on various Bill of quantities EA004 EI003 ME004 The same designer approves the project cost without any peer review or higher-level designer E004 EI003 ME004 7 Initiate or /create “As build designs/drawings” EA005 EI004 ME005 The same designer approves the As build designs/drawings” without any peer review or higher-level designer EA005 E1004 ME005 8 Negotiate fees and payment terms with the outsourced “Consultant” for procuring consultancy-related design services EA004 EI003 ME004 Approve the fee rate of the external consultant without involving the contracts team or finance team EA004 E1003 ME004 9 Certify & Approve work initiation or completion of outsourced “Consultant” w. r. t. designs and drawings EA003 EI002 ME003 Authorize payment releases for advance/other payments to outsourced “Consultant.” Against work initiation /completion EA003 E1002 ME003 10 Create” an agreement with an outsourced “Consultant” towards services EA004 EI003 ME004 Approve/release such agreement directly (without vetting of Scope of design work, terms, and conditions by project-finance or and project-legal team or and Project head) EA004 E1003 ME004 11 Make changes in the scope of the outsourced Consultant’s Consultancy work and associated deliverables EA004 EI003 ME004 Approve & release” the amended agreement to the outsourced “Consultant”. EA004 E1003 ME004 12 Make changes in outsourced Consultant fees or reimbursement rates or payment terms EA004 EI003 ME004 Approve such amendments and pass Running account (RA) bills /final bills of outsourced Consultant for payments EA004 E1003 ME004 Employee code no’s like EA001 & onwards, EI001 & onwards, ME001 & onwards mentioned above are just for simple understanding of readers and would vary based on the size of the construction company, no of projects to be designed, and design organization structure being lean or fat. Many more such conflicting role possibilities can be directly identified by readers in design functions related to Architects, Interior Designers, and MEP. In some design functions, with a very lean design organisation, the same designers perform design activities for Architects or & Interior Designers or & and MEP designs. Implications Assigning conflicting roles, can trigger colluding of designers with outsourced consultants or contractors, or project team members, and compromising of the cardinal principle of "segregation of duties" leading to:· Design deficiencies. · Adverse impact on project costs or construction quality or not meeting customer requirements or project completion timelines.· Statutory non-conformances Suggested approach – Assigning roles based on Segregation of duties The roles assigned to any designer need to be such that these are appropriate to the designer’s position/level, skill, and competence. The roles are to be assigned so that the cardinal principle of segregation of duties is followed to ensure that there are no conflicts of duties or incompatibility in roles. The activities proposed are as below: 1. Identify Parameters for developing the S-O-D (Segregation of Duty) template for Assigning Access Rights to Core design processes and their activities 2. Design SOD templates for assigning access rights to core design processes and their activities based on the parameters identified.3. Software programming of SOD template for assigning access rights for core design processes and their activities4. Populate the SOD template with “Access rights” related activities for core design processes. This includes reflecting the assigned profiles for capturing assigned profiles vis-à-vis activity for core processes5. Affecting Changes As and when changes occur vis-à-vis following for any reason, the design team reviewing and amending populated templates as above.· Changes in design functions assigned for executing core processes· Changes in core design processes· Changes in design activities · Change in hierarchy levels in business hierarchy vis-à-vis lower, medium, and higher levels· Changes in hierarchy positions of designers vis-à-vis low level, medium level, and high levels e.g.o Lower level: staff, junior/assistant manager, and so ono Middle level: manager, senior manager-sr. Mgr. and so ono Higher level: general managers-GM, directors-Dir and so on More details and illustrations about the implementation of the Segregation of duties concept are included in chapter 11 (Templates at annex 26C,27C,28C,29C) in my handbook

13 Jul 2022,

Design of External works(Hardscape): Activities that can adversely impact business -Function-Design of Architecture

