Last edited 01 Jul 2013

Construction management: feasibility studies

Project plan construction management.jpgThe feasibility studies stage considers the options for satisfying the client's needs, enabling the client to prepare a business case for the preferred option and deciding whether to proceed with the project. It is possible to make an outline planning application during this stage if the risk to the project of not receiving planning permission is high, or if delays in receiving planning permission would be problematic.

In this work plan we suggest the construction manager is appointed on completion of concept design. Earlier or later appointment will result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).

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A. Updating the project documents.

  1. The client updates the preliminary business case and strategic brief to reflect comments made at the end of the previous stage: Construction management: business justification.
  2. The client collates site information ready to issue to the consultant team.

B. Appointing a consultant team.

  1. The client appoints the consultant team and other advisers (such as independent client advisers). Go to work stage: Construction management: appointment.
  2. The client chairs a consultant team start-up meeting to issue information (such as the strategic brief and site information (see Regulation 10 of the CDM regulations)) to the consultant team. This is also an opportunity to establish collaborative practices and agree a programme.
  3. The CDM co-ordinator (if appointed) checks the client is aware of their duties under the CDM regulations.

C. Developing the strategic brief so that feasibility studies can be carried out and the preferred options selected.

  1. The consultant team work with the client to help them develop the strategic brief sufficiently for feasibility studies and options appraisals to be carried out.
  2. The consultant team assess the site information issued to them by the client, and undertake site appraisals.
  3. The consultant team obtain any further information about the site that might be required to undertake feasibility studies, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents etc. Where necessary, approval should be sought from the client (for example site surveys requiring additional expenditure).
  4. The lead consultant co-ordinates the preparation of feasibility studies to establish whether the project is viable, and to identify feasible options.
  5. The client considers the feasibility studies, and agrees which options the consultant team should develop.

D. Preparing an options review report.

  1. The lead designer co-ordinates the identification of any further site surveys or site information required in order to carry out options appraisals and where appropriate seeks approval from the client.
  2. The lead designer co-ordinates the preparation of diagrammatic options studies.
  3. The CDM co-ordinator (if appointed at this stage) assesses the risks of the options in relation to the CDM regulations.
  4. The architect co-ordinates consultations with the local authority and other statutory authorities, and assesses possible planning permission requirements and other statutory requirements (such as the need for an environmental impact assessment for the options). NB See the work stage: Construction management: planning permission for additional information.
  5. The cost consultant prepares initial cost appraisals of the options.
  6. The lead consultant co-ordinates the preparation of a draft options review report.
  7. The client considers the draft options review report and either selects a preferred option or instructs the lead consultant to revise the options review report.

E. Preparing a business case and project execution plan for the preferred option.

  1. The lead consultant co-ordinates further assessment of the preferred option in order to assist the client in preparing a business case and project execution plan.
  2. The lead designer establishes requirements for statutory approvals and other regulations with which the preferred option must comply.
  3. The lead designer co-ordinates consultations with utility providers.
  4. The lead consultant co-ordinates an assessment of the need for specialist advice to develop the preferred option and advises the client.
  5. With the benefit of assessments carried out by the consultant team, the client develops the preliminary business case into a business case and project execution plan for the preferred option.
  6. The client considers, and if appropriate, approves the business case and project execution plan for the preferred option and gives instructions to proceed to the next stage along with any other instructions that may be necessary.
  7. At this stage, the client, lead designer and architect may consider whether it would be appropriate to make an outline planning application for the proposed development and direct the consultant team accordingly (if an outline planning application is required at this stage, go to the work stage: Construction management: planning permission).

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