The CSI Construction Product Representation Practice Guide

The CSI Construction Product Representation Practice Guide

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Library of Congress Cataloging-in-Publication Data:

The CSI construction product representation practice guide / the Construction Specifications Institute. pages cm Includes index. ISBN 978-1-118-02718-9 (pbk.); 978-1-118-41583-2 (ebk.); 978-1-118-41862-8 (ebk.); 978-1-118-43361-4 (ebk.) 1. Buildings—Specifications. 2. Construction contracts. I. Construction Specifications Institute. II. Title: Construction product representation practice guide. TH425.C749 2013 692’.3–dc23 2012030046Printed in the United States of America10 9 8 7 6 5 4 3 2 1

v

Preface    xiAcknowledgments    xiii

Chapter 1 Introduction  11.1  Background  1

1.2  The Construction Specifications Institute  1

1.3  Reference Document  2

1.4  The Practice Guide Structure  3

1.5  Terminology  3

1.6  The Construction Product Representative  4

1.7  Project Life Cycle  5

Chapter 2 Product Representation  72.1  Product Representation  7

2.2  Educational Background  7

2.3  Personal Characteristics  8

2.4  Proficiency  8

2.5  Forms of Representation  9

2.5.1 Manufacturers’Employees2.5.2 IndependentSalesRepresentatives2.5.3 Distributors2.5.4 CombinedFormsofRepresentation2.5.5 OtherFormsofRepresentation

2.6  Working with the Project Team  12

2.6.1 OwnerTeam2.6.2 DesignTeam2.6.3 ContractorTeam2.6.4 SupplierTeam

2.7  Communication Relationships  17

2.8  Contractual Relationships  18

2.9  Determining the Target Market  21

2.10  Developing Leads  22

2.11  Contacting Decision Makers  23

2.12  Product Information  24

2.12.1 TypesofInformation2.12.2 TheProductBinder

2.12.3 BrochuresandLooseInformation2.12.4 AudiovisualMaterials2.12.5 ElectronicMedia2.12.6 ProductDataCollections2.12.7 SamplesandMockups2.12.8 ProductInformation2.12.9 FilingProductInformation2.12.10 ProductInformationTrackingSystems2.12.11 MultipleProductBinders2.12.12 CombinationBinders

2.13  Loose Information  35

2.14  Distributing Product Information  36

2.15  Product Presentations  36

2.15.1 PreparingfortheProductPresentation2.15.2 PresentationGuidelines

2.16  Calls  40

2.16.1 ColdCall2.16.2 InformationalUpdate

2.17  Forms of Presentation  41

2.17.1 ConsultativePresentations2.17.2 Seminars2.17.3 ProductShows

2.18  The Sales Process  44

2.18.1 Participants2.18.2 Manufacturer’sEmployee

Responsibilities2.18.3 IndependentSalesRepresentative

Responsibilities2.18.4 DistributorResponsibilities

2.19  Activities and Deliverables  47

2.20  Summary  48

Chapter 3 Formats  493.1  Formats  49

3.2  Hierarchy of Formats  49

3.2.1 OmniClassTM

3.2.2 UniFormatTM

3.2.3 MasterFormat®

3.3  SectionFormatTM  56

3.4  PageFormatTM  58

3.5  GreenFormatTM  58

3.6  Summary  59

Contents

vi            vi            Contents

Chapter 4 Project Team—Roles and Responsibilities  614.1  The Project Team  61

4.1.1 OwnerTeam4.1.2 DesignTeam4.1.3 ContractorTeam4.1.4 SupplierTeam

4.2  Project Participants  63

4.3  Project Team Participation  65

Chapter 5 Project Delivery  675.1  Introduction  67

5.2  Services  67

5.2.1 DesignServices5.2.2 ConstructionServices

5.3  Factors Affecting Project Delivery  70

5.3.1 Owner’sExperience,Qualifications,andCapability

5.3.2 Extent5.3.3 Time5.3.4 Cost5.3.5 NumberofContracts5.3.6 FormofAgreement

5.4  Project Delivery Methods and Services  82

5.4.1 Design-Bid-Build5.4.2 Design-Negotiate-Build5.4.3 ConstructionManagement5.4.4 Design-Build5.4.5 Owner-Build

5.5  The Project Team  107

5.5.1 SelectingtheTeam5.5.2 SelectinganA/E5.5.3 SelectingaContractor5.5.4 SelectingaConstructionManager5.5.5 SelectingaDesign-Builder5.5.6 PartneringandCollaboration5.5.7 TotalProjectCommissioning

5.6  Summary  115

Chapter 6 Design Phase Activities  1176.1  Introduction  117

6.2  Design Processes and Phases  118

6.2.1 DesignPhases

6.2.2 SchematicDesign6.2.3 DesignDevelopment6.2.4 DesignVariations

6.3  Design Considerations  121

6.3.1 RegulatoryRequirements6.3.2 FunctionalRequirements6.3.3 SustainabilityRequirements6.3.4 AestheticRequirements6.3.5 ConstructabilityReviews6.3.6 Budget

6.4  Product Evaluation and Selection  132

6.4.1 DeterminingPriorityofProductSelection

6.4.2 EstablishingtheRequirements6.4.3 PerformanceCriteria6.4.4 ObtainingProductInformation6.4.5 ServicesThatProductRepresentatives

ProvidetotheDesignTeam6.4.6 IdentifyingProducts6.4.7 ProductSelection

6.5  Quality  151

6.5.1 EstablishingQuality6.5.2 ParticipantsAffectQuality6.5.3 ConcurrentQualityAssurance/Quality

ControlProcesses6.6  Controlling the Variables  153

6.6.1 Allowances,Alternates,andUnitPrices6.6.2 CashAllowances6.6.3 QuantityAllowances6.6.4 Alternates

6.7  Cost Estimating and Value Analysis  156

6.7.1 Budgeting/Estimating6.7.2 BalancingCostsAgainstResources

andExtent6.7.3 EstimatingTechniques6.7.4 SchematicDesignEstimates6.7.5 DesignDevelopmentEstimates6.7.6 LifeCycleCosts6.7.7 ValueAnalysis

6.8  Schematic Design Documentation  163

6.8.1 UseofPreliminaryProjectDescriptions6.8.2 Drawings6.8.3 Estimates

6.9  Design Development Documentation  167

6.9.1 UseofOutlineSpecifications6.9.2 Organization6.9.3 Content6.9.4 DesignTeamCoordination6.9.5 Drawings6.9.6 DesignDevelopmentDocument