The design scope includes roads, paved areas, pathways, drainages, water bodies, fountains, entry drives, gates, pavilions, recreation areas, gazebos, boundary walls, external lighting areas, signages, terraces, etc.Characteristics of a Robust External development work design can be measured vis a vis:Aspects in coordination with architects &Interior designers· Designing for tasteful and functional paving · Raising playgrounds at the appropriate level · Providing outdoor recreation and Physical activity · Preservation of historical heritage · Designing all external works which conform to sanctioned/regulatory approvals· Designing for Efficient utilization of space in the landscape area· Designing Patios, deck designs, fencing, boundary walls, pavers, concrete works, pebbles, and safe Driveways· Designing Lawn Furniture which is weather-proof · Provisioning of swimming Pool and Spas· Designing of Patios, Fencing, Driveways, · Designing for Ponds and Water bodies Aspects in coordination with MEP designers · Designing Ponds and Water bodies that are scenic · Create Swimming Pools and Spas that meet statutory/safety requirements· Designing Outdoor Kitchen · Proposing sustainable solutions in favour of the environment · Regeneration of polluted areas · Designing Storm-water management · Providing solutions for cleaning the soil and water · Use of lighting as a powerful toolInputs that contribute to making a good design of Hardscape (landscape) design include:1 Proposing the right choice of materials, in terms of specifications while optimizing costs for the following: Types of materials for use Key specifications of building materials (as required by customers and National/international Quality standards) Stones/Marbles, Paving material, Pebbles Stones/Marbles Natural or synthetic, Overall dimensions -size, commercial name, country, thickness, colour, hardness, grain size, texture, polish ability, chemical properties, etc. Paving material Shape, size, thickness, compression strength, and coefficient of friction to prevent skidding Types (e.g., Asphalt, Concrete, albed, asphalt mixture, asphalt binder, etc.) Structure steel, low alloy steel, Stainless steel, etc Tensile strength, yield strength, elasticity, hardness, ductility, strain, toughness, and so on Wooden size, colour, luster, grains, content, hardness, density, shear resistance, and so on Aluminum strength to weight, air tightness, heat deflection, corrosion resistance, appearance, and so on plastics materials Strength, fire resistance, weather resistance, durability, size, colur, chemical resistance, thermal resistance, Signages Material type (steel, aluminum, plastic, glass, etc.), size, strength, type of lights, colour, language, etc. And so on 2. Incorporating, in Hardscape-related design & drawings, good practices for construction or & installation of the following as per applicable Quality standards: · Construction of irrigation & drainage system, subsoil drainage.· Construction of sculptures, water bodies · Laying of turf · Developing Golf areas · Installation, testing & commissioning of signboards, streetlights, night lighting unique fixtures, etc.· Constructing external walls · Controlling vehicular traffic · Paving slabs· Surfacing of gravels· Laying of Kerbs and stones· Construction & erecting structures · Providing inputs to the Architects, softscape architects, Interior designers, and MEP designers for integration of all designs across the project · This may require using design software such as Idea spectrum Realtime landscape pro, NCH software dream plan, smart draw, etc., and other software options Five stages for developing the design of hardscape/external development Design activities vary considerably from company to company, but generally, there are five stages to designing the Hardscape as below. Whatever designing processes and software are used, designing must result in developing Robust designs by accomplishing the following:· Build designs that are comprehensive, accurate· Contributes to building quality in construction by incorporating national and international quality standards in BOQ/material specifications and construction processes· Integrates statutory and safety requirements (if applicable) in the designs and drawings · Optimise project costs· Enables efficient delivery of designs & drawings · Incorporates maker-checker step in each design stage through the implementation of segregation of duties concept The five stages are:Usually, there are 5 stages for designing hardscape/external development works as below. · 1 Develop Concept designs · 2 Develop a Detailed design· 3 Develop Tenders (Technical design aspects· 4 Estimating Costs· 5 Issuing As-built drawing This may require using design software such as AutoCAD, Autodesk Revit, etc., and other software optionsIn the below-listed activities, those marked *reflect those activities which can have adverse statutory implications. Stage 1 Activities that can adversely impact business · Not obtaining or and not incorporating inputs (like visioning for different types of rooms, halls, recreation areas, gazebos, restaurants, paved areas, pathways, water bodies, fountains, entry drives, gates, pavilions, boundary walls, lighting areas, signages, terraces) from functions into building Hardscape design· Using unlicensed software while developing a concept design for Hardscape. · Not vetting the concept and detailed design/making compromises while vetting Hardscape, in collaboration with, inhouse or outsourced Hardscape consultant, by skipping or compromising on important designs and drawings aspects such as below. Vis a vis Hardscape Features: · Tolerances on material specifications and Workmanship· Statutory code-related requirements for Hardscape. * · National and international standards for quality · Raw Materials (hardware, glazing, stones, claddings, etc.) sizes and specifications · Quality requirements and suggestive gauging· Hardscape safety requirements* · Bribing mandatory Agencies which approve the Hardscape relevant for issuing compliance * Stage 2 Activities that can adversely impact business · Design intent not aligned to approved concept design.