Client advice

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Client advice refers to the partial or full support of the client in his tasks and duties as a client by external, independent consultants. As a rule, client consultants do not provide services from the field of planners and general contractors , but they have the necessary knowledge and skills from the entire real estate industry . This means that building owner consultants are able to communicate requirements for them, or to check their results and plausibility. In this way, building owner advisors enable even non-professional building owners to make competent and sustainable decisions during the development, construction and use of a building .

overview

Since the beginning of the 1980s, the need for services in the field of client advice has been increasing continuously. The economic framework, the increasingly difficult approval procedures , the high environmental requirements and the increasing specialization in the planning area complicate the planning and construction of a property .

In addition, the demographic change and the increased ecological awareness pose new challenges for many building owners: In particular, the demand for age-appropriate and resource-saving buildings has increased continuously and will continue to increase.

These social renovation processes are reflected on the part of the building owner consultants in an increasing specialization: There are companies that focus on ecologically sustainable construction and operation of buildings, others that focus on age-appropriate living or on the harmonization of living spaces according to Feng Shui principles have specialized.

In the course of globalization, especially in the office building development sector, there is an increased need for professional advice: global competition is forcing effective work processes and consistent energy management within the property. In addition, especially in Western Europe, the increasing shortage of skilled workers in the information and innovation society is leading to a rethink in office building development. Due to these tendencies, the building owner of an office property is able to increase the added value of his company sustainably with completely demand-oriented and future-proof working environments.

In view of the complexity of these tasks, non-professional builders increasingly require professional support from building consultants.

Client

"The builder is someone who, on his own responsibility, prepares or executes a structure or another plant or facility, or has it prepared or executed, whereby the builder can be both a natural and a legal person (under private or public ) law." The client has to appoint suitable companies for the preparation and execution of a project that requires approval .

Client advice

Builder consultants design and plan the real estate project together with the builder. In a later phase, the consultants organize and manage the construction work. More and more often they also manage the smooth and cost-efficient operation of real estate, with which they take on tasks from the area of facility management .

The approach of the client consultants is interdisciplinary : they usually do not provide the services of lawyers, business economists, architects, engineers or facility managers, but put together the right team for a specific project. In this way, together with the client, they develop the current and future requirements for a property and then ensure that the requirements are met both in the construction and in the operation of the property.

The tasks of the client consultants can ideally be divided into legal, financial, structural and usage-optimizing. In reality, these tasks intertwine in many ways, which necessitates the cooperation and networking of specialists from several specialist areas. Client advisors take on the role of team leader who coordinates the participants with a view to the common goal of a building that fully meets the requirements.

Legal duties

The laws and ordinances of planning, building and environmental protection law, in a changing constellation, represent the essential boundary conditions during the planning and creation of a building project. They regulate the relationship between the interests and needs of the individual (the builder) and the demands of the state community . The legal system determines who may own, use and dispose of land and what rules apply to it. A building permit or building permit is absolutely necessary for a building project.

Client consultants or lawyers appointed by the client consultant support the client in all facets of building law, the drafting and drafting of building or architect contracts and the enforcement of claims for defects.

Financial tasks

A construction project is always an investment for the investor . For this reason, in order to assess the financial feasibility, a cost forecast must be made that allows statements to be made about the monetary expense of the building to be constructed. In addition to the investment costs of a property, building owner consultants or the experts they have appointed must also take into account the operating costs, i.e. those costs that go beyond property and construction costs and include the operation and maintenance of a property. In addition, the review of loan offers and possible grants by the state, state or municipalities are part of their area of ​​responsibility. Only after this data has been recorded can an appropriate judgment be made about the profitability of a property.

With the start of the construction phase, cost control begins as an active operational management tool in the interests of the client. On the basis of the data determined as part of the forecast, corrective action is taken immediately as soon as the costs exceed the budgeted framework.

Construction tasks

In addition to the evaluation of locations and properties, the assessment of construction documents and plans , the identification of specific requirements and advice on construction , construction and building materials used in relation to these requirements are among the most urgent tasks of the building owner consultants or the specialists they have appointed. In addition, the client advisor takes on the quality assurance , deadline and cost control accompanying the construction within the project. Constant quality and cost monitoring of the work should ensure the creation of the desired services and avoid possible interface problems between those involved.

To determine the scope of the order and the required quality, a directory is drawn up in which the services to be provided within the scope of an order are listed.

In addition, in their role as project manager, the client consultants ensure compliance with legal and technical regulations, the aim of which is to ensure safety on the construction site and the usability of the construction project.

Usage-optimizing tasks

In the life cycle of a property, the usage phase not only takes up the longest, but also the most cost-intensive period. This is why building contractors are looking for effective strategies to ensure the future viability of a building over a longer period of time. Facility management as a comprehensive analysis of all processes around, on and in a building increases labor productivity in real estate and the return on investment. How property-based real estate optimizes work processes and consistent energy management leads to cost savings has been shown in the past few years in the area of ​​office building development.

Office building development

Office building development refers to the extensive process of conceptualizing, planning, creating and operating an office property, taking into account ecological, economic and social sustainability.