Organization6.9.7 Estimates

Contents            vii

Chapter 7 Construction Documents  1737.1  Introduction  173

7.1.1 ConstructionDocuments7.1.2 ProvidingAssistancewithDrawings7.1.3 Specifications

7.2  Methods of Specifying  175

7.2.1 AssistingwiththePreparationofDescriptiveSpecifications

7.2.2 AssistingwiththePreparationofPerformanceSpecifications

7.2.3 AssistingwiththePreparationofReferenceStandardSpecifications

7.2.4 AssistingwiththePreparationofProprietarySpecifications

7.2.5 CompliantDocumentReviewProgram7.3  Specification Language  186

7.4  Writing Style  186

7.5  Vocabulary  186

7.6  Preparing Specifications  187

7.7  Specifying Workmanship  187

7.8  Drawing Trends  188

7.9  Terminology and Abbreviations  189

7.10  Responsibility for Coordination  190

Chapter 8 Procurement Phase Activities  1918.1  Introduction  191

8.2  Pricing  192

8.2.1 Purchasing8.2.2 ProjectFunding8.2.3 PricingConsiderations8.2.4 PricingCategories8.2.5 CompetitivePricing8.2.6 ValueAnalysisofProposed

Substitutions8.2.7 PricingUnderDesign-Bid-Build

ProjectDelivery8.2.8 PricingUnderDesign-Negotiate-Build

ProjectDelivery8.2.9 PricingUnderDesign-Build

ProjectDelivery8.2.10 PricingUnderConstruction

ManagementProjectDelivery8.2.11 PricingUnderOwner-Build

ProjectDelivery

8.3  Project Information  199

8.3.1 DistributionofInformation8.3.2 ControlofInformation

8.4  Bidding  203

8.4.1 GeneralConsiderations8.4.2 PublicBiddingProcess8.4.3 PrivateBiddingProcess

8.5  Negotiating  219

8.5.1 Participants8.5.2 ProcurementDocuments8.5.3 NegotiationProcedures8.5.4 ValueAnalysisofConstructionPrices

8.6  Subcontracting  221

8.6.1 SubcontractorPrices8.6.2 SubcontractorIssuesandConcerns8.6.3 BidShopping8.6.4 SubcontractorBiddingEnvironment

8.7  Award of Contract  222

8.8  Purchasing of Goods  223

8.8.1 GeneralConsiderations8.8.2 Participants8.8.3 Documents8.8.4 Processes8.8.5 Purchasing-CostImpactsand

Concerns8.9  Agreements  231

8.9.1 ContractForm8.9.2 ContractTerms

8.10  Summary  232

Chapter 9 Construction Phase Activities  2359.1  Introduction  235

9.2  Construction  235

9.2.1 Construction:ATeamActivity9.2.2 TeamApproach9.2.3 BenefitstoWorkingasaTeam9.2.4 ObstaclestoWorkingasaTeam9.2.5 TeamBuildingandPartnering

9.3  Understanding the Documents  240

9.3.1 ContractDocuments9.3.2 Drawings9.3.3 Specifications

9.4  Administering Construction Based on Delivery Methods  243

9.5  Contractor’s Project Manager  244

9.6  Roles and Responsibilities  244

9.6.1 Owner9.6.2 Architect/Engineer9.6.3 Contractor9.6.4 SubcontractorsandSuppliers9.6.5 Consultants9.6.6 AuthoritiesHavingJurisdiction9.6.7 TestingAgencyInspectors9.6.8 CommissioningAgent9.6.9 ProductRepresentatives9.6.10 Communication

9.7  Preconstruction  257

9.7.1 Contractor’sOrganization9.7.2 NoticetoProceed9.7.3 ContractDocuments9.7.4 PreconstructionSubmittals9.7.5 PermitsandRegulatoryIssues9.7.6 PreconstructionMeetings9.7.7 VerificationofSiteConditions9.7.8 Mobilization

9.8  Meetings  282

9.8.1 ProceduresandAdministration9.8.2 TypesofMeetings

9.9  Submittals  285

9.9.1 ContractDocuments9.9.2 PreconstructionSubmittals9.9.3 ConstructionSubmittals9.9.4 CloseoutSubmittals9.9.5 SubmittalPreparation9.9.6 SubmittalReview9.9.7 ParticipantResponsibilities9.9.8 RecordKeeping9.9.9 ProcessingProcedures

9.10  Site Visits, Observation, and Inspection  297

9.10.1 ContractingRequirements9.10.2 OwnerResponsibilities9.10.3 A/EResponsibilities9.10.4 ContractorResponsibilities9.10.5 AuthoritiesHavingJurisdiction9.10.6 WorkingRelationships9.10.7 ConductattheProjectSite9.10.8 ProjectSiteSafety9.10.9 DefectiveandNonconformingWork9.10.10 Delivery,Storage,andProtection

ofProducts9.11  Quality Assurance and Quality Control  311

9.11.1 ParticipantsAffectQuality9.11.2 ExamplesofQualityAssurance9.11.3 ExamplesofQualityControl9.11.4 ConcurrentQualityAssurance/Quality

ControlProcesses9.11.5 QualityEstablishedbytheContract9.11.6 TeamApproach

9.12  Interpretations and Modifications  317

9.12.1 InterpretingContractDocuments9.12.2 ContractModifications9.12.3 Substitutions9.12.4 Feedback

9.13  Product Delivery and Installation  342

9.13.1 ProductDelivery,Storage,andHandling9.13.2 ComplyingwithContractRequirements9.13.3 Manufacturer’sRecommendations9.13.4 ProductDelivery9.13.5 ExaminationandVerification9.13.6 Preparation9.13.7 Erection,Installation,andApplication9.13.8 Erection9.13.9 Installation9.13.10 Contractor’sInspections9.13.11 CleaningandWasteManagement9.13.12 ProtectingInstalledConstruction9.13.13 TestingandInspection

9.14  Claims and Disputes  351

9.14.1 Introduction9.14.2 Claims9.14.3 Entitlement9.14.4 ResolvingClaims9.14.5 Disputes

9.15  Measurement and Payment  361

9.15.1 ApplicationsforPayment9.15.2 PaymentIntervals9.15.3 BasisofPayment9.15.4 ContractualResponsibilities9.15.5 Measurement9.15.6 ScheduleofValues9.15.7 ApplicationforPayment9.15.8 ProgressPayments9.15.9 Retainage9.15.10 WithholdingPayment9.15.11 FailuretoMakePayments9.15.12 Liens9.15.13 LiquidatedDamagesandPenalty/

