UNITY

UNIVERSITY
profetional practice assignment II

DONE BY : BROOK BERHANU DATE : JUL 8, 2021

ID NO : UU73862R SUB TO : M.R EYOB

0
 CONTENT

I) What is a building permit?

1. Building Setbacks
2. Sanitary
3. Far
4. Bar
5. Window direction and size
6. Building height rule

II) Differences Between Planning and Scheduling

HOW MANY TYPES ARE THERE FOR BOTH OF THEM

III) WHAT IS PROJECT DELIVERY SYSTEM AND FINANCIAL SOURCE SYSTEM?

1
(1) What is a building permit?
Whenever you start a construction or remodeling project, a building permit is required to ensure
your structure complies with local standards. This includes everything from earthquake safety
standards to tree protection. The permit also improves the safety of everyone involved both
during and after construction.

The permitting process

1. Research the local process to obtain a permit

Usually a quick search through your city’s website will provide the information you need to
know. You can also call the city or visit in person, which has the added benefit of letting you get
all your questions answered at once. Some cities may require several permits depending on the
type and scale of your project. As mentioned above, along with a building permit, you may need
separate permits for plumbing, electrical, or heating/cooling work.

2. Prepare your permit application

Some cities will require plans of your proposed project in addition to the application forms.
Depending on the size of the project, your plans may be a full set of blueprints for a new
building, or a simple sketch for the installation of a new door.

3. Submit your application and pay any application fees

The costs of submitting the permit are for the people paid to review your application and who
come out to inspect your property, and may depend on the size and value of your project. The
reviewers will look over your application to determine if it complies with local standards, and if
it doesn’t, they will suggest ways to correct it. The review process may take up to several weeks,
so factor that into your timeline. There may also be several rounds of review, and providing solid
plans from the start will streamline the process.

4. Receive and display the permit certificate

You now have legal permission to start constructing your project. The timeframe within which
your permit is valid depends on your local government, but can depend on the size and cost of
your project. It is best to start construction right away to avoid having to renew your permit.

5. Schedule inspections

2
Inspections ensure the work is going according to plan at various steps of construction
(foundation, framing, roofing, etc.), and that if a problem or mistake occurs it is fixed quickly,
preventing costly repairs. Your contractor can assist with scheduling timely inspections. When
construction is complete, it is important to schedule a final inspection to check that everything is
functioning as intended and is safe for inhabiting. If you do not, you may have to get an entirely
new permit, or even rebuild some parts of your project to comply with new codes. Contact
Design Everest’s licensed and expert engineers for a structural evaluation.

Building Setbacks

As a general rule, it is proposed that residential buildings within the densest area in the center of
towns should be a minimum distance from front and rear boundaries to permit a light angle of 30
degrees. The light angle is measured between a vertical line from ground at the front (or back)
fence and a line joining the highest point of the eaves (or parapet) to the same point at ground
level.

The distance to front and back fences should be a minimum of 1/3 the height of the building. The
road width has to be added if a road runs between the buildings. Light angles are used here as
measurement of distance and not to secure a minimum quantity of light. As the sun stands high
all year round the problem is not to provide light, but adequate ventilation and to avoid crowding
and overlooking in to property. Setbacks are usually measured from the boundary line to the
outer most parts of the building, unless otherwise specified.

3
 General Building Setbacks
o Front (ft.): 10'
o Rear (ft.): 10'
o Sides (ft.): 4'
 Approved Subdivision Setbacks
o Front (ft.): 10'
o Rear (ft.): 15'
o Sides (ft.): 10'

Zoning-is the classes which are given for certain place for some type of building such as
commercial zone, industrial zone, and residential zone and so on.

Set back-is the space left or in between road and the building or building from neighborhood
Road-the building must give space between 3-5m from the road.
Neighborhood-the building must have a space of at list 1m from the next building.

Sanitary- all the liquid wests from the house should be connected to the main drainage
system with its own waste removal line.
Water and electric-the building will extend line from the main line by having permeation.

BAR-built up area ratio –this is calculated to know the built up area

FAR-is the ratio of the total built-up area to the total area of the plot
Window direction and size- the direction of the window and the size is determined by the space
between the building next to it
If free we can open window as we want, but if there is a building is next to it the size of the
window decreases as the space between them decreases this is due to privacy and if the space
between is less than 1.5 m we can’t open any window.

4
Window direction and size

- the direction of the window and the size is determined by the space between the building next
to it

If free we can open window as we want, but if there is a building is next to it the size of the
window decreases as the space between them decreases this is due to privacy and if the space
between is less that 1.5 m we can’t open any window.

