BIM plan: appraisals - Revision history

Designing Buildings: Redirected page to 1a: Preparation and brief (appraisals)

2016-04-01T14:05:49Z

Redirected page to 1a: Preparation and brief (appraisals)

← Older revision		Revision as of 14:05, 1 April 2016
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−		+	#redirect:[[1a:_Preparation_and_brief_(appraisals)\|1a: Preparation and brief (appraisals)]]
−	[[~~File~~:~~Under construction.gif~~\|~~RTENOTITLE]] This project plan is under construction and is not ready for use.<br/>~~	+
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−	~~Introduction~~	+
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−	~~'Appraisals' is the first part of the '~~Preparation and brief~~' stage~~ (~~or 'Brief' in PAS 1192:2). It involves assessing whether the project is feasible, and whether there is a preferred option that should be developed.~~	+
−		+
−	~~It will generally be necessary to appoint advisers to undertake feasibility studies and options~~ appraisals during this stage. These are likely to be limited appointments as no final decision has been taken about whether to proceed with the project or how it should progress. It is important to properly assess the BIM capability of these advisers and any training requirements. This assessment may benefit from the input of an employer’s BIM adviser who can also help ensure the employer’s developing approach to BIM is not driven off course by these early appointments. The greater the number of different organisations involved in the project, the more important it becomes that they have the appropriate capability, and that they adopt consistent procedures defined by the employer.<br/>	+
−		+
−	Appointment documents can be prepared based on the strategic brief and the outline employer's information requirements. For a more detailed description of a process that might be adopted to appoint advisers, see BIM plan: appoint suppliers.<br/>	+
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−	~~----~~	+
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−	~~Tasks~~	+
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−	~~----~~	+
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−	If necessary, the appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them, identifying gaps and any need for additional appointments, and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.<br/>	+
−		+
−	Wherever possible, any information prepared or obtained should be in a format which can be readily shared and used, and should be stored and named in a way consistent with the long-term project and operational needs.<br/>	+
−		+
−	The advisers undertake feasibility studies to establish whether the project is viable. This might include comparison of several different sites and assessment of strategies that might not involve a building project, such as doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies.<br/>	+
−		+
−	Once a range of feasible options have been identified, the employer’s advisers might undertake more detailed appraisals to help identify a preferred option. The information that might be assessed during options appraisals is described in: Options appraisals.<br/>	+
−		+
−	Initial cost appraisals should be developed which break down the overall project budget based on; information provided by the employer in the strategic brief, assessment of the sites that are being considered and analysis of comparable projects or benchmarking databases. As well as design and construction costs, initial cost appraisals may include employer costs that do not feature in later project cost plans, such as site acquisition costs, finance costs, operating costs and so on.	+
−		+
−	An options review report should be prepared to help identify the preferred option. This should include an assessment of risk, an assessment of whether an outline planning application should be submitted, requirements for statutory approvals, consultations with utility providers, an assessment of the need for additional advice and so on. It should also consider the overall compatibility of the options with the client’s objectives and the likely consequences on the client's operations.<br/>	+
−		+
−	The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>	+
−		+
−	~~The employer should develop the preliminary business case into a full business case for the preferred option. They should also begin to prepare a project execution plan (PEP~~) (perhaps with assistance from advisers) for the preferred option setting out the strategy for managing the project, describing who will do what and when, and defining the policies and procedures that will be adopted. See project execution plan for more information.	+
−		+
−	~~The strategic brief and the employer’s information requirements should continue to develop in response to the assessments carried out and the additional information obtained.<br/>~~	+
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−	~~----~~	+
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−	~~Employer’s decision point~~	+
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−	~~----~~	+
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−	~~The table below sets out examples of plain language questions that an employer might ask at this decision point and the information they might require to answer those questions.~~	+
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−	~~{\| cellspacing="0" cellpadding="0" border="1"~~	+
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−	~~Plain language questions~~	+
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−	~~Information required~~	+
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−	~~Has information been compiled in a suitable format and stored in a suitable way?<br/>~~	+
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−	~~Does the strategic brief still satisfy the business need?<br/>~~	+
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−	~~Is the project feasible?~~	+
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−	~~Do option studies provide sufficient information to be able to select a preferred option?~~	+
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−	~~Does the preferred option satisfy the business need?~~	+
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−	~~Is the preferred option affordable?~~	+
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−	~~Is a suitable project execution plan in place?~~	+
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−	~~Does the business case for the preferred option justify progressing with the project and developing a full project brief?~~	+
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−	~~Should an outline planning application be submitted?~~	+
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−	~~Developing strategic brief.~~	+
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−	~~Developing employer's information requirements.~~	+
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−	~~Options review report.~~	+
−		+
−	~~Initial cost appraisals.~~	+
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−	~~Business case for the preferred option.~~	+
−		+
−	~~Project execution plan for the preferred option.~~	+
−		+
−	\|}	+
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−	If there is a significant risk of not obtaining planning permission for the project, it may be appropriate to submit an outline planning application at this stage before major expenditure is committed.<br/>	+
−		+
−	[[File:Continue to next stage button.png\|alt=Continue to next stage button.png\|link=BIM plan: preparation and brief]][[File:Return to previous stage button.png\|alt=Return to previous stage button.png\|link=BIM plan: strategic brief]][[File:Test button.png\|alt=Test button.png\|link=BIM plan: outline plan]]	+