BonusClauses9.15.14 SubstantialCompletion,Partial

Occupancy,FinalAcceptance,andPayments

9.15.15 FinalPayment9.16  Summary  377

Chapter 10 Project Closeout  38110.1  Participant Roles  381

10.2  Closeout Meeting  381

viii            Contents

Contents            ix

10.3  Closeout  382

10.3.1CloseoutSubmittals10.4  Starting of Systems and Equipment  385

10.5  Demonstration of Systems and Equipment and Training  386

10.6  Correction Period  386

10.7  Commissioning  387

10.8  Time of Completion  388

10.8.1SubstantialCompletion10.9  Final Completion  394

10.9.1 FinalInspection10.9.2 FinalChangeOrder

10.10 Liquidated Damages—Penalty/Bonus Clauses  395

10.11 Final Inspection and Final Payment  395

10.12 Post-construction Services  395

10.12.1 Post-constructionAssistance10.12.2 Post-constructionPhase

10.13 Project Feedback  396

10.14 Developing a Construction Contract Administration Guide  398

Chapter 11 Facility Management  39911.1  What Is It?  399

11.2  Who Is It?  399

11.3  Role of the FM  399

11.4  Operations and Maintenance  400

11.5  Types of Maintenance  400

11.6  Budgets  401

11.7  Documents for Life Cycle Activities  401

11.8  Summary  403

Chapter 12 Sustainable Design and Construction  40512.1   Sustainable Design and Construction  40512.2.  Sustainability  40912.3  Domestic (US and Canadian) Green Building 

Rating Systems  409

12.3.1 LeadershipinEnergyandEnvironmentalDesign(LEED)

12.3.2 AudubonGreenLeafTMEco-RatingProgram

12.3.3 CollaborativeforHighPerformanceSchools(CHPS)

12.3.4 SustainableBuildingChallenge(SBC)—SBTool

12.3.5 Laboratoriesforthe21stCentury(Labs21®)

12.3.6 GreenBuildingInitiative(GBI)GreenGlobes(BOMABESt)

12.3.7 LivingBuildingChallenge12.3.8 BuildingEnergyQuotient(bEQ)12.3.9 Sustainability,Tracking,Assessment,

andRatingSystemTM(STARS)12.4  Owner  411

12.4.1 RoleandResponsibilities12.4.2 Owner’sExpectations

12.5  Design Team  41312.5.1 RoleandResponsibilities12.5.2 DesignTeamExpectations

12.6  Product Manufacturers and Representatives  41512.6.1 RoleandResponsibilities12.6.2 EnvironmentalandSustainability

ProductInformation12.6.3 CorporateSustainabilityReporting

12.7  Contractor Team  41812.7.1 PreconstructionPhase12.7.2 ConstructionPhase12.7.3 Contractor’sExpectations

12.8  Energy Performance and Conservation  42212.8.1 WaterUseandConservation12.8.2 MaterialsandResources12.8.3 MaterialConstructionBestPractices12.8.4 EnvironmentalQuality12.8.5 ConstructionIAQBestPractices12.8.6 HistoricPreservationandRehabilitation

12.9  Product and System Evaluation  437

Chapter 13 Summary   441

INDEX  443

xi

Preface

IntroductiontothePracticeGuideSeriesBeginning with the publication of the first Manual of Practice (MOP) in 1967 continuing through the publication of its successor document, the Project Resource Manual (PRM), it has been the intent of the Construction Specifications Institute (CSI) that these pub-lications embody accepted standards for the preparation of construction specifications and project manuals, and that they provide a detailed source of information on quality documentation for the life cycle of a facility.

Through these publications, CSI has sought to aid owners, designers, specifiers, con-tract administrators, contractors, construction product representatives, and facility man-agers in the performance of their jobs.

In 2008, CSI began an effort to update the knowledge formerly contained in the MOP and PRM to present it anew and ensure its continued relevance. As with the earlier collections of this knowledge, the intent is to provide an authoritative resource on the organization, preparation, use, and interpretation of construction documents, encom-passing the entire life cycle of a facility from conception through facility management.

To accomplish this update, CSI established the Practice Guides Task Team. One of the Task Team charges was to organize the presentation of this information into mod-ules to support areas of practice where CSI currently offers certificates and certifications, such as Project Delivery, addressed by the Construction Documents Technologist (CDT) certificate; Specifications, addressed by the Certified Construction Specifier (CCS) cer-tification; Contract Administration, addressed by the Certified Construction Contract Administrator (CCCA) certification; and Product Representation, addressed by the Cer-tified Construction Product Representative (CCPR) certification; as well as other areas of practice for which education and certification may be developed.

To keep current with changes in the industry, the Task Team also reviewed other CSI documents and standards and updated references to them that appear in the Practice Guides. A similar effort was made to incorporate changes in contract documents pro-duced by the American Institute of Architects (AIA) and the Engineers Joint Construc-tion Documents Committee (EJCDC), and to introduce the new standard contract documents developed by the ConsensusDOCS Coalition.

The Task Team also recognized the growing impact of green or sustainable prac-tices on the subject matter contained in the Practice Guides. Each Practice Guide now addresses the topic of sustainable practice to some degree, while a more detailed examination of the topic is planned for a future Sustainable Design and Construction Practice Guide.

Two other topics that have had an impact on the Practice Guides are Building In-formation Modeling (BIM) and Integrated Project Delivery (IPD). The growing im-pact of BIM on the practice of specification writing and its potential impact on quality

xii     Preface

documentation made a discussion of this topic imperative. Likewise, IPD has grown in importance over the past several years and has had an impact on the way practitioners relate to the process of creating and interpreting construction documents.

The Practice Guide Series is not intended to be composed of static documents but to be a living set of guides with the capacity to change and be updated as the construc-tion industry changes around them. The input of users of this Series will be critical to the future updating of the Series. Indeed, the authors and reviewers welcome feedback from users.

DescriptionofThe CSI Construction Product Representation Practice GuideThe CSI Construction Product Representation Practice Guide takes up where the introduc-tory information presented in The CSI Project Delivery Practice Guide leaves off, providing a more detailed discussion of the process involved in the sales and marketing of products used in the construction process, and the valuable contributions that skilled product rep-resentatives can make to the design, construction, and maintenance of facilities. Like the other Practice Guides in the Series, the CSI Product Representation Practice Guide addresses the roles of the various participants in the process and their relationship to one another in creating and executing quality construction documentation, resulting in clear and concise communications, and more successful construction projects. Though the responsibilities of team members as set forth in the contract documents can differ depending on the method of project delivery selected for a project, at its base a successful project requires a commitment to coordination and cooperation by all team members. This Practice Guide provides the tools that can be used by the Construction Product Representative to help the team achieve success.