BUILDING HEIGHT RULE

For example a minimum FAR of 1:5 and a maximum building height of 5 floors leads to 100%
BAR and no supply of open space for green and no contribution of the plot to green
infrastructure development. In this example, FAR can be reduced to save space for green; but,
still, the space can be saved if building height remains constant or is increased. In both cases one
of the factors responsible is building height. In addition building height control can affect even
the amenity aspect of green infrastructure. Quantitatively, it can influence the area of green
infrastructure elements for buildings located in parks and urban forests by influencing BAR, if
the latter is not controlled.

Qualitatively the height of buildings can influence the visual appearance of green elements of a
city and affect their contribution to visual quality of the city. BAR control, which is considered
as part of building height control in Ethiopia, has more direct influence on open space supply and
on potential supply of green space. If there is BAR control there can be open space supply as a
matter of public interest. If there is not, there can be supply only as a function of private interest.
Moreover, open space supply does not automatically translate into green supply; it must be
supported with use control or incentive.

(2) Differences Between Planning and Scheduling

Planning - Planning pertains to the process of creating a plan of which materials and resources will
be required to fulfill incoming and forecasted demand. This step is crucial to ensure that you have enough
materials and resource capacity available to produce your orders on time. This component pertains to the
‘what’ and ‘how’ of any project: what exactly needs to be achieved and how it will be accomplished.

5
Scheduling - Scheduling pertains to establishing the timing of the use of specific resources of that
organization. In production, scheduling involves developing schedules for workers, equipment, and
materials. It reflects on the ‘when’ of a project, by assigning the appropriate resources to get the
production plan completed within a period of time. Creating optimized production schedules ensures that
your facility is able to reduce costs, increase productivity, and deliver goods to customers on time.

What Does Schedule Rating Mean?

Schedule rating is the practice of either reducing or increasing a policyholder's premium based
on certain conditions or factors. These conditions or factors are related to how much risk the
insurer takes on.

WHICH ONE COMES FIRST?

Planning should always be done before scheduling. Scheduling is deciding when and by whom
the job is done.
WHAT IS RATING OF SCHEDULE?

Schedule rating is the practice of either reducing or increasing a policyholder's premium based
on certain conditions or factors. These conditions or factors are related to how much risk the
insurer takes on.

(3) WHAT IS PROJECT DELIVERY SYSTEM AND FINANCIAL

SOURCE SYSTEM?

(I) A project delivery method

- is a system used by an agency or owner for organizing and financing design, construction,
operations, and maintenance services for a structure or facility by entering into legal agreements
with one or more entities or parties.

(II) Financial source system is a set of institutions, such as banks, insurance companies,
and stock exchanges that permit the exchange of funds. Financial systems exist on firm, regional,
and global levels. Borrowers, lenders, and investors exchange current funds to finance projects,
either for consumption or productive investments, and to pursue a return on their financial assets.
The financial system also includes sets of rules and practices that borrowers and lenders use to
decide which projects get financed, who finances projects, and terms of financial deals.

6
HOW MANY TYPES ARE THERE FOR BOTH OF THEM?

Type’s Common project delivery methods include:

Design-Bid-Build (DBB) or Design-Award-Build (DAB)
In Design-Bid-Build, owner develops contract documents with an architect or an engineer
consisting of a set of blueprints and a detailed specification. Bids are solicited from contractors
based on these documents; a contract is then awarded to the lowest responsive and responsible
bidder. This is the traditional model for public sector infrastructure projects.

DBB with Construction Management (DBB with CM)

DBB with Construction Management is a modified version of the Design-bid-build approach

With partially completed contract documents, an owner will hire a construction manager to act as
an agent. As substantial portions of the documents are completed, the construction manager will
solicit bids from suitable subcontractors. This allows construction to proceed more quickly and
allows the owner to share some of the risk inherent in the project with the construction manager.

Design-Build (DB) or Design-Construct (DC)

In Design-Build, an owner develops a conceptual plan for a project, then solicits bids from joint
ventures of architects and/or engineer and builders for the design and construction of the project.
This is an alternative to the traditional model for public infrastructure projects that does not
involve Private Financing

Design-Build-Operate-Maintain (DBOM)

DBOM takes DB one step further by including the operations and maintenance of the completed
project in the same original contract
Integrated Project Delivery (IPD)
Integrated Project Delivery seeks to involve all participants (people, systems, business structures
and practices) through all phases of design, fabrication, and construction, with the goal of
improving project efficiency and reducing "waste" in project delivery (i.e. any processes that do
no directly add value to the final product).[1][2][3] IPD is closely associated with the philosophy of
Lean construction.

