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APC Project Management > Development and project briefs > Flashcards

Development and project briefs Flashcards

1
Q

What advice would you give a client on the consequences of not having a robust project brief?

A
  • Risk of scope creep
  • Ineffective concept design / requirements not effectively met
  • Design unable to meet time/cost/quality requirements
  • Considerable changes to the brief required at end of RIBA 2
  • Cost plan inaccurate
  • Overall delays to programme and increased costs (abortive design)
  • Reputational damage
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2
Q

How does a project brief differ to a business case?

A
  • Project brief: document outlining the client’s requirements; detailed enough to appoint consultants; developed further with benefit of consultant’s comments
  • Business case: provides the rationale behind the initiation of a new building project necessary to enable decision-making bodies to reach a reasoned decision
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3
Q

How would you collate the opposing views of stakeholders into one project brief?

A
  • Stakeholder Management approach in the PEP
  • Understand stakeholders’ influence by assessing their relative power/interest
  • Views to be assessed in relation to this
  • Set up a workshop to review opposing views
  • Refer decision to Project Board or a Senior Officer or responsible person who could deliberate on points of disagreement
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4
Q

What would you include in an Outline Business Case?

A

Approves the investment required to develop the project from RIBA 0 Strategic Definition to complete feasibility studies and to develop the Project Brief.

  • Benefits appraisal
  • Risk assessment
  • Procurement strategy
  • Programme and phasing
  • Risk allocation
  • Financial case
  • Management case
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5
Q

What would you include in a Business Case / Full Business Case?

A

Builds on the OBC using inputs from feasibility studies, and any consultants that have been appointed. Additional input:
- Identification of a preferred option (from feasibility)
- Confirmation of affordability
- Statement of design intent
- Projected financial forecasting
- Plans for next stage
Approves the project to proceed into design (Concept Design), and costs to end of design.

FBC provides a post-tender contract sum, and approves the project to proceed into construction.

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6
Q

When is the Project Brief developed?

A
  • RIBA Stage 1: Preparation and Briefing
  • Stage outcome is the Project Brief being approved by the client
  • Project Brief revisited in RIBA Stage 2: Concept Design
  • Architectural Concept is approved and aligned to the Project Brief
  • Project Brief is finalised at this stage
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7
Q

What should be included in a Project Brief?

A
  • Description of client
  • Strategic brief
  • Site information
  • Spatial requirements
  • Technical requirements
  • Component requirements
  • Project requirements / other issues
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8
Q

What should be included in a Project Brief - Description of client?

A
  • Client’s purpose, vision, values
  • Client’s main priorities
  • Client’s KPIs
  • Organisational structure / decision-making processes
  • Interfaces with other projects
  • Client policies / procedures
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9
Q

What should be included in a Project Brief - Site information?

A
  • Building surveys
  • Site surveys
  • Information about ground conditions
  • Location and capacity of utilities
  • Access and other constraints
  • Legislative constraints
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10
Q

What should be included in a Project Brief - Spatial requirements?

A
  • Schedules of accommodation
  • Schedules of users
  • Required adjacencies / groupings / separations
  • Circulation guidelines
  • Phasing
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11
Q

What should be included in a Project Brief - Technical requirements?

A
  • Servicing requirements
  • Comfort conditions
  • ICT requirements
  • Specialist processes or plant
  • Fire compartments
  • Maintenance requirements
  • Sustainability requirements
  • Durability / life-span
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12
Q

What should be included in a Project Brief - Component requirements?

A
  • Long-lead items
  • Specialist design / specialist contractor’s design
  • Cladding strategy
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13
Q

What should be included in a Project Brief - Project requirements?

A
  • Planning requirements
  • Budget
  • Programme / key milestones
  • Risks
  • Post-occupancy evaluation / targets
  • KPIs
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14
Q

What was the change control process used to manage changes to the Project Brief on the Bicester Village project?

A
  • Any change in requirements may involve a change to the design
  • The Project Brief is fixed at RIBA Stage 2
  • The change is logged on a tracker, then assessed by different disciplines
  • QS assesses the cost impact
  • Architect / engineers assess design impact
  • CA assess the programme impact
  • Client approves the change
  • Updates made to the Project Brief
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15
Q

Give an example of a change to the Project Brief and how would you handle it?

A
  • Depends upon scale of the change / when change is issued
  • Advise client that any changes following the end of RIBA Stage 2 are likely to have cost/programme impacts as will involve abortive design
  • If client still wants the change, if it is a large scale change, assess it, then update the design and Project Brief
  • Go through stage gate again
  • If minor, manage as a change to the Spatial Coordination stage
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16
Q

What is a feasibility study and how does it fit with a project brief?