The client advisor structures this process for the client who wants to convert, extend or build a new property. To do this, the consultants analyze the work processes and organizational forms that are typical for a specific company. On the basis of this data, they develop an office that is efficient from an economic and ecological point of view, which is specially tailored to the requirements of the users. Increasingly, social factors such as employee satisfaction and the working atmosphere in their interaction with productivity, and thus with the added value of a property, come into focus. A study from 2005 shows how well thought-out architecture can improve the communication climate, accelerate work processes and reduce sick leave within a company.

In economic and ecological terms, the “flexible office” model is increasingly becoming the focus of interest. This is an office concept that already takes into account the various possible uses of an office space in the project planning and planning: if the requirements for a property change in the course of its life, for example if small-scale offices have to be converted into large-area offices , the client can do this react quickly and conserve resources. This means that efficient office structures are retained with minimal effort.

Facility management

Facility management organizes the use of an office building. The strategic linking of individual service providers and services to high-performance networks creates a functioning work environment that supports the client's core business. Sustainably functioning facility management requires the development of a strategic approach with which the operators are equipped for the challenges of the future and can react flexibly to them.

Ideally, strategically oriented facility management works in three phases: In the analysis phase, the actual state of the administration, the quality of the services and the costs for the building operation are determined. In the subsequent planning phase, the individual parts of the building are interwoven into a functioning network. In the implementation phase , the developed operating concept is consistently implemented.

The four-phase model

While a building begins with construction and ends with demolition, the life cycle of a property can be described as a cycle: This perspective allows a differentiated view of the different phases in the “life” of a property. In the course of its existence, a property goes through several phases from planning to conversion , sale and dismantling . In all phases, the client is responsible for the property and its users. A phase model enables the client to structure the client's tasks according to their specific requirements and to keep an eye on the entire life cycle of the building.

There are several phase models that differ in terms of their differentiation (three-phase to nine-phase models), but are congruent in terms of content.

Bruhnke proposes a four-phase model that includes planning / development, implementation, use and exploitation .

Planning and development phase

The planning and development phase offers the greatest potential for the economic optimization of a building. In the course of the project conception, not only the production costs of the property are taken into account, but also operating and maintenance costs as well as the cost of dismantling a building. In addition, values ​​such as environmental protection, functionality and employee satisfaction are becoming increasingly important.

In this phase, client advisors act as project developers. They substantiate the client's requirements and condense them into a project plan . At the same time, the consultants carry out market and location analyzes and check the suitability of the project in feasibility studies . At this stage, the profitability analysis already includes not only the production costs (investment) but also the operating and maintenance costs of a property.

The planning phase can result in the construction of a new property, but also a new project development in an existing property.

Realization phase

The implementation phase begins with the detailed planning of the real estate project and ends with the takeover by the user. "The structural implementation requires the future functionality and cost effectiveness of the property to be ensured and the sub-processes of planning and execution to be merged into an overall process."

In this phase, the client consultant takes on the tasks of project management, more precisely: project management and possibly project control . The project manager forms a project organization that meets the requirements and performs both factual and personal management tasks. In the case of complex construction projects, a project manager manages the interfaces between the executors on behalf of the project management.

One of the most important tasks of the client consultants is already in the implementation phase to involve the future users in the project and to ensure acceptance of the property and the changed workplace situation there.

Usage phase

The usage phase takes up the longest and most cost-intensive period in the “life” of a property. "After a period of use of approx. Four years and a total period of use of 20 years, the costs of use already exceed the investment costs."

Already in the planning and implementation phase, building owner consultants laid the foundations for an optimal and economical operation of real estate. Consistent implementation of the strategies described in the chapters “Facility Management” and “Office Building Development” can significantly increase the added value of a property. In addition, a well thought-out conception of the office building enables quick and inexpensive intervention if the property is to be converted, converted or renewed.

Recovery

If conversion, conversion or renewal are out of the question, the property enters the exploitation phase. In this phase, the decision is made whether the building should be sold, demolished and used for a new project.

Norms and standards

literature

  • AHO (Hrsg.): Investigations into the performance profile of §31 HOAI and the remuneration for project management , Bonn 2002.
  • Brandenberger Jürg and Ruosch Ernst: Project management in construction Pages to look at
  • Bruhnke, Karl-Heinz; Kübler, Reinhard: The life cycle of a property , 2002. Online version
  • Diederichs, Claus J .: Management knowledge for construction and real estate specialists , Berlin 1999.
  • Held, Hans et al .: Handbook for building owner advice , Chamber of independent building owner consultants - KUB / SVIT, Zurich 2002.
  • Kyrein, Rolf: Real Estate - Project Management, Project Development and Control , Cologne 2002.
  • RKW (Ed.): Project management specialist , Eschborn 2003.
  • Schulte, Karl-Werner / Bone-Winkel. Stephan (Hrsg.): Handbook Real Estate Project Development , Cologne 2002.
  • Rotermund, Uwe in cooperation with DGNB, GEFMA u. RealFM: "fm.benchmarking report 2019", key figures on usage costs and life cycle costs; Höxter 2019; ISBN 978-3-9819229-3-6

Individual evidence

  1. ↑ Definition according to Juraforum
  2. ↑ a b c The life cycle of a property ( Memento of the original dated June 11, 2007 in the Internet Archive ) Info: The archive link has been inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. by Karl-Heinz Bruhnke, Reinhard Kübler  @1@ 2Template: Webachiv / IABot / aspdin.wifa.uni-leipzig.de