· Hardscape detailed drawings, not comprehensive vis a vis site plans/drawings with dimensions, gradings, material, soil depth, drainage, water features, etc. or not accurate · Material specification incomplete Stage 3 Activities that can adversely impact business · In the tender, the designer/architect includes names and brands of specific materials only for pre-identified /preferred vendors of the designer/architect in return for commission/kickback from such vendors. * · The designer/architect recommends only a single source for many BOQ materials and thus leaving very few options with the project materials team to negotiate prices aggressively in return for commission/kickback from such vendors · Tender drawings not incorporating applicable quality standards for all works. · Tender drawings not incorporating applicable statutory requirements vis-à-vis applicable national/international codes w.r.t safety. * Stage 4 Activities that can adversely impact business Computing Hardscape costs based on thumb rules rather than on the first principal basis vis-à-vis following, leading to underestimating or overestimating project costs. · Skipping a few BOQ input/raw materials costs for some of the areas such as roads, paved areas, pathways, drainages, water bodies, fountains, entry drives, gates, pavilions, recreation areas, gazebos, boundary walls, external lighting areas, signages, terraces, etc· Inaccurate estimates of Cost elements such as BOQ materials used for civil works, steel, equipment, etc. both for inhouse and those in the scope of Contractor including labor component, construction, installation, etc. for all types of Hardscape elements Stage 5 Activities that can adversely impact business · The landscape designer /architect issuing “As-built drawings” for hardscape drawings that are aligned to earlier approved drawings by the project head but at variant vis-à-vis actual completed physical construction (in terms of approved plans and construction materials used etc). You can read more about the 21 activities that can adversely impact business in Chapter 1 of my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design and MEP services “

06 Jul 2022,

Designing of Softscape / Landscape: activities that can adversely impact business -Function-Design of Architecture

The design scope includes the following: · Selection of following and finalising the specifications of: § Trees § Plants for exterior and interior areas, etc § Ground covers § Grassing § Planters · Providing technical guidelines for planting, layouts, spacing, quantity take off, watering, and fungi-control and maintenance · Designing of Golf course and other landscape sloping or uneven areas · Providing design ideas to the Architect team for § Swimming Pools and Spas § Lawn Furniture § Outdoor Kitchens § Landscape Lighting § Watering system Characteristics of a Robust softscape design can be measured vis a vis: Architecture /horticulture-related aspects · Scenic beauty of the landscape · Contributing to air purification · Selection of Plants/trees/shrubs etc installed as per planned specifications/sizes and aesthetically appealing in various spaces · Designing for efficient utilization of softscape space in the landscape area · Introducing roof gardens · Bringing in green walls · Golf course contours and grassing quality meeting International and national standards MEP design-related aspects · Preservation of the environment · Storm-water management · Cleaning the soil and water · Use of lighting as a powerful tool · Ease of maintenance Inputs that contribute to making a good Interior design include: 1 Proposing the right choice of Trees/plants, planters, etc., in terms of specifications while optimizing costs : Types of softscape/ landscape items Key specifications of plants & trees (as required by customers and suggested by Horticulturist /designers or applicable quality standards) Trees Types (coconut palm, oak, pine, redwood, etc.), Sizes: Height, stem/trunk diameter, attached branches, canopy uniformity & fullness, leaves, flowers/fruits, etc., root, etc.) Ground covers -for areas like garden, landscape, kitchen, inside rooms, work areas Choices: Flower Colour, fragrance, charm, sizes Types: rubber, wandering Jews, betel leaf, peace lily, fittonia-spotted plant, dummies-(Ixora, herbs, anthurium, hoya), etc. wooly thyme, Irish moss, blue star creepers, Roman chamomile, lady’s mantle, Corsican mint, beach strawberries, and so on), Grassing-(cool or warm season) 1Blade – flat, narrow, sharp, pointed, rounded hair-like e, V shape, visible vein, broad 2colour/texture -soft, dense, dark green, pale green, spongy, pricky, stiff, carpet like 3 Size growth-height, bunch type, quick, slow 4 Water-frequent, average, below average 5 Cool season- few examples-Bent grass, Fine