This is the first in a must-have series of step-by-step guides to using the new RIBA Plan of Work 2013 on your project. Drawing together Stages 7, 0 and 1 this book is about much more than briefing; it guides you through the brand new Stage 0 â Strategic Definition â as well as how Stage 7 â In Use â can feed into the definition process reflecting the circular principles of the new Plan of Work.Providing a practical tool to running an efficient project each guide follows the same format leading you through the core tasks at each stage supported by tips, definitions, templates and useful techniques. Five theoretical scenarios are used throughout the guides to illustrate how the Plan of Work can be applied on various project types and sizes including an extension to a house, a new library and a large office building.These guides will provide unrivalled support for practices on all projects â large and small â and across all types of procurement.
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Yes, you can access Briefing by Paul Fletcher, Hilary Satchwell in PDF and/or ePUB format, as well as other popular books in Architecture & Architecture General. We have over one million books available in our catalogue for you to explore.
This chapter provides an overview of the core objectives at Stages 7, 0 and 1 and how they impact on the project team. It will describe the range of starting points that may be relevant for projects starting Stage 7 and those starting Stage 0, and the information that may be expected to be in place for each. The core part of this chapter summarises the scope and content of each of the eight task bars in the Plan of Work, and how each of these impact on the stages covered in this book. Finally, it will provide a summary of where our sample projects should be before the start of Stage 7.
What is in The Eight Task Bars: at Stages 7, 0 and 1?
Within each stage of the plan of work there are eight task bars describing the key activities that need to be completed in order for the project to progress through the stages. The main tasks are always the core objectives, supported by a range of activities in the other task bars. It is important to understand that the Plan of Work is not intended to deal with all of the subtle and varied activities of every project â rather, that it is a guide to inform the development of focused and specific project information, and a framework for making structured progress.
A key strength of the Plan of Work is that, in one form or another, all of the core objectives and the task bars will apply to all types of project.
Task Bar 1: Core Objectives
This task bar sets out the principal activities for each stage. These will be the principal focus of each stage, and are those to start with in all cases. At Stage 7, the task bar refers to undertaking the in-use services that are the core of this stage, in accordance with the Schedule of Services. For just-completed buildings or projects, these will be the agreed post-handover services. The focus at this stage will be on the gathering of data and evidence about how the building works in use, on both a short-term and an ongoing basis.
The core objectives of Stage 0 are to work out the core requirements of a potential new project and to identify the clientâs Business Case, in order to be clear that the project has a financial basis on which to proceed. The Strategic Brief will define what the project is intended to deliver, and demonstrate how it has been informed by strategic options appraisal and site identification. At Stage 1, the objectives become more specific and focus on defining the project needs and client aspirations. These tasks include developing Project Objectives (including Quality Objectives), Project Outcomes, Sustainability Aspirations and a Project Budget. A key task at this stage is to produce the Initial Project Brief, which will summarise all of this information and will provide detailed requirements and parameters. This work will be informed by Feasibility Studies and an increasingly detailed review of site information.
Strategic Options Appraisal
At a stage in a project when many things are not yet clear, strategic options appraisal is a useful way of moving things forward and helping to define what may be possible. Strategic options appraisal may consider different sites, different amounts of accommodation or very different ways of supporting the same core client question. This is not a design exercise in the way in which a specific design is considered from Stage 2 onwards; it is about exploring strategic options, site capacity and ideas, and then setting them out clearly and assessing them against a broad list of strategic client objectives.
Task Bar 2: Procurement
Procurement relates to both the project team and the contractor, and it is an area where there are a great range of alternative approaches â often related to the client and any organisational restrictions or preferences. Although there are no specific procurement-related tasks in Stage 7, it may still be relevant. The form of contractor procurement selected during Stages 2 to 4 will influence the need for any new procurement to cover in-use activities, whether these are part of an existing appointment or whether relevant members of the project team now need to be put in place.
At Stage 0, initial members of the project team start to be needed and initial considerations of future procurement are undertaken. Initial considerations of the contractor procurement options should be included in the Initial Project Brief during Stage 1, when procurement tasks include preparing the Project Roles Table and Contractual Tree that will identify the team and their relationship to the client, both for this stage and subsequent stages. The team needed to take the project forward from Stage 1 will start to be assembled now.
Task Bar 3: Programme
Programme is an important consideration in the Plan of Work, and necessary for all projects. At Stage 7 there are no specific programme-related tasks; however, the gathering and analysis of in-use information will still need to be programmed out, and may need to meet specific timeframes if it is to provide relevant information to inform Stage 0 and Stage 1 of future projects, or to demonstrate that the delivered project meets relevant regulatory requirements.
At Stage 0 the Project Programme is established in order to inform the clientâs project considerations and aspirations and as part of the Strategic Brief. During Stage 1 the programme is reviewed, and may become more developed as the Initial Project Brief takes shape. The importance of the programme during these stages will depend on its importance within the project. It is always the case that Stage 0 and the Strategic Brief are completed before work commences on Stage 1. The need for a Design Programme or Construction Programme should be anticipated at this time.
