Development / project briefs Flashcards
- Name key elements for a brief and put examples
a. Functional
b. Spatial
c. Technical
d. Environmental
e. Cultural
What a good brief prevents?
- Mismanagement
- Cost escalation
- Programme delays
Bingham share an example of how your brief included the clients brief.
The client wanted a user friendly building. The distribution to the different areas was thru a central core that facilitated access. Architect.
Another area was the pool design. As part of the DT was a pool specialist that provided advise.
Inclusion - Changing places and accessible changes places throughout the building.
Bingham change control. Please describe the process
I logged the change. The reason and the date also who proposed the change.
If the client agreed to the change this was incorporated to the design.
Careful attention when the changes due to being raised by different stakeholders conflicted.
Bingham - What advise did you give to the client when the changes conflicted with the brief?
review the project brief and the reason why the requirement was there, then review the priorities and the impact of the change on the priorities. Also explain the impact on the project development in terms of time and cost.
Bingham - What did you update in the PEP?
- programme
- Project directory
- Project brief
Bingham - Can you please put an example of the site constraints and the advise given to the client?
- Building adjacent to a Rail Line
Advise early engagement with National Rail, make the civil eng aware of the matter so it was taken into account during the design. - Ground conditions. Solutions for the ground contamination and foundation solutions.
Bingham what were the pool solution options and the advise given.
The options were:
- Traditional construction pool
- Modular pool
Traditional - critical path on construction - risk of deviation of the final measurements.
Due to high water table add extra complication to the tanking.
Modular - removed from the critical path - acuarate measurements- warranty 20 y.
Conference Hub Refurbishment. Why early contractor engagement was advised?
The contractor provided advise in regards construction techniques and time scales.
Conference Hub refurbishment. Name some of the surveys and consultants you advise the client to employ.
We had an architect on board, that was appointed by the client. I provided quotes for M&E engineers that reviewed the client existing equipment.
Structural engineer as the distribution of the area was going to be changed,
In regards the surveys testing the capacity of the existing Mechanical equipment.
Name the different sections of a PEP. Info9rmation included on a PEP.
It is a project Management plan.
1- Project definition and a summary of the strategic brief or later the project brief.
2- Drawings insofar as they are developed at this stage.
3- Project programme.
4- Cost plan, cost management and accounting procedures.
5- Contracting and procurement strategy.
6- Roles, responsibilities and authorities. This might be set out in a responsibility matrix (or project roles table),
7- Monitoring and reporting strategies.
8- Potential consultations / stakeholder management.
9- Communications strategy and standards.
10- Technology strategy.
11- Risk assessment and risk allocation.
12- Strategy for obtaining planning permission and other permissions.
13- Health and safety strategy.
14- Sustainability strategy
15- Quality assurance strategy.
16- Soft landings strategy.
17- Operational strategy.
18- Unusual or long-lead items.
What is a feasibility study?
- A feasibility study is used to analyse and assess the sustainability and viability of a construction project.
- The end output of undertaking the feasibility study is to understand whether the project is viable by assessing the practical aspects of the project and by identifying its potential strengths and weaknesses.
• This allows the project stakeholders to make informed decisions on any changes that may be required on the project and whether to proceed to the next stage.
• The feasibility study should be structured in a way so the client can make an informed decision on whether to proceed to the next stage.
Can you explain the main components of a feasibility study?
• Client requirements/key outcomes/
- Planning Permission status
• Legal & Statutory Issues
• Analysis of the budget relative to client requirements
• Assessment of site information provided by the client
• Site appraisal information include geotechnical studies, ground contamination, availability of
services, land easement and environmental considerations
• Operational & Maintenance Issues
• Programme Considerations
• Procurement Strategy
What is a project brief?
• The project brief is crucial for defining the client’s requirements for the project.
• The project brief will formally define the client requirements and objectives in enough detail
to facilitate the design and specification of the project.
• The project brief will then evolve as the design development of the project progresses from a
concept design as more information becomes available from the design team and other project
stakeholders.
• This will provide clarity for the design team, consultants and contractor and creates a
foundation for the successful delivery of the project
Q) Who prepares the project brief?
- The client
• Typically it is the client team who will gather information and compile the project brief.
• The consultant team will then typically review the brief to assist with its development, this
is usually achieved by raising queries, engaging project stakeholders and identifying any areas of
missing information and working out the next steps
• For example if little to no information is known about the existing site, then initial site
investigations may be commissioned and their findings fed back into the project brief
Can you detail the key sections of a feasibility study please?
• Typically there are five elements of a feasibility study:
• Technical this area assesses how the project will be delivered based on materials, labour,
resources and any other practical requirements such as transport.
• Economic - A consideration of the loss and profit to be generated
• Legal – An assessment of how the business will be able to meet the legal requirements of the
project
• Operational – This forms a plan of how the project will be undertaken and consider whether the
business has the ability and appetite to execute the project
• Programme – This aims to establish whether the project can be executed within a realistic
timeframe.