fescue, Kentucky bluegrass, Ryegrass, Tall fescue, 6 Warm season -few examples -Bermuda, centipede, Zoysia, Dichondra, St. Augustine grass, Golf course-9 holes or 18 holes Specifications of different parts of a Golf course · The tea box (teeing ground where hole begins), · fairway (30-50 meters from the hole with tight trimmed grass) · The green (where each hole is located, with cut short grass) · The rough (an area that surrounds the fairway with longer grass) · Hazards (ponds, lakes, creeks, etc.), bunkers Turf grass-durable, drought tolerant, climate-driven Turf choices (Bermuda, Bentgrass, Fescue, Zoysia, Poa annua, Rye) Planters-outdoor or indoor Types-Ceramic, plastic, wooden, concrete, nursery pots, garden-planter Urns, grow bags, window boxes, wall planters, vertical planting towers, hanging baskets, railing planters, raised beds, terrariums, globe containers, themed planters, Physical-Dimensions, shapes, colour, texture, weight, strength, weatherability, porous/drainage holes, durability, water circulation, ants proof, And so on 2 Incorporating, in Landscape(softscape) related design & drawings, good practices for planting or & installation of the following as per applicable Quality standards: · Guying and planting of Trees, and plants, Ground covers, grass · Fertilisation · Transplanting · Watering · Handling · Pest control · Fungicides control · Method of constructing Golf- course 3 Building quality in the designing process for Softscape using designing software: · Horticulturists proposing High-Quality § Trees Plants § Ground covers, shrubs, etc § Grass § Planters § Golf course § Watering system § Planting, growing, and maintenance of plants · Providing valuable inputs to other designers (architect or & interior designer, or & MEP designer) for: § Designing of swimming Pool, ponds, and waterbodies § Designing of Patios, Fencing, Driveways, § Designing Lawn /landscape furniture § Designs for Landscape Lighting § Designing for the watering system This may require using design software such as Idea spectrum Realtime landscape pro, NCH software dream plan, smart draw, etc., and other software options Five stages for developing the design of Softscape Design activities vary considerably from company to company, but generally, there are 5 stages to designing the softscape as below. Whatever designing processes and software are used, designing must result in developing Robust designs by accomplishing the following: · Build designs that are comprehensive, accurate · Contributes to building quality in construction by incorporating national and international quality standards in BOQ/material specifications and construction processes · Integrates statutory and safety requirements (if applicable) in the designs and drawings · Optimise project costs · Enables efficient delivery of designs & drawings · Incorporates maker-checker step in each design stage through the implementation of segregation of duties concept The five stages are: · 1 Develop Concept designs · 2 Develop a Detailed design · 3 Develop Tenders (Technical design aspects · 4 Estimating costs · 5 Issuing As-built drawing In the activities listed below, those marked ‘*’ reflect those activities which can have adverse statutory implications. Stage 1 Activities that can adversely impact business · Not obtaining and not incorporating inputs (like types and sizes of plants, ground covers, planters, and plants for exterior and interior areas) from property owners, sales team, and design teams functions in Building Softscape design · Using unlicensed software while developing a concept design for Softscape* · Not vetting the concept and detailed design /making compromises while vetting Softscape, in collaboration with, inhouse or outsourced Horticulture consultant, by skipping or compromising on important designs and drawings aspects such as below vis a vis Softscape Features: § Tolerances on softscape material specifications and workmanship for installation § Bill of quantities for Softscape- plants, ground covers, grassing, trees, planters, and plants § National and international standards for quality § Sizes and specifications for Softscape § Softscape safety requirements * · Bribing mandatory Agencies (e.g., green building-related) which approve the Softscape relevant for issuing compliance * Stage 2 Activities that can adversely impact business · Design intent not aligned to approved concept design · Softscape specifications/detailed drawings not comprehensive or not accurate vis a vis plants, ground covers, grassing, trees, planters, etc. · Softscape layout, spacings, and quantities w. r. t. softscape elements are neither comprehensive nor accurate · Methods for guying, watering, handling, pest control, transplanting, equipment, fungicides control and method for developing Golf course not insufficient details vis-à-vis each type of Plants, Ground covers, Grassing, Trees, etc. · Assigning the same landscape designer to develop specifications & drawings in this stage who developed concept designs in earlier design stages thus not implementing the segregation of duties concept* · Compromising specifications for the development of samples in