Initial studies and the project brief

Initial studies and the project brief

From knowing the site and the client's goals to determining the design basis, service limits and delivery criteria

The fountain project begins before selecting the nozzle and pump. First, it should be known for what space, what audience and with what facilities the fountain will be designed.

If this information is not clear, designers and contractors may have different interpretations of the same request. The result is proposals whose prices are not comparable, the responsibility for some tasks is not clear, and there is no common criterion for evaluation when it comes to delivery.

Preliminary studies should turn the employer's wishes and local realities into clear documents. The output of this stage is the basis of design and estimation and is completed with the progress of the project.

The forms and examples in this chapter are the suggested framework of the book and should be adjusted for the conditions of each project.

16–1. Three documents with three different tasks

In order to avoid ambiguity, it is necessary to differentiate between three concepts:

The description of the employer's need states what results the project should create; Such as usage type, display quality, working hours and expected service level.

It records the fundamentals of design information and assumptions that engineers calculate and design based on; such as levels, water quality, environmental conditions, power capacity and performance criteria.

Service and work boundaries define who is responsible for designing, providing, implementing, testing, training, and maintaining each part.

For example, "night show performance" is a requirement. Wind conditions and viewing reference points are included in the design basics. Responsibilities for speaker provision, program production, and operator training should be specified within the scope of service.

These documents are dependent on each other, but they do not replace each other.

16–2. Project start meeting and effective people

The kick-off meeting should bring together decision-making representatives, relevant designers and future users.

Depending on the scale of the project, the presence of the employer's representative, architect or landscape designer, fountain expert, structure and facility designers, and operation manager will be necessary.

In this meeting, it should be clarified:

• Who makes the main decisions?

• What is the main goal and priorities of the project?

• What limits are certain?

• Which information is not yet available?

• Who provides incomplete information?

• What documents are delivered at the end of the study phase?

The user must be present in the conversation from the beginning. Deciding on maintenance access, control method or system complexity, without knowing the operational capability, can cause further problems.

In the Vortex engineering approach, the coordination of mechanics, electricity, structure and water management disciplines with landscape designers is proposed. Source: project engineering at Vortex ^[93]

16–3. Converting general requests into verifiable needs

Phrases such as "beautiful fountain", "low consumption" or "easy maintenance" indicate the initial orientation, but are not sufficient for the design.

It is better to turn every request into a verifiable result:

At this stage, not all requirements should be converted into the specifications of a specific product. The designer must be able to propose a suitable solution for the desired result; Unless the use of specific equipment is a requirement of the project document.

16–4. Basic site information form

Each data must have a source, date and validity status. An old drawing or oral statement should not be recorded as definitive without review.

For a floating fountain, depth map, level changes and bed condition are also required. The Otterbine selection guide introduces the depth and shape of the zone and the quality of the incoming water as important factors of the review. Source: Otterbine system selection guide ^[94]

Figure note from the source manuscript

Figure 1–16: Photograph of initial inspection and leveling on an actual GSO project, with marked site plan. Suggested subtitle: "Basic information should be linked to specific place, date and reference." Sensitive project information should be checked before release.

16–5. Review of reconstruction projects

In reconstruction, knowing the existing situation is an independent part of studies. The presence of an equipment in place does not mean that it can be used in the new plan.

The inspection should include the condition of the structure, sealing, pipes, cables, panel, pumps, nozzles and control system. The existing documents should also be adapted to the actual implementation.

For each component, it is better to register one of these statuses:

• Usable after approval;

• in need of repair or modification;

• need replacement;

• Unclear and needs further investigation.

Also, the effect of the suspension on public use and the method of phased implementation should be determined. Renovation in the active area is different from the implementation of the project in the vacant land in terms of access and timing.

The claim of savings due to the reuse of equipment should be made after technical evaluation and estimation of the cost of modification.

16–6. User definition and operating modes

The description of the requirement should state the actual use of the space. "dry floor fountain" or "urban fountain" alone doesn't make it clear.

It must be specified:

• Does the audience just watch or enter the water?

• What age groups and what accumulation pattern are predicted?

• In what hours and seasons is the fountain active?

• Is the area used for event or service passage?

• What is the use of the surface during shutdown?

• What options will the operator have?

Normal modes, special display, environmental limit, service and seasonal shutdown must be defined.

If there is a possibility of direct contact of people with water, the decision about its use and requirements should not be postponed until the end of the implementation.

16–7. Determining the basics of technical design

Once the location is known, the design basics should be compiled into a traceable document.

This document covers the following topics, as appropriate for the project:

Hydraulics: required effects, simultaneous combinations, alignments and performance reference conditions.

Water and treatment: source, use, expected quality, monitoring method and basics of equipment selection.

Power and control: available capacity, panel location, command method and behavior in different modes.

Structure and architecture: associated loads, dimensional limitations, materials, sealing and access.

Environment: Permissible display conditions, wind, cold, splash and noise restrictions.

Any assumption must be distinct from the verified data. For example, "required electrical capacity" is a design result; "Available Power Capacity" is a site data. The two should not be confused.

16–8. Work boundaries and connection points

Ambiguity in the boundary of works can cause essential components to remain between two contracts.

The following table is an example for coordination; The final person responsible for each tier should be named in the project.