Task Bar 4: Town Planning
The town planning process is a key topic within the Plan of Work, largely because of its influence on project risk and delivery and the relatively late point in a project (generally end of Stage 2 or into Stage 3) when this can be fixed. At Stage 7 there are no specific town planning tasks as these are mostly completed, and the need to consider any planning issues will relate very much to the specific needs of each project and any planning obligations that may have been placed on it.
During both Stage 0 and Stage 1, planning considerations should form part of the background work to the Strategic Brief and the Initial Project Brief. This will include a review of relevant planning policy, and may also involve pre-application discussions with the local authority. Specifically during Stage 1 town planning should inform any Feasibility Studies that are carried out and the form and type of future applications that will be needed should be considered. Some projects may also necessitate anticipation of future changes to planning policy and encompass the need for making representations to the plan-making authorities.
Task Bar 5: Suggested Key Support Tasks
This task bar describes the support tasks that are required at each stage. Support tasks are those elements of the Project Information that help map out who is required to do what, and where responsibilities and other obligations are expected to lie. During Stage 7 this is about considering the activities listed in the Handover Strategy, including Post-Occupancy Evaluation, and other methods for reviewing Project Performance and Project Outcomes. This stage may also include elements of Research and Development, and methods agreed with the client to ensure that the building works as well for them as it can do. This stage, when the project is in use, is likely to last many years, and during this time Project Information needs to be kept updated so that it can be used to inform client or user decisions about its use and operation.
During Stage 0 the key support task is to review Feedback from previous projects that provide useful background on its use or function, and which will assist as part of the strategic decision-making process. At Stage 1 a project switches from âwhat can we do?â to âhow should we do it?â, and this means a clear focus on anticipating project and team requirements in some detail for the first time. In some cases this information may be preliminary, but the process of setting it out is an important step in ensuring that things proceed on an informed basis. The tasks comprising Stage 1 include the preparation of Risk Assessments and the Handover Strategy, so that these inform decisions around the brief at the right time. Setting out the Schedule of Services, Design Responsibility Matrix and the proposals for Information Exchanges will help to ensure that the right services are put in place for the right members of the team. Other support tasks during this stage include putting in place the Project Execution Plan, so that the team knows who will do what, and how. The Technology and Communication Strategies will inform how team members will communicate with each other and how they will share information, including which Common Standards will be used.
Task Bar 6: Sustainability Checkpoints
The sustainability checkpoints ensure that projects are developed in a sustainable way. During Stage 7 this is about ensuring that the effectiveness of the building in operation is tested and fine-tuned, and that clients and occupants are kept up to date about how to get the best from the building. This will include monitoring energy/carbon performance in accordance with agreed assessment criteria. At Stage 0 a strategic review of client needs is carried out, and it is important that all strategic options are considered â including, with scarcity of resources in mind, not constructing a new building at all. Initial ideas for sustainability targets will be part of the Strategic Brief. At Stage 1 the sustainability targets will be confirmed and detailed in terms of environmental requirements, building lifespan and climate parameters in the Initial Project Brief.
Task Bar 7: Information Exchanges
Although each project may have different requirements with respect to the type of information to be included in the Information Exchanges, knowing what the expected deliverable is will ensure a successful outcome to the stage. This task bar provides guidance on the type of information to be included. During Stage 7 this relates to âAs-constructedâ Information and Feedback on building performance. During Stage 0 this will focus on sharing and confirming the Strategic Brief; and during Stage 1, the Initial Project Brief.
Task Bar 8: UK Government Information Exchanges
This is a specific task bar for government projects, which covers Stages 0 to 6. It relates to the governmentâs own views on how information should be exchanged as set out in its 2011 Construction Strategy. The most notable of these for the stages under consideration relates to Stage 1 and the Employerâs Information Requirements (EIRs).
Project Performance
Project Performance is in essence a measure and assessment of both how well the building is working in use and how effective the processes of developing that building through Stages 0 to 6 were in achieving that Project Outcome. How Project Performance is shaped and presented will depend on who is using it and at what stage, from a project team reviewing their performance, to a client assessing the viability of a building â to a client and project team jointly gathering evidence to inform Stage 0 for a new project.
What are the Core Objectives: of Stages 7, 0 and 1?
The core objectives of these stages are all about ensuring that a project performs and delivers what is wanted and what is needed. To achieve this it is critical to understand what is possible, what is achievable and what can be learnt from other, similar projects elsewhere. The structured Briefing and information-gathering exercises in Stages 0 and 1 are about increasing the likelihood that what is delivered meets client and user needs and expectations, by properly understanding what those requirements are in detail and by reducing the risk that, in the end, this turns out to be a building or p...