collusion with vendor/contractor · · Stage 3 Activities that can adversely impact business · In the tender, the landscape designer/architect includes names and brands of specific materials only for pre-identified /preferred vendors of the landscape architect in return for commission/kickback from such vendors. · Landscape designer/Architect recommending only a single source for many plants, ground covers, grassing, trees, planters, and plants for interior areas and thus leaving very few options with the Project materials team to negotiate prices aggressively in return for commission /kickback from such vendors. · Tender drawings not incorporating applicable Quality-standards or specifications for all works. · Inspection requirements w.r.t. each BOQ material is not comprehensive. · Stage 4 Activities that can adversely impact business Computing Softscape costs are based on thumb rules rather than on a first principal basis, such as below, leading to underestimating or overestimating project costs. · Estimating costs related to directly bought out BOQ inputs (such as plants, ground covers, grassing, trees, planters, and plants for interior areas) by the project team and issued to the Contractor, labor component, construction, installation, etc. for all types of Softscape · Estimating costs related to BOQ inputs in the scope of the Contractor including labor component, construction, installation, etc. for all types of Softscape · Costs w.r.t. installation of plants, ground covers, grassing, trees, planters, and other landscape material is not considered Stage 5 Activities that can adversely impact business · Horticulture consultant/landscape designer architect issuing “As-built drawings” for Softscape drawings which are aligned to earlier approved drawings by the project head but at variant vis-à-vis actual completed physical construction (in terms of approved plants, ground covers, grassing, trees, planters, and plants for interior areas materials used and their layouts/quantities, etc.) You can read more about the 21 activities that can adversely impact business in Chapter 1 of my handbook ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “

04 Jul 2022,

Developing designer’s Competency matrix for enhancing the role of Architects, Interior Designers, and MEP designers in the Real Estate and Hospitality Industry

With ever-increasing expectations of the customers for excellence, growing competition, and severe pricing pressures, the demands on Building designers are significantly undergoing significant changes. From being perceived as merely technical persons, the owners and promoters of the real estate and hospitality industry expect designers to contribute significantly to help improve the profitability of the business during the design conceptualization and actual development process. This necessitated designers to develop certain skills /competencies that would enable them to deliver all-around excellence. A few important competencies that need to be acquired are compiled below for each package.1. Technical competencies (12 numbers)2. Commercial Competencies (5 numbers)3. IT/Software competencies (5 numbers)4. Legal competencies (4 numbers)5. Leadership competencies (9 numbers) Suggested competency matrix for building designers Architects Interior designers MEP designers Technical Competencies Technical Competencies Technical Competencies 1 Basic knowledge of features (such as Physical characteristics, functional and performance parameters) of different parts /components of types of architectural buildings to be designed such as Hotels, Restaurants, hospitals, educational, residential, commercial, SEZ units, factories, offices complex, etc. 2 Requisite knowledge of best design practices applicable to Architecture function 3 Core knowledge of types of Superstructures, Sub-structures, roofing, walls, floorings, and a variety of external development areas 1 Basic knowledge of features (such as Physical attributes, characteristics, functional and performance parameters) of different parts /components of types of building interiors for rooms, restaurants, halls, kitchens, dining areas, Gyms, utility buildings, and recreation rooms. 2 Working knowledge about types of furniture, fixture, and equipment required in various buildings/areas 3 Requisite knowledge of best design practices applicable to Interior design function 4 Core knowledge of the Interior designing styles like traditional, modern, and contemporary, the inspirational vision of different types of interior spaces in different areas. 