Additional CSI publications that complement the Practice Guides are available for download to purchasers of the Practice Guides. The following documents can be obtained at www.wiley.com/go/csipracticeguides :

• MasterFormat® numbers and titles• UniFormat™• SectionFormat™/PageFormat™• Sample CSI Forms• GreenFormat™ questionnaire• Practice Guide Glossary

To access the content on this site, you will need the unique access code printed on the card included with this book. If you have purchased an ebook version of this title, please contact Customer Care at 877-762-2974 or at http://support.wiley.com for a unique ac-cess code in order to take advantage of the website.

xiii

AcknowledgmentsNo project of this magnitude can be accomplished single-handedly. In the best CSI tradi-tion, many people volunteered to write, review, and contribute to the production of the CSI Practice Guides. CSI wishes to recognize the following people who contributed in many ways to this project. If we omitted anyone’s name it was inadvertent, not intentional.

Ross G. Spiegel, FCSI, CCS, CCCA, FAIA, LEED AP BD+CChairman, Practice Guides Task Team

The CSI Product Representation Practice Guide authors:Robert Saumur, FCSI, CCPR, LEED AP, Lead AuthorAl Brosseau, CPMR, CDTAnne Marie Roeper, CSI, CCPRLee Ann M. Slattery, CSI, CCPR, LEED APJim F. Whitfield, FCSI, CCPR, CTC, LEED AP

Practice Guide Task Team Members:George Wade Bevier, CSI, CCS, SCIP, LEED APEllen Kay Crews, FCSI, CCS, FMPGregory J. Marking, FCSI, CCS, CCCA, AIA, NCARB, LEED APChris Pechacek, CSI, LEED APJim Rains, CSI, FAIAJames M. Robertson, FCSI, CCS, FAIA, NCARBRobert Saumur, FCSI, CCPR, LEED APWalter R. Scarborough, CSI, CCS, CCCA, AIA, SCIPPaul W. Simonsen, RA, FCSI, CCS, CCCA, LEED AP, NCARB, SCIPPaul M. Sternberg, CSI, CCS, CCCA, AIA, LEED AP, NCARB

CSI Certification Committee Members 2008–2012Ann G. Baker, RA, CSI, CCS, CCCA, LEED AP, SCIPPeter A. Baker, CSI, CCPR, RCIJoseph Berchenko, CSI, CCS, AIABill Coady, CSI, CCPRDavid G. Dixon, CSI, CCCA, CCPR, RRC, RROSheryl L. Dodd-Hansen, FCSI, CCS, CCCAGeorge A. Everding, CSI, CCS, CCCA, AIA, LEED APRaymond E. Gaines, FCSI, CCS, AIAAlan M. Horne, CSI, CCS, CCCA, AIA, LEED APRichard G. Howard, CSI, CCS, AIA, NCARB, SCIPKent R. Kile, CSI, CCPRGregory J. Markling, FCSI, CCS, CCCA, AIA, LEED AP, NCARBSandy McLelland, CSI, CCS, CCCA, LEED AP, SCIPWiley N. McMillan, Jr., FCSI, CCPRKay M. Melcher, CSI, CCS, LEED APJonathan M. Miller, FCSI, CCS, CCCA, AIA, SCIP, NCARBStephen E. Nash, CSI, CCS, CCCA, AIA, LEED APGeorge Rosamond, FCSI, CCS, AIA, LEED AP

xiv                Acknowledgments

Marilyn G. Smith, CSI, CCS, AIA, SCIPRobert B. Swan, CSI, CCS, CCCA, AIAGeoffrey Stoner, CSI, CCCA, LEED APRobert W. Teller, FCSI, CCS, CCCA, LEED APJ. Peter Tolson, CSI, CCS, CCCADavid Robert Trudell, CSI, CCS, CCCA, AIA, LEED AP, SCIPLisa Turner, CSI, CCPR, LEED APSandra M. Velleca, FCSI, CCS, CCCAM. Keith West, CSI, CCPRLaurence E. Wightman, III, CSI, CCPR, AHC

CSI Education Committee Members 2008–2012Mary-Alice Avila, RA, CSI, CCS, LEED AP, MSLoren R. Berry, FCSI, CDT, AIA, NCARBMarc C. Chavez, CSI, CCS, CCCA, AIA, SCIPCornelius H. Davison, CSI, CCS, CCCA, AIALaura Jean I. Frye, CSI, CCS, AHCPatricia S. Gallup, RA, CSI, CCS, NCARB, RAMitch Lawrence, CSI, CCS, CCCA, AIAGregory J. Markling, FCSI, CCS, CCCA, AIA, LEED AP, NCARBRobert T. Matschulat, CSI, CCS, AIA, AIAJack P. Morgan, RA, CSI, CCS, CCCA, AIA, NCARBStephen E. Nash, CSI, CCS, CCCA, AIA, AIA, LEED APDavid S. Proudfit, FCSI, CCS, AIACasey F. Robb, FCSI, CCPR, LEED APPaulette K. Salisbury, FCSI, CDTWalter R. Scarborough, CSI, CCS, CCCA, AIA, SCIPCherise S. Schacter, CSI, CDTRobert W. Simmons, FCSI, CCPR, CEO, BSGregory W. Sprinkel, FCSI, CDTGrady W. Whitaker, Jr., FCSIJim F. Whitfield, FCSI, CCPR, CTC, LEED AP

CSI Technical Committee Members 2008–2012Gary L. Beimers, FCSI, CDTLane J. Beougher, FCSI, CCS, CCCA, AIA, LEED AP George Wade Bevier, CSI, CCS, SCIP, LEED APTom R. Deines, FCSI, CCCANina M. Giglio, CSI, CCS, SCIPMark J. Kalin, FCSI, CCS, FAIADeborah L. MacPherson, CSI, CCSMichael MacVittie, CSI, AIARichard C. Master, CSI, AIAChris Pechacek, CSI, LEED APLarry Nordin, CSI, CCS, AIA, ALAJames M. Robertson, FCSI, CCS, FAIA, NCARBPaul M. Sternberg, CSI, CCS, CCCA, AIA, LEED AP, NCARBDavid A. Stutzman, CSI, CCS, AIA, SCIPRobert S. Weygant, CSI, CDT, SCIP

CSI StaffGreg Ceton, CSI, CDT, Director of Technical Services

1

Chapter 1 Introduction

1.1 BackgroundIn the classic movie thriller Jaws, the shark first presents itself to the audience and Police Chief Martin Brody with a sudden close-up of its tooth-filled mouth. It scares the dickens out of everybody. The police chief stumbles up to the bridge and says to Captain Quint, “You’re going to need a bigger boat.” It’s one of the most famous lines in movie history, but one that would need some fleshing out to be helpful to a boat-building team. How much bigger? How much longer and wider? How big should the engine be, how much fuel capacity do you want? And on, and on.