Talk us through the key project deliverables at RIBA Workstage 1?
- Preparation and Briefing.
- Prepare Project Brief including Project Outcomes and Sustainability Outcomes, Quality Aspirations and Spatial
- Requirements Undertake Feasibility Studies
- Agree Project Budget
- Source Site Information including Site Surveys
- Prepare Project Programme
- Prepare Project Execution
Talk us through the key project deliverables at RIBA Workstage 0?
Strategic Definition
- Prepare Client Requirements
- Develop Business Case for feasible options including review of Project Risks and Project Budget
- Ratify option that best delivers Client Requirements
- Review Feedback from previous projects
- Undertake Site Appraisals
Talk us through the key project deliverables at RIBA Workstage 2?
Concept Design
- Prepare Architectural Concept incorporating Strategic Engineering requirements and aligned to Cost Plan, Project Strategies and Outline Specification
- Agree Project Brief Derogations
- Undertake Design Reviews with client and Project Stakeholders
- Prepare stage Design programme
Talk us through the key project deliverables at RIBA Workstage 3?
Spatial Coordination
- Undertake Design Studies, Engineering Analysis and Cost Exercises to test Architectural Concept resulting in Spatially Coordinated design aligned to updated Cost Plan, Project Strategies and Outline Specification
- Initiate Change Control Procedures
- Prepare stage Design Programme
Talk us through the key project deliverables at RIBA Workstage 4?
Technical Design
- Develop architectural and engineering technical design
- Prepare and coordinate design team Building Systems information
- Prepare and integrate specialist subcontractor Building Systems information
- Prepare stage Design Programme
Talk us through the key project deliverables at RIBA Workstage 5?
Manufacturing and Construction
- Finalise Site Logistics Manufacture Building Systems and construct building
- Monitor progress against Construction Programme
- Inspect Construction Quality
- Resolve Site Queries as required
- Undertake Commissioning of building
- Prepare Building Manual
Talk us through the key project deliverables at RIBA Workstage 6?
Handover
- Hand over building in line with Plan for Use Strategy
- Undertake review of Project Performance
- Undertake seasonal Commissioning
- Rectify defects
- Complete initial Aftercare tasks including light touch Post Occupancy Evaluation
What information is included within the project brief?
-
Client and Project Background
• A description of the client’s organisation, culture and brand
image
• An overview of the organisation structure and decision
making processes
• Legal constraints
• Project Stakeholders
• Planning permission status and history -
Project Requirements
• A description of the clients priorities and the criteria that will
form the critical success factors
• Programme requirements and key project milestones
• The strategy for the operational and maintenance phases -
Financial
• Project budget
• Funding proposals
• Operational expenditure -
Site Information
• Existing site surveys
• Existing drawings
• Site Access -
Spatial & Technical Requirements
• Schedules of accommodation, areas and special
requirements
• ICT & FFE requirements
What procedures did you adopt to ensure the requirements of the
project brief were met throughout the design and construction
phase?
- I reviewed the design at completion of each RIBA work stage and checked this against the client brief’s to ensure the clients aspirations were being achieved
• I ensured that engagement with end user stakeholders was maintained throughout the project to ensure the design being
proposed was suitable for their operational requirements
• I captured design changes within the scope of works through the change control process and reviewed the project execution plan to ensure suitable processes were in place
When the project brief is agreed, how are subsequent changes incorporated?
• The change control procedure set out within the project execution plan is implemented to capture the change subject to the required levels of authorisation being obtained
Please provide some examples of third party stakeholders?
- Project stakeholders could include:
• A landlord whose approval is required for the works
• A local pressure group who might object to the works
• An adjoining owner who might have compensation rights in respect of rights of light
• An existing tenant or occupier who still has a need to access the building.
How would you manage the expectations of third party stakeholders?
- It is good practice to first identify all stakeholder associated with the
project
• This can be achieved by producing a list of all, or at least the key,
stakeholders who could potentially have an impact on the project
• When the list is compiled, each group of stakeholder can be
analysed to understand whether they are supporters or objectors of
the the project.
• When reviewed the project team can then form a strategy on
whether each stakeholder group needs to be engaged
• If applicable the team can undertake this through appropriate action
at each relevant stage of the project
What legal and regulatory issues would you typically consider within the project brief?
- Planning permission status
- Compliance with section 106 obligations
- Listed Building consents
- Conservation area consents
- Advertisement consent
- Building regulations approvals
- Highways approvals
- 3rd party wall considerations
- Rights of light
- Oversailing or scaffolding licences
- Development agreements
- Agreement for lease
- Environmental/ Protected species
What factors would you consider when reviewing the procurement strategy?
The client’s:
• Intent to retain control of the design
• Risk appetite around:
• Time
• Cost
• Quality
• Whether they wish to use an agent
• Are they a serial or one off developer?
• Do they have a preference on the form of contract to be
adopted?