1 Basic knowledge of features (such as Physical attributes, characteristics, functional and performance parameters) of different parts /components of types of buildings such as Hotels, Restaurants, hospitals, educational, residential, commercial, SEZ units, factories, offices complex, etc. 2 Requisite knowledge of best design practices applicable to MEP function 3 Core knowledge of types of MEP packages such as: · Designing Electrical — external and Internal works · Deigning of Airconditioning -Works · Designing of lighting works · Designing plumbing and water (hot and cold) supply works · Energy management works for green building · Firefighting works · Designing of lifts/elevators works · Designing of STP (sewerage treatment plant) works · Waste management works · Designing fuel storage and supply works · Designing solar energy works · Designing wind engineering works · Designing audio-visual works · Heating works · Ventilation & exhaust works · Acoustics works · Facility management works · Hospitality works like kitchen and laundry · IT infrastructure · Building automation And so on 3 The design process for different types of buildings, designing techniques, methods, stages of design development, etc 4 Crucial knowledge of developing Coordinated architectural designs and drawings to make these 1st time right and without any conflicts with Interior design and MEP works, thus avoiding expensive reworks. 3 The design process for different types of buildings, designing techniques, methods, stages of design development, etc 4 Crucial knowledge of developing Coordinated architectural designs and drawings to make these 1st time right and without any conflicts with architectural and MEP works, thus avoiding expensive reworks. 3 The design process for different types of buildings, designing techniques, methods, stages of design development, etc 4 Crucial knowledge of developing Coordinated architectural designs and drawings to make these 1st time right and without any conflicts with architectural and Interior design works, thus avoiding expensive reworks 5 Working knowledge of construction methods e.g. · Super structure-scaffolding, shuttering, roofing, etc · External works-site preparation, roads, services · Façade fabrication with Aluminium, UPVC, and Glasswork · Hardscape-irrigation, drainage, Golf areas · Softscape-Guying &planting, plants for landscape · And so on for each package 5 Working knowledge of construction methods e.g. · Wall finishes. - plaster coating, painting · Floor finishing -stones, tiles, carpets · Ceiling finishing-plaster, paint, decorative · False ceiling framework · Suspended ceiling · furniture, fixtures, equipment · Artwork of different materials · And so on for each package 5 Working knowledge of construction methods, Installing, and commissioning e.g. · Electrical works- Vacuum circuit breakers, Air circuit breakers, Cables, Panels, transformers, etc. · Internal electrical-laying conduits, wires, lamps and fixtures, and fittings, CCTV · HVAC-Air-conditioning-VRV (Variable refrigerant volume), chillers, Outdoor/indoor units · Heat exchangers, fan coil systems, valves, pumps · Ventilation works-Centrifugal fans, Jet fans, Ducting, Control systems And so on for each package 6 In-depth technical knowledge of BOQ materials (such as TMT bars, Cement/RMC, Stones, Joinery materials, wood works, steel works, Glass works, Horticulture, etc) that are used in any package that forms part of a tender such as: · Superstructure · Architect · Façade · external development · hardscape including waterworks · softscape · and so on 6 In-depth technical knowledge of BOQ materials that are part of any package that forms part of a tender such as: · Finishing materials (such as marbles, tiles, wooden flooring, wallcoverings, paints, claddings, fabrics, and linens · Furniture, fixtures, and equipment, · Artwork, · Plants & shrubs for interiors · and so on 6 In-depth technical knowledge of BOQ materials that are part of any package & to be part of a tender such as Electrical, Heating, ventilation, air-conditioning, acoustics, VAC, Plumbing, firefighting, lighting, energy management, lifts/elevators, Sewage treatment plants, fuel storage systems, solar energy works, wind engineering, audio visual, facility management, kitchen, laundry, IT infrastructure, building 7 Basic knowledge of modern designing methods techniques/software tools to enhance Architectural design efficiency 7 Basic knowledge of modern designing methods techniques/software tools to enhance interior design efficiency 7 Basic knowledge of modern designing methods techniques/software tools to enhance interior design efficiency 8 Vital knowledge of building design -quality in the design of Architecture works 9 Basic knowledge of Construction methods 10 Basic knowledge Inspection methods of each BOQ material & package/building as a whole 8 Vital knowledge of building design -quality in the Interior design works 9 Basic knowledge of construction methods 10 Basic knowledge Inspection methods of each BOQ material & package/building as a whole 8 Vital knowledge of building design -quality in the MEP works 9 Basic knowledge of installation, commissioning, and testing methods of MEP equipment 10 Basic knowledge Inspection methods of each BOQ material & package/building as a whole 11 Core Knowledge of Quality standards applicable to complete Architectural building and individual packages 11 Core Knowledge of Quality standards applicable to complete Interiors works and individual packages 11 Core Knowledge of Quality standards applicable to complete Integrated packages for building as a whole and individual packages 12 Necessary knowledge of Measuring Instruments used in/for: · Surveying -Theodolite, Universal machine, Total station Pipe & level locators, construction