Since the time when people first began to build structures for purposes beyond their per-sonal requirements, there has been a need to accurately communicate the desires of the own-ers and designers to those doing the actual construction. Our structures have become more complex over the years, and communication has become increasingly detailed and complex as our society has grown and technology has increased in complexity and sophistication.

Through ancient and medieval times, the art of construction communications has gradu-ally evolved to include drawings supplemented by written words. This documentation was further supplemented by the direct supervision of master builders. By the seventeenth century, a contractual element was added in the form of written contracts between kings and their builders, thus establishing all of the fundamental elements of construction communications that are used to this day—agreement, conditions of the contract, drawings, and specifications.

By the beginning of the twentieth century, the building process, though still rel-atively simple and involving only a few parties by today’s standards, began to require extensive written descriptions to supplement the construction drawings. This may be considered the beginning of the profession of specification writing. The use of detailed written specifications increased during the Great Depression in the early 1930s, when there were many bidders for the few construction projects being undertaken. The trend continued during the period of wartime industrial expansion in the early 1940s.

1.2 The Construction Specifications InstituteCSI was founded in March 1948 by the specification writers of government agencies who came together to improve the quality of construction specifications.  CSI soon developed a standard method for organizing project specifications that became the foundation for

2 Chapter 1 Introduction

what is now a comprehensive construction communications system. In 1961, CSI pub-lished “A Tentative Proposal for a Manual of Practice for Specification Writing Meth-ods.” This study eventually led to the publication of the first Manual of Practice in 1967. During this same period, the American Institute of Architects (AIA) adopted the title “Project Manual” instead of the then commonly used title of “Specifications.” The pur-pose was to emphasize that the book commonly called “Specifications” contained more than the name implied and to distinguish the written documents from the drawings. Use of the term Project Manual and its definition has since gained acceptance in the construc-tion industry as standard terminology and as a guiding concept.

Beginning in the early 1960s, CSI and its Canadian counterpart, Construction Spec-ifications Canada (CSC), worked together in the development, publication, and imple-mentation of standards of practice. A close working relationship with CSC continues to exist today in the form of mutual development and publication of technical and profes-sional documents. Examples of this relationship are the joint publication of UniFormat™, MasterFormat®, SectionFormat™, and PageFormat™.

The 1985 edition of the Manual of Practice was organized primarily as a tool for specifiers and those in the Certified Construction Specifier (CCS) program. Since 1985, the Construction Document Technologist (CDT), Certified Construction Product Representative (CCPR), and Certified Construction Contract Administrator (CCCA) programs have been initiated by CSI. The Manual of Practice has undergone several itera-tions over time, the last single document being The Project Resource Manual, CSI Manual of Practice. In 2011, CSI published three revised Practice Guides including the Project Delivery Practice Guide, Construction Specifications Practice Guide, and the Construction Contract Administration Practice Guide. This edition of the CSI Con-struction Product Representation Practice Guide has been revised and reorganized to better accommodate the CCPR programs through a revised structure. It also reflects the release of the 2012 edition of MasterFormat ® and is the definitive Manual of Practice for product representatives involved in the construction industry.

CSI’s Practice Guides outline recommended techniques and philosophy for prepar-ing, organizing, using, and interpreting construction documents. They also suggest best practices for the various players involved in the construction process, but they don’t con-tain the technical product or design information needed to develop and produce project specifications. That kind of technical knowledge and ability is gained through education and extensive professional experience in the office and in the field.

1.3 Reference DocumentThis Practice Guide is intended to serve as a reference document covering a wide range of information needed by those involved in the sales and marketing of products used in the construction process. It has been prepared by individuals actively involved in the subjects covered by the various chapters. In addition, each chapter has gone through an extensive review process to assure the material meets the intent of the chapter.

Originally, the Manual of Practice was intended to provide “how-to” information for practicing specifiers. Over the years, it was expanded to become a reference for a much wider audience. Although the document has been rewritten and divided into Practice Guides emphasizing various specialties, information contained in all the Practice Guides is of value to everyone involved in the construction process. The better each person

1.5 Terminology 3

understands the responsibilities and duties of the other parties, the less chance there is for misunderstanding or confusion.

This Practice Guide is not intended to provide the sole reference document for those in-volved with the construction process. It is intended to supplement and complement reference material prepared by other document producers—the American Institute of Architects (AIA), the Engineers Joint Contract Documents Committee (EJCDC), and ConsensusDOCS.

1.4 The Practice Guide StructureThe term Practice Guide is used as a title for the manual covering each major discipline or area of emphasis. Currently there are four Practice Guides:

1. Project Delivery Practice Guide 2. Construction Specifications Practice Guide3. Construction Product Representation Practice Guide4. Construction Contract Administration Practice Guide

The name for each of the guides has been selected to be self-explanatory and broad enough to include information contained within a particular guide. An additional Practice Guide on sustainable design and construction is expected to be available in 2013.

1.5 TerminologyA brief explanation will help the user understand how the following terms are used in this Practice Guide:

• Architect/engineer (A/E) is used to designate the individual or firm responsible to the owner for the design of structure or project.

• Design professional is used in the Construction Product Representation Practice Guide to describe those individuals who have a need for product information and techni-cal assistance from a product representative and who select products or have input on the selection of products. A design professional could be an A/E, a consultant to the A/E, an employee of a developer involved in design-build projects, or someone on the staff of an owner responsible for designing in-house repairs and modifica-tions. For larger projects, it could refer to groups of these people.

• Specifier is used to refer to the specific individual(s) qualified to prepare specifications.

• Product representative is used to designate the individual who promotes the use of a product or group of products in projects where their use is consistent with the design capabilities of the products. These individuals can be employees of manu-facturers and their dealers and distributors, independent representatives operating their own businesses, or employees of manufacturers’ trade organizations. Indeed, they are all of these and more. For the purpose of this Practice Guide, they will all be referred to as product representatives.