A
  • Usually undertaken in RIBA 1
  • Verify whether a site can accommodate a client’s needs
  • Test a particular aspect of the brief, allowing the brief to be honed as required
  • Feasible options should be appraised at this stage
  • Preferred option identified to inform the business case
17
Q

What should be included in a feasibility study?

A
  • Assessment of whether a project is feasible. Would contain:
  • Summary of Client Brief and Business Case
  • Assumptions/exclusions
  • Risks and Constraints
  • Site appraisal
  • Option comparison
  • Opportunities
  • Outline programme
  • Commercial analysis
  • Conclusion & recommendation
18
Q

What is the difference between a Business Case and a Feasibility Study?

A

Business case sets out the rationale for the project, whereas a feasibility study assesses how feasible it is.

19
Q

Explain how you developed a project execution plan for managing the detailed design and specification of the project?

A

1) Developed the contents / structure of the document
2) Identified members of the consultant team to collaborate with for different elements, e.g. design lead
3) Engaged with client stakeholders to identify client processes, policies and forms required on all development projects
4) Developed the elements of the document that were from my competency, such as stakeholder engagement, procurement and project control processes
5) Followed BS9001 QA processes to ensure quality
6) Issued a draft for comment to the project team
7) Issued the PEP to the client and set up a meeting to present the document to key client stakeholders

20
Q

How did you identify whether the information prepared by the project team accurately reflects the project brief?

A

1) Project Brief formed the basis of the design
2) Requirements were outlined in a schedule
3) Derogations to the requirements were tracked, with justification for audit purposes, approved by the client
4) At the end of each design stage a gateway process in place to ensure that the design is approved against the project brief
5) Change control process in place to ensure that any changes are identified, considered and approved

21
Q

What procedures did you implement for managing changes to the project brief?

A

1) Changes before RIBA 2 Concept Design complete are incorporated into the Project Brief with client approval
2) From RIBA 3 Spatial Co-ordination, any changes to the project brief were managed by change control
3) At the end of each design stage a gateway process assesses the design against the project brief
4) Any changes are assessed against time, cost and quality impacts
5) All changes referred to the client for approval to proceed

22
Q

How would you develop an outline programme?

A

1) Identify client specific critical dates
2) Identify client governance processes / approvals
3) Develop activities in RIBA 0-1 in detail, later phases to have indicative dates only - estimate task duration based on experience of other schemes
4) Later phases based on broad assumptions on scope/duration
5) Build in sufficient float to cover likely time risks
6) Set stakeholder expectation as to the likely accuracy of the programme at this stage of the project

23
Q

How did your PEP lead to a reduction in variations?

A

1) Standard list of documents / templates
2) Guidance in one central place
3) Same control processes in place across all portfolio projects
4) Client stakeholders knew what to expect and when
5) Project team became better educated in the required process and standard required on projects
6) Change control processes ensured that more thought was put into the design (presumption against change)

24
Q

How did you manage the change from BREEAM Excellent and what was the outcome?

A

1) I worked with the QS to develop a schedule outlining the cost items directly attributable to this requirement
2) I then worked with the Design Team to add to the schedule and identify what the likely impact on the design for omitting any specific item
3) I held a series of meetings with the client to review the schedule, and the outcome was a decision to proceed with a BREEAM rating of Good but maintain the project budget.

25
Q

Wasn’t it possible to identify that BREEAM Excellent wasn’t achievable earlier?

A
  • It was only during RIBA 2 that the Sustainability Consultant was appointed
  • Further investigations into the requirements for BREEAM Excellent were undertaken at this stage and issues were identified relating to the need to undertake further consultant appointments and surveys in order to achieve the rating
26
Q

How did you identify that the documents collated in preparation of the PEP were fit for purpose?

A

Process to develop:

1) Developed the contents of the PEP and reviewed with the client
2) Drafted a document structure

Content:

1) Assigned ownership to parts of the document
2) Took ownership of areas within my capability
3) Set deadlines for completion
4) Worked collaboratively with the team to develop and review

Identifying fit for purpose:

1) Peer review of all parts of the document
2) Held client stakeholder reviews at different levels of the client organisation
3) Presented the document to key senior client stakeholders for acceptance
4) Published the document and pack on a shared site for project team to use

APC Project Management (26 decks)

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