Job Order Contracting (JOC)

7
A form of Integrated Project Delivery (IPD) specifically for repair, renovation, maintenance,
sustainability, and "minor" new construction. Each job order contract uses a Unit Price Book for
pricing each job via a multi-year umbrella contract.

Public-private partnership (PPP, 3P, or P3)

A public–private partnership is a cooperative arrangement between one or more public entities
(typically the owner) and another (typically private sector) entity to design, build, finance, and at
times operate and maintain, the project for a specified period of time on behalf of the owner. A
minima, public-private partnership refers to the idea of cooperation between the public sector
and the Private sector.

*The following models are usually used for P3 projects, though they are also
sometimes used for private sector projects.

Build-Finance (BF)
The private actor builds the asset and finances the cost during the construction period, afterwards
the responsibility is handed over to the public entity. In terms of private-sector risk and
involvement, this model is again on the lower end of the spectrum for both measures.

Build-Operate-Transfer (BOT)

Build-Operate-Transfer represents a complete integration of the project delivery: the same

contract governs the design, construction, operations, maintenance, and financing of the project.
After some concessionary period, the facility is transferred back to the owner.

Build–own–operate–transfer (BOOT)

A BOOT structure differs from BOT in that the private entity owns the works. During the
concession period, the private company owns and operates the facility with the prime goal to
recover the costs of investment and maintenance while trying to achieve a higher margin on the
project. BOOT has been used in projects like highways, roads mass transit, railway transport and
power generation.

Build–own–operate (BOO)

8
In a BOO project ownership of the project remains usually with the project company, such as a
mobile phone network. Therefore, the private company gets the benefits of any residual value of
the project. This framework is used when the physical life of the project coincides with the
concession period. A BOO scheme involves large amounts of finance and long payback period.
Some examples of BOO projects come from the water treatment plants.

Build–lease–transfer (BLT)

Under BLT, a private entity builds a complete project and leases it to the government. In this
way the control over the project is transferred from the project owner to a lessee. In other words,
the ownership remains by the shareholders but operation purposes are leased. After the expiry of
the leasing the ownership of the asset and the operational responsibility is transferred to the
government at a previously agreed price.

Design-Build-Finance-Maintain (DBFM)

"The private sector designs, builds and finances an asset and provides hard facility management
or maintenance services under a long-term agreement." The owner (usually the public sector)
operates the facility. This model is in the middle of the spectrum for private sector risk and
involvement.

Design–build–finance–maintain-operate (DBFMO)

Design–build–finance–operate is a project delivery method very similar to BOOT except that

there is no actual ownership transfer. Moreover, the contractor assumes the risk of financing until
the end of the contract period. The owner then assumes the responsibility for maintenance and
operation. This model is extensively used in specific infrastructure projects such as toll roads.
The private construction company is responsible for the design and construction of a piece of
infrastructure for the government, which is the true owner. Moreover, the private entity has the
responsibility to raise finance during the construction and the exploitation period.] Usually, the
public sector begins payments to the private sector for use of the asset post-construction. This is
the most commonly used model in the EU according to the European Court of Auditors.

Design–build–operate–transfer (DBOT)

9
This funding option is common when the client has no knowledge of what the project entails.
Hence he contracts the project to a company to design, build, operate, and then transfer it.
Examples of such projects are refinery constructions.

Design–construct–manage–finance (DCMF)

A private entity is entrusted to design, construct, manage, and finance a facility, based on the
specifications of the government. Project cash flows result from the government's payment for
the rent of the facility. Some examples of the DCMF model are prisons or public hospitals.

(4) WHAT IS THE DIFFERENCE BETWEEN FORCED

MAJEURE,VARIATION,LIQUIDATED DAMAGE,DISPUTE and CLAIM

FORCED MAJEURE

-Force majeure is a common clause in contracts which essentially frees both parties from
liability or obligation when an extraordinary event or circumstance beyond the control of the
parties, such as a war, strike, riot, crime, epidemic or sudden legal changes prevents one or
both parties from fulfilling their obligations under the contract.

VARIATION

- is an alteration to the scope of work originally specified in the contract by way of

addition, omission or substitution to the works or through a change to the manner in
which the works are to be carried out.

LIQUIDATED DAMAGE

- pre agreed amounts of compensation which are to be paid to the innocent party to
a contract by the contract-breaker on the occurrence of specified breaches of
contract. In short term it is commonly payable when there is a delay in completing
works by the agreed completion.

DISPUTE

- this occurs because of disagreement between the parties on a contract. It may also
arise due to incomplete claims being made by the parties involved.

10
CLAIM

- a request by either the party to the contract, usually the contractor for
compensation for damages caused by failure of the other party to fulfil his part of
obligations as specified in the contract.

11