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1.6 The Construction Product RepresentativeThe focus of this Practice Guide is the construction product representative. It reviews the construction process with the duties and responsibilities of that individual in mind. The specific set of product knowledge and expertise that is required of an indi-vidual product representative will vary enormously from one project to the next and from one product to the next; however, the other members of the project team will have the same level of expectations of the various product representatives involved in a construction project. They expect the representatives to be knowledgeable, re-sponsive, helpful personnel who will lend their abilities to the other members of the project team to help make the completed project at hand a successful contribution to the built environment.

Like aircraft, construction products are designed with an envelope of conditions and capabilities in mind. They are typically developed using a process that is quite similar to a program developed to control the design of a building project. Well-designed, well-made products will perform to their design specifications if they are properly installed within the design requirements that controlled their development. The heart of the responsibility of product representatives is to see that the products they represent are selected for applications that are within the design capabilities of the products. Product representatives must be able to provide the technical design and performance information that will assist the design team in selecting appropriate products, whether the project is in Death Valley, California, or Deadhorse, Alaska. To do that, they should enjoy working with a variety of members of the design com-munity and the construction industry in general.

In addition to working with members of the design team, product representatives must also be comfortable working with three additional groups:

1. The manufacturers of the products they represent. Their reports on problems en-countered, opportunities available, and business development trends that exist lead to product improvements that benefit the industry as well as the specific manufacturer.

2. The contractor team. Because they deal with a variety of construction meth-ods, materials, and project types, product representatives must have thorough working knowledge of their own products, competitive products, types of con-struction, and various recommended installation techniques. Their assistance, particularly in unusual and challenging existing conditions, can be extremely helpful.

3. The owner team. After a project is completed and turned over to the owner, on-going building operation and maintenance are the responsibility of the owner. Many products used in the project will need maintenance supplies and spare parts for the life of the structure. That ongoing need presents an opportunity for the product representative to be of future service to the owner. Offering this service typically provides business opportunities for product representatives as facilities are maintained, renovated, remodeled, and replaced through the life of the structure.

1.7 Project Life Cycle 5

1.7 Project Life CycleConstruction is not simply the last function in a sequential process of project develop-ment, but rather, the coordinated effort of all those involved in providing the owner with a successful project—be it a building, a highway, a dam, or another “constructed” project.

Construction is part of the life cycle of a project. When construction is complete, a new group of participants, the facility management team, takes over for the operation and maintenance phase of the life cycle. The owner may, in time, begin a new life cycle through the process of renovation or alteration to accommodate new requirements.

Construction should begin with a complete set of construction documents and con-clude with a completed project the owner can take on to the next phase of the project’s life cycle. The success of the construction phase depends on team commitment to the process. Figure 1.1 illustrates a project life cycle.

Although the members of the project team tend to look at the completion of a proj-ect as an endpoint, to paraphrase Winston Churchill, it’s really just the end of the begin-ning. When the design and construction phases are complete, the project has just begun its life serving the owner and the larger community of which it is a part.

For some product representatives, involvement in a given project is limited to the construction phase. It is unlikely that the owner would need continuing services from a representative whose product is a successfully installed structural material that has no moving parts. For many representatives, however, the opposite is true. There is an ongo-ing need for service and replacement parts for HVAC equipment, door hardware, and a host of other products. Representatives for those products should provide the services that owners need throughout the life cycle of the product, or verify that they are being provided by other members of the distribution chain.

Facility Management

Project Conception

Project D

elivery

Design

Construction Documents

Bidding/N

egotiating

Purchasing (P

rocurement)

Con

stru

ctio

n

Figure 1.1 Facility life cycle

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Chapter 2Product Representation

2.1 Product Representation Product representatives play an important role throughout the design and construction process. Product representatives advise A/Es and other design professionals, owners, contractors, and subcontractors on products and systems to be incorporated into con-struction projects. They may provide technical assistance and information during design; provide estimates during the bidding, negotiation, and purchasing; and make recom-mendations and observations during product installation. In addition, they will typically provide maintenance and warranty requirements at contract closeout. Some product rep-resentatives also act as subcontractors and may install their products as well.

A supplier team involved with the design team, contractor team, and owner team early in a project helps to ensure that a specified product or system is selected and used properly. This early involvement may also provide the supplier team with a competi-tive advantage, when products are being selected and purchased. Product representatives should be aware of project requirements, including specified functional and perfor-mance criteria, pre-bid submittal conditions, necessary delivery dates, and procedures for proposing substitutions. Most effective assistance occurs when product representatives interact with members of the project team and review the construction documents to understand the requirements.

2.2 Educational BackgroundThere is no single educational program designed to train a professional product represen-tative. Formal educational background must be supplemented with work experience and specific product training before one can become a fully qualified product representative. Following are several formal educational backgrounds that would be suitable for product representatives:

• College degree in sales and marketing or architecture/engineering• Vocational school education in architecture, engineering, or construction

technology• High school education supplemented by on-the-job training in architecture or

engineering

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2.3 Personal CharacteristicsSuccessful product representatives possess certain traits:

• Professionalism (personal integrity, respect for confidentiality, etc.)• Helpfulness• Confidence, coupled with an outgoing personality• Public-speaking ability • Honesty in dealing with others• Congeniality • Cooperativeness• Well-organized thought process• Ability to sort out the essential elements of a problem when asked for advice• Objectivity• Perceptive about others• Ability to express thoughts logically

2.4 ProficiencyThe accomplished product representative uses these personality characteristics to develop the following areas of proficiency:

• Thorough technical knowledge of products represented, as well as the products of major competitors

• Thorough understanding of construction materials, systems, and methods• Excellent verbal and written communication skills• Ability to understand graphic information presented in drawings, tables, and charts• Ability to carry out successful negotiations• Knowledge of good research methodology• Knowledge of computers as they are used to access information, perform word

processing and spreadsheet tasks, and communicate electronically• Understanding of basic construction law• Understanding of building codes and ordinances in general, and in particular as

they relate to the products he or she represents

The product representative’s job may best be described as exercising the skills necessary to promote a product for its intended purpose and provide advice on its proper installation. Product representatives may give advice on product options, limitations, cost, and main-tenance. These services carry with them a burden of responsibility because A/Es, owners, contractors, and subcontractors rely heavily on the product representative’s advice.

Product representatives should possess the following broad areas of knowledge and skills:

• Knowledge of products, including cost information, manufacturing processes, and distribution

• Knowledge of the decision-making process

2.5 Forms of Representation 9

• Knowledge of the construction process, documents, procedures, and participants • Sales skills

To be integral participants in the construction process, product representatives should understand the principles of effective technical assistance. An understanding of time constraints is another selling tool that product representatives can offer. Effective product representatives understand the value of time—theirs as well as that of other team members. Time well spent early in the initial design phases can save time for the design team and for all project team members during construction.