For each subject, design, supply, installation and testing should be clarified separately. The fact that a party provides the equipment does not necessarily mean that it is responsible for the implementation of the infrastructure.

In the introduced services of GSO, design, equipment, installation, commissioning and training are seen as separable subjects. The actual scope of each project should be specified in the proposal and contract. Source: GSO urban fountain service ^[95]

Figure note from the source manuscript

Figure 2–16: Architectural, structural, mechanical, electrical, control, and operation relationship diagram, showing several connection points such as valves, pipe penetrations, and switchboards. Suggested subtitle: "The coordination of disciplines should be done within specific operational boundaries."

16–9. Registration of incomplete information and risks

At the beginning of the project, not all information is complete. Proper management means that the defects are obvious and the responsible person and time are determined to fix them.

The status of each case can be "Open", "Under review" or "Dependent on evidence".

"I'll check it out later" is not enough. It should be clear to what extent the investigation is necessary and which decision will depend on its result.

16–10. Initial budget and schedule

The initial budget should cover the entire scope of the project: studies, design, structure, facilities, equipment, implementation, testing, training and start-up costs.

In the Vortex budgeting guide, in addition to equipment, infrastructure, leveling, design, installation, and current costs have been discussed. Source: Vortex Budgeting Guide ^[96]

The estimate should specify the date, price basis, in- and out-of-scope items, and degree of certainty. The initial price without this information is not a good basis for the final commitment.

The schedule should also show the dependencies: design, document verification, construction, site preparation, installation, commissioning and testing.

The opening date should not take the place of the time required for completion and testing. Special equipment or custom fabrication should also be shown in the schedule with actual delivery times.

16–11. Document delivery program in the design stages

The documents should have a specific use according to the stage.

End of preliminary studies: requirement description, site impression, limitations, selected option and list of open topics.

Finalization of conceptual design: placement, combination of effects, main sections, infrastructure requirements and updated estimates.

Final detailed design: calculations, coordinated drawings, technical specifications, equipment list and test schedule.

End of implementation: maps according to implementation, settings, test results, instructions and training documents.

Rendering is not an executable map. The 3D model should also be coordinated with the technical information and actual constraints.

In its process, Crystal Fountains uses visualization, prototyping and physical testing to develop the design; These tools should be selected according to the uncertainties of the project. Source: Crystal Fountains design and prototyping process ^[97]

16–12. Delivery criteria from the time of requirement formulation

Any important requirements are better connected to the verification method from the beginning.

For each criterion, the target value, test conditions, instrument or method, and approval authority must be completed.

Terms such as "appropriate height" or "acceptable volume" should be co-defined before delivery. On the other hand, some quality requirements can be evaluated with a verified sample and specific observation points.

16–13. A short sample of project requirements

Educational example: a fountain in an urban pedestrian space

The aim of the project is to create a stop point and a night show in a pedestrian area. The fountain should be in harmony with the main passageways and seating areas and have a good view even when it is off.

The primary use is to watch the water from the designated area. The designer must check the probability of people entering and the method of managing it and present the result before the design is fixed.

The system should have normal day mode, night display and limited mode according to environmental conditions. Three independent night programs, each for three minutes, should be considered in the scope of the design. Final content will be approved before scheduling.

The placement should show the main points of view, the spray area and the access route of the service. Replacement of items specified for periodic service shall be possible by an approved method without unplanned destruction of the finish.

The technical proposal should include the basics of hydraulics, electricity and water requirements, water quality management methods, consumption estimates, maintenance plans and service limits.

The capacity of the existing infrastructure is not considered confirmed until the review. The final selection of the equipment will be done after matching the design needs with the facilities of the place.

Delivery includes performance test, conforming drawing, equipment documentation, configuration backup and operator training. Quantitative criteria are completed during the detailed design phase and validated prior to implementation.

This text is an example of requirement formulation for a hypothetical project and is not considered a real project specification or contract ready version.

16–14. Change management

A change in target, dimension, or display schedule can affect multiple threads.

For example, increasing the effect height may change the pump, power, spray range, and wind control. Converting a show use to a water park also requires a wider review of the system.

Any change must be recorded with the following information:

• Description and reason for change;

• Affected documents and departments;

• Effect on cost and time;

• Necessary investigations;

• Final decision and new version of documents.

The oral decision should be reflected in the project document. Also, maps and lists must have a revision number so that the implementation is not based on different versions.

Figure note from the source manuscript

Figure 3-16: A tutorial example of a change sheet with reference to the plan and related section. Suggested Caption: "Changing a performance feature can have structural and institutional consequences." The information is a hypothetical example.

16–15. The final output of the study phase

Preliminary studies are concluded when the project team can jointly answer these questions:

• What is the purpose and use?

• What are the valid location information?

• What limitations and ambiguities remain?

• On what basis was the selected option chosen?

• Who is responsible for each section and each connection point?

• What assumptions are the budget and program based on?

• What documents are required in the next steps?

• How is the final result evaluated?

For a small project, these answers can be recorded on a few clear pages. A large project requires more details; The quality criterion is the usability of documents.

A detailed description of requirements puts the client, designer, contractor and operator on a common footing, allowing fair comparison of proposals and clearer project delivery.

In chapter 17, the architectural design and placement of the fountain in the urban space are examined; From the scale, view axis and geometry of the pond to the connection with the movement path, seating, green space and hidden facilities.