calculators · Laboratory—Glassware, pipettes, moisture meter, density meter, autoclave, mixer, · Metrology-height gauge precision levels, And so on 12 Necessary knowledge of Measuring Instruments used in/for: · Metrology- Callipers, micrometers · Level-Level gauges · Flow-flowmeter And so on 12 Necessary knowledge of Measuring Instruments used in/for: · Electrical -multimeter, voltmeter, energy meter · Sound- decibel meter, noise analyser · Speed-Tachometer · Temperature-Temperature sensors Commercial Competencies Commercial Competencies Commercial Competencies 1 Rate and fee /commercial terms negotiation skills for procuring samples or consultancy works 2 Cost estimation skills vis a vis each package such as Structure, Architecture, Façade, Landscape, and so on 3 Developing Budget parameters 4 Ability to generate reports/MIS from software/ERP and analyze vis a vis Budget. 5 Evolving coding schemes for BOQ etc 1 Rate and fee /commercial terms negotiation skills for procuring samples or consultancy works 2 Cost estimation skills vis a vis each package such as Finishing, FFE, Artwork , and so on for each package 3 Developing Budget parameters 4 Ability to generate reports/MIS from software/ERP and analyze vis a vis Budget. 5 Evolving coding schemes for BOQ etc 1 Rate and fee /commercial terms negotiation skills for procuring samples or small consultancy works 2 Cost estimation skills vis a vis each package such as: · Electrical works · HVAC · Plumbing And so on 3 Developing Budget parameters 4 Ability to generate reports/MIS from software/ERP and analyze vis a vis Budget. 5 Evolving coding schemes for BOQ etc IT /software Competencies IT /software Competencies IT /software Competencies 1 Working Knowledge of various Design software solutions for core designing of each type of package such as below: · STADD, ETAB, · AutoCAD, · Revit Architecture (BIM), · 3D Studio Max, Photoshop, · Fenestra, Autodesk Revit, · Idea spectrum Realtime landscape pro, NCH software dream plan, smart draw, and so on 2 Basic Knowledge of MS office 3 Ability to conceptualize and develop structure & parameters for various master data tables like: i)Drawings specifications -Packages in Civil works, ii)Scope of work master -Civil works packages 4 Ability to conceptualize templates and provide Architectural related meaningful inputs to IT/ERP/software teams for digitalization of the following: i)configuration & Master data tables ii) configuration tables iii)risk assessment templates iv) Segregation of duties and access rights templates v) coding schemes vi) user traceability reports vii) audit trail reports viii) Budgets ix)MIS/Dashboards x)SOP (Standard operating procedures) xi) Design & drawings document management xi) KPI (Key performance indicators) 5 Ability to generate important reports from databases /Dashboard related to Architecture function and analyze these for enhancing productivity and reduce cycle time for design & development 1 Working Knowledge of various Design software solutions for core designing of each type of package such as below: · Pro’s modeling suite Max, · AutoCAD, · Autodesk Revit, Autodesk 3d’s, · SketchUp Photoshop, and so on. 2 Basic Knowledge of MS office 3 Ability to conceptualize and develop structure & parameters for various master data tables like: Ability to configure various masters’ data tables like i)Drawings specifications -Packages in Interior design works, ii)Scope of work master -Packages in Interior design works 4 Ability to conceptualize templates and provide Architectural related meaningful inputs to T/ERP/software teams for digitalization of the following: i)configuration & Master data tables ii) configuration tables iii)risk assessment templates iv) Segregation of duties and access rights templates v) coding schemes vi) user traceability reports vii) audit trail reports viii) Budgets ix)MIS/Dashboards x)SOP (Standard operating procedures) xi) Design & drawings document management xi) KPI (Key performance indicators) 5 Ability to generate important reports from databases /Dashboard related to Interior design function and analyze these for enhancing productivity and reduce cycle time for design & development 1 Working Knowledge of various Design software solutions for core designing of each type of package such as below: · AutoCAD Electrical, · Smart Draw · Autodesk · Ansys · Quick Allot, · Revit MEP · AutoCAD HVAC and so on · Knowledge of MS office 3 Ability to conceptualize and develop structure & parameters for various master data tables like: i)Drawings specifications -Packages in MEP works, ii)Scope of work master -Packages in MEP packages 4 Ability to conceptualize templates and provide Architectural related meaningful inputs to T/ERP/software teams for digitalization of the following: i)configuration & Master data tables ii) configuration tables iii)risk assessment templates iv) Segregation of duties and access rights templates v) coding schemes vi) user traceability reports vii) audit trail reports viii) Budgets ix)MIS/Dashboards x)SOP (Standard operating procedures) xi) Design & drawings document management xi) KPI (Key performance indicators 5 Ability to generate important reports from databases /Dashboard related to MEP design function and analyze these for enhancing productivity and reduce cycle time for design & development Legal Competencies Legal Competencies Legal Competencies 1 Deep knowledge of technical aspects vis a vis relevant laws applicable to Architecture function such as below but not limited to: · The RERA-real estate regulation & development act 2017 · The national building Codes,2016 · The Forest Conservation Act,1980 · The Patent act 1970 · The National Green Tribunal Act 2010 · The Central Goods and services tax Act 2017 And so on . 