2.5 Forms of RepresentationManufacturers use several forms of product representation to market their products. The responsibilities vary greatly, depending on the form of representation. Some product rep-resentatives represent multiple manufacturers, while others represent only one. Reference to these forms of representation is made throughout this module and may include the following participants:

• Manufacturers’ employees (sales, marketing, and technical) • Independent sales representatives • Distributors (including material suppliers, dealers, and retailers) • Combined forms of representation • Other forms of representation (independent consultants, trade associations)

2.5.1 Manufacturers’ EmployeesMany manufacturers employ a staff to market and sell their products. Depending on the company’s size, a single employee may perform several functions. There is no standardiza-tion of job titles or division of labor among the various manufacturers of construction products. Whatever their titles, manufacturers have personnel representing the manufac-turers’ products to the project team.

Manufacturers’ employees are agents. They are legally bound to sell a product or perform a service and are generally excluded from representing other manu-facturers’ products. These employees speak for the manufacturers; in many ways, manufacturers assume liability for the representatives’ actions. Manufacturers’ em-ployees usually receive a salary and, depending on the manufacturer, might also make a commission on sales. The company normally reimburses expenses. Three of the more common types of manufacturers’ employees include sales, marketing, and technical:

• Sales employees. Sales employees are responsible for making sales appointments, quoting pricing information, taking purchase orders, and arranging for product shipment if the manufacturer does not have a separate order-processing depart-ment. Often, these individuals have held other positions in the company and are thoroughly familiar with the manufacturing process. They can usually advise on

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nonstandard items and unique technical installation problems. Sales employees typically work toward a sales quota or goal.

• Marketing employees. Marketing employees research the market to determine what is important to buyers and decision makers. Their research evaluates and targets buyers and decision makers, assists in establishing criteria for the product that satisfies the buyers and decision makers, and provides information to price the product competitively. Another responsibility is to develop advertising strategies and determine the suitable methods, media, and quantity of advertising. These employees are often responsible for forecasting future sales so manufacturers can effectively plan future production. In some firms, these employees are also heavily involved in the product development area.

• Technical employees. Technical employees answer inquiries from the design and con-struction teams, present seminars, and perform other educational activities such as technical training. Though technical employees do not often sell, they provide a vital service to the project team on evaluation, selection, specification, and proper product use. Technical employees work with engineering departments in the de-velopment of specific details or product modification. Sometimes they are asked to provide warranty information, observe product installation, or investigate and solve an installation problem.

2.5.2 Independent Sales RepresentativesManufacturers may promote their products with internal sales employees or contract with independent sales representatives to provide this service. Independent sales representatives typically have established contacts with A/Es, contractors, subcontractors, and perhaps owners within a defined geographical area. The agreements between manufacturers and independent sales representatives usually stipulate a specific geographical area of activity.

A manufacturer wishing to penetrate a new territory can do so quickly by using estab-lished independent sales representatives to market through their contacts. It is often more economical for a small- or medium-sized manufacturer to contract for these services with an experienced local representative than to have a direct employee sales force. Independent sales representatives, through a contractual agreement with a manufacturer, derive their in-come through commissions on sales and are responsible for their own business costs. They may be paid a fee to distribute manufacturer’s literature or write specifications that include a manufacturer’s product or system. National and global marketing requires the interaction of independent sales representatives in different geographic areas to work on the same project.

When project design occurs in one region and construction in another, the commission on sales is often split between the representatives. If the product is specified but not used, no commission is paid. Some representative agreements with manufacturers may include commission based on a percentage of sales from the geographical area or registered projects.

Even though they may have agreements with several manufacturers, independent sales representatives usually do not represent competing products or those that present a conflict of interest. However, occasionally an overlap in product lines may occur. Such an overlap might exist if a representative carries a generic product from one manufacturer and a high-performance product of another. Although similar, the products are not com-peting for the same market.

Another form of agreement for independent sales representatives is a subrepre-sentative agreement. This form of agreement is typically made between two product representatives; one has a contract to represent a particular product for a large territory

but needs assistance covering another part of that territory. Independent sales representa-tives are responsible for servicing other members of the project team in the same manner as manufacturers’ sales employees. The product manufacturer may also rely on informa-tion from the independent sales representative to forecast sales.

2.5.3 DistributorsDistributors have written or oral agreements with manufacturers to buy, inventory, and resell products to buyers. Distributors derive a profit on the sale of a product or system and usually do not work on a commission basis as independent sales representatives do. Distributors may be stocking distributors who maintain an inventory, or nonstocking distributors, sometimes referred to as dealers. A distributor’s agreement with the manu-facturer may be for a specific geographical area and time period. The agreement some-times contains a sales objective that may be used to evaluate performance.

Geographical areas can be broken into two types of territories: exclusive and nonex-clusive. An exclusive territory is one in which the manufacturer has an agreement with a distributor for a specific period during which that particular distributor is the sole distribu-tor that can sell the manufacturer’s product in the specific geographical area. For example, ABC Manufacturer signs an agreement with XYZ Distributor for the exclusive rights to all sales in Your Town, USA, for one year. Though the distributor may be legally bound to the geographical area, once material is purchased, the manufacturer no longer has control of the product and it can then be resold anywhere. The nonexclusive territory is a more com-mon arrangement for distributors in highly populated areas. In a nonexclusive territory, a manufacturer may decide to have more than one distributor because of sales potential, or the territory may be too large to be sufficiently covered by one company.

Several arrangements for these distributors may exist. Each distributor has a pricing structure based on volume, credit rating, level of participation in the sale, and rating with the manufacturer. Subdistributors may buy from the master distributor or from the manufacturer at a different pricing structure. Some manufacturers give distributors a significant discount because of the volume of material they purchase.

2.5.4 Combined Forms of RepresentationIndependent sales representatives may combine different forms of representation. For example, an independent sales representative may have an agreement to be a representa-tive of one manufacturer and a distributor for another. A manufacturer may have a sales force to represent some territories, but independent sales representatives or distributors represent and sell in others. The decision to combine forms of representation is usually the result of an evaluation of the geographical area. A territory may have a high concen-tration of construction in a single location, such as a large city, while other areas that need representation are widely spread, such as rural states.

2.5.5 Other Forms of Representation• Independent consultants. Independent consultants are usually hired on a one-time

contract basis to perform a specific task and may perform their specialty service for numerous companies. The task may be delivering product binders or pieces of

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marketing literature, in which case the contract may be with a direct mail company to print envelopes and address, stuff, stamp, and mail the literature. Other com-mon independent consultants develop typical product details or guide specifica-tions for distribution and use in construction documents.

• Trade associations. Trade associations are organizations established by manufac-turers, fabricators, or installers to promote an industry segment. Trade associa-tions are organized to promote the proper installation, application, and use of a product; enforce industry standards and develop new standards; and occasion-ally lobby on political issues that affect the particular trade. Trade associations may be national, such as the Precast/Prestressed Concrete Institute (PCI), and the American Architectural Manufacturers Association (AAMA), or they may be regional, such as the Northwest Wall and Ceiling Bureau. Some trade associations provide inspections of work to assure the owner that the project component is assembled in compliance with the specifications and accepted industry practice. When a problem occurs or a party in the construction process has been alerted to a problem, one of the members may ask the association to evaluate the situation and mediate the dispute. Trade or industry associations have an interest in increasing sales of the products and manufacturers they represent, as well as promoting proper use of the products. Often these associations publish and sell manuals, guidelines, standards, and educational literature, which are distributed to design teams to assist in the drawing of details and creating project specifications. Many A/Es appreciate trade associations because they provide a generic and industry-standard perspec-tive of the product or installation. Trade associations often employ representatives who function in a similar, yet nonproprietary, way to their counterparts employed by a manufacturer, and are usually available to answer questions. Representatives employed by trade and industry associations are usually paid a salary and do not make a commission on product sales from manufacturers.

2.6 Working with the Project TeamProduct representatives assist manufacturers by promoting their products to a diverse group of individuals within the project team (owner team, design team, construction team, and supplier team participants).

2.6.1 Owner TeamAs the ultimate purchaser of installed products, the owner may have significant input on equipment and finish selections and may require information on the product operation, maintenance, and warranties. In addition, product representatives may be called on to provide advice on the operation and maintenance (O&M) of installed products, causes of problems, and matters of adjustment and modification. Owners with many buildings, such as a college campus or retail chain, usually establish material and product standards for their projects. Standardizing products helps limit the replacement materials needed for ongoing maintenance and provide consistency in performance by minimizing the type of maintenance training necessary. Some owners may perform their own mainte-nance or hire subcontractors. The owner may seek information or even place an order

through product representatives for replacement parts. Owners who maintain design and construction departments rely on knowledgeable product representatives in a manner similar to design teams. Government agencies, whether federal, state, or local, usually re-quire specifications to be written without using the manufacturer’s name, product brand name, model numbers, or unique characteristics. Product representatives can assist the owner by helping to establish generic product performance criteria and standards and providing information on comparable products complying with the criteria. The owner team may include any of the following:

• Project owner. The project owner actually pays for the project’s design, construc-tion, and maintenance. An owner may be an individual or a group, such as a devel-oper, corporation, utility, municipality, transportation department, or university. Each project owner has concerns that vary from initial and long-term costs to durability and ease of maintenance.

• Facility user. The facility user includes staff and employees of a facility who are not the actual owners, such as students, doctors, nurses, instructors, and administrative personnel. The user or group may have input on types of equipment needed or preferred, but in general is more involved in evaluating spatial requirements than making product decisions.

• Facility manager. An administrator or operator is responsible for the facility and makes decisions such as when the facility is open or closed, schedules maintenance, and determines when remodeling is necessary. The facility manager’s responsibili-ties include the day-to-day operations of the facility.

• Facility maintenance engineer/personnel. The facility maintenance engineer or man-ager is responsible for repairs and improvements. Separate roles are usually orga-nized under the facility maintenance engineer to focus on particular functions, such as mechanical equipment repairs or interior finish maintenance.

• Owner’s representative. An owner’s representative may be used on projects in which the owner is a large organization typically not involved in project construction as a primary business, such as a school district or hospital. The owner’s representative makes decisions on behalf of the owner during the design and construction docu-ment stages and makes final decisions during construction.

• Prime tenant. A prime tenant is an individual or organization that will occupy a major lease space within a building owned by another entity. The prime tenant usually influences decisions on improvements that affect the leased space.

Because many owner team participants make decisions, product representatives should understand who the participants are and their roles on the team.

2.6.2 Design TeamProduct representatives provide many services for the design team and should work closely with them to learn which services they require. To be effective in meeting the needs of the design team, product representatives must furnish proper information with the level of de-tail appropriate to the stage of the project. The design team usually acknowledges the need for assistance in selecting the appropriate products for projects. Product representatives who exhibit detailed knowledge, competence, a willingness to consult, and a history of honest and ethical dealings have an excellent opportunity to become important resources for the

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14 Chapter 2 Product Representation

design team. A product must be detailed and specified. The A/E relies on a manufacturer’s technical information when developing project specifications; product data alone are in-sufficient. Product representatives capable of providing technical assistance in developing project-specific detail drawings and preparing or editing a specification section provide a valuable service. For technical assistance to be effective, product representatives should:

• Be familiar with all sections in Division 01—General Requirements.• Understand the unique requirements and special conditions for product installation.• Know the proper use and incorporation of reference standards in the specifications.• Understand testing and certification requirements. • Assist in graphically representing the product.• Assist in the proper description of critical features.• Make the A/E aware of proprietary fabrication methods.• Make the A/E aware of proprietary product characteristics, especially those that

differ from industry norms or standards.• Provide specific information about submittals, testing, and other procedures.• Know qualified installers.• Understand the different methods of specifying, how specifications are organized,

and how they relate one to another.

Because product representatives cannot always be present when the design team selects products, it is important that design team libraries and other reference files are current and complete. Design teams need current product information, and timely up-dating of this information by product representatives is an important service. Although members of the design team will certainly access manufacturers’ websites for product information, many team members will also want to review technical information in hard copy format.

When preparing cost estimates, the design team usually consults with product repre-sentatives for product costs, including installation. The design team often consults with product representatives when making comparisons and evaluating products. The design team may include any of the following:

• A/E • Principal • Project manager • Project A/E • Project designer

• Interior architect/designer • Specifier (employee or consultant)• Construction contract administrator • Specialty consultants

The design team does not normally purchase products for incorporation in a con-struction project, but it does make most product selections and requires information to make the decisions. In a design team’s organization, many persons performing several functions may influence the product decision. The following paragraphs outline impor-tant personnel within the design team and responsibilities of each to provide an under-standing of the various roles.