2 Deep knowledge of local regulations related to Architecture function such as below but not limited to: · Urban planning& development · Town & country planning laws · Applicable standards of GBC-Green building council · Applicable standards of LEED (leadership in energy & environment) 3 Familiarity with relevant IS & International standards 4 Essential knowledge of Standards related to Health & Safety, vis a vis Architecture packages 1 Deep knowledge of technical aspects vis a vis relevant laws applicable to Interior design function such as below but not limited to: · The national building Codes,2016 · The Central Goods and Services Tax Act 2017 And so on 2 Deep knowledge of local regulations related to Interior design functions such as below but not limited to: · National Building code,2016-sections Relevant Aspects related to Fire & safety, Building materials, etc. 3 Familiarity with relevant IS & International standards 4 Essential knowledge of Standards related to Health & Safety, vis a vis Interior design packages 1 Deep knowledge of technical aspects vis a vis relevant laws applicable to IMEP design function such as below but not limited to: · The electricity act 2003 · The Air (prevention &control of pollution) act,1987 · The Water (prevention &control of pollution) act,1987 · The environment (protection)act 1986 · The petroleum act 1934 · The RERA-real estate regulation & development act 2017 · The National Green Tribunal Act 2010 · The Central Goods and Services Tax Act 2017 2 Deep knowledge of local regulations related to MEP design function such as below but not limited to: · National Building code,2016-sections related to building services like lighting, electrical, air conditioning, acoustics, sound insulation, noise control, lifts, escalators, travellators, plumbing (water supply, drainage & sanitation, solid waste management, gas supply), landscape, signages, etc. · Applicable standards of GBC-Green building council · Applicable standards of LEED (leadership in energy & environment) 3 Familiarity with relevant IS & International standards 4 Essential knowledge of Standards related to Health & Safety, vis a vis MEP design packages Leadership Competencies Leadership Competencies Leadership Competencies 1 Ethical frame of mind 2 Team management 3 Team development and training 4 Empowerments 5 Alignment with organization objectives 6 Quality of work 7 Efficiency and Effectiveness 8 Analytical 9 Change management 10 Benchmarking of competitor’s design features in various packages 1 Ethical frame of mind 2 Team management 3 Team development and training 4 Empowerments 5 Alignment with organization objectives 6 Quality of work 7 Efficiency and Effectiveness 8 Analytical 9 Change management 10 Benchmarking of competitor’s design features in various packages 1 Ethical frame of mind 2 Team management 3 Team development and training 4 Empowerments 5 Alignment with organization objectives 6 Quality of work 7 Efficiency and Effectiveness 8 Analytical 9 Change management 10 Benchmarking of competitor’s design features in various packages WAY FORWARDThe acquisition of 36 competencies listed above in each design function can enable designers to play a larger for aligning with the organization’s objectives and thus play an important role in improving the performance of the organization and enhancing profitability. Architects, Interior Designers, and MEP designers, therefore, need to do following in their respective areas of responsibilities 1. Continuous enhancement of the skills mentioned above in the competencies mentioned above 2. Identifying and engaging high-quality, professionally qualified, and competent designers/consultants where in-house skills are not yet available or resources are not adequate. 3. Finding and implementing best design practices thus bringing excellence in their respective design processes and accomplishing the following:· Enhancing quality of designs· Supporting improved quality of construction· Reducing Project costs· Increasing sales revenue· Improving end-customer satisfaction index· Complying with statutory conformances · Accelerating design efficiency and design effectiveness 4. Developing and implementing performance management systems (for designers) based on documented KPI-key performance indicators Handbook of the author In June 2022, the author launched a handbook titled “ETHICS in the real estate and hospitality industry, Volume 1- Architectural, Interior design, and MEP services “. Readers will find a comprehensive reflection of the above competencies in the contents of Chapters 1,2,3.

01 Jul 2022,