Designing Buildings at 14:03, 11 August 2015

2015-08-11T14:03:09Z

← Older revision		Revision as of 14:03, 11 August 2015
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−	~~This~~ is the first part of the 'Preparation and brief' stage (or 'Brief' in PAS 1192:2). It involves ~~undertaking appraisals to determine~~ whether the project is feasible, and whether there is a preferred option that should be developed.	+	'Appraisals' is the first part of the 'Preparation and brief' stage (or 'Brief' in PAS 1192:2). It involves assessing whether the project is feasible, and whether there is a preferred option that should be developed.

	It will generally be necessary to appoint advisers to undertake feasibility studies and options appraisals during this stage. These are likely to be limited appointments as no final decision has been taken about whether to proceed with the project or how it should progress. It is important to properly assess the BIM capability of these advisers and any training requirements. This assessment may benefit from the input of an employer’s BIM adviser who can also help ensure the employer’s developing approach to BIM is not driven off course by these early appointments. The greater the number of different organisations involved in the project, the more important it becomes that they have the appropriate capability, and that they adopt consistent procedures defined by the employer.<br/>		It will generally be necessary to appoint advisers to undertake feasibility studies and options appraisals during this stage. These are likely to be limited appointments as no final decision has been taken about whether to proceed with the project or how it should progress. It is important to properly assess the BIM capability of these advisers and any training requirements. This assessment may benefit from the input of an employer’s BIM adviser who can also help ensure the employer’s developing approach to BIM is not driven off course by these early appointments. The greater the number of different organisations involved in the project, the more important it becomes that they have the appropriate capability, and that they adopt consistent procedures defined by the employer.<br/>
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	If necessary, the appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them, identifying gaps and any need for additional appointments, and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.<br/>		If necessary, the appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them, identifying gaps and any need for additional appointments, and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.<br/>

−	Wherever possible, any information prepared or obtained should be in a format which can be readily shared and used, and should be stored and named in a way consistent with the long-term project and operational needs. <br/>	+	Wherever possible, any information prepared or obtained should be in a format which can be readily shared and used, and should be stored and named in a way consistent with the long-term project and operational needs.<br/>

	The advisers undertake feasibility studies to establish whether the project is viable. This might include comparison of several different sites and assessment of strategies that might not involve a building project, such as doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies.<br/>		The advisers undertake feasibility studies to establish whether the project is viable. This might include comparison of several different sites and assessment of strategies that might not involve a building project, such as doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies.<br/>

Designing Buildings at 13:17, 6 February 2015

2015-02-06T13:17:11Z

← Older revision		Revision as of 13:17, 6 February 2015
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	This is the first part of the 'Preparation and brief' stage (or 'Brief' in PAS 1192:2). It involves undertaking appraisals to determine whether the project is feasible, and whether there is a preferred option that should be developed.		This is the first part of the 'Preparation and brief' stage (or 'Brief' in PAS 1192:2). It involves undertaking appraisals to determine whether the project is feasible, and whether there is a preferred option that should be developed.

−	It will generally be necessary to appoint advisers to undertake feasibility studies and options appraisals during this stage. These are likely to be limited appointments as no final decision has been taken about whether to proceed with the project or how it should progress. It is important to properly assess the BIM capability of these advisers and any training requirements. This assessment may benefit from the input of an employer’s BIM adviser who can also help ensure the employer’s developing approach to BIM is not driven off course by these early appointments. The greater the number of different organisations involved in the project, the more important it becomes that they have the appropriate capability, and that they adopt consistent procedures defined by the employer. <br/>	+	It will generally be necessary to appoint advisers to undertake feasibility studies and options appraisals during this stage. These are likely to be limited appointments as no final decision has been taken about whether to proceed with the project or how it should progress. It is important to properly assess the BIM capability of these advisers and any training requirements. This assessment may benefit from the input of an employer’s BIM adviser who can also help ensure the employer’s developing approach to BIM is not driven off course by these early appointments. The greater the number of different organisations involved in the project, the more important it becomes that they have the appropriate capability, and that they adopt consistent procedures defined by the employer.<br/>

−	Appointment documents can be prepared based on the strategic brief and the outline employer's information requirements. Wherever possible, any information prepared or obtained should be in a format which can be readily shared and used, and should be stored and named in a way consistent with the long-term project and operational needs. For a more detailed description of a process that might be adopted to appoint advisers, see BIM plan: appoint suppliers.<br/>	+	Appointment documents can be prepared based on the strategic brief and the outline employer's information requirements. For a more detailed description of a process that might be adopted to appoint advisers, see BIM plan: appoint suppliers.<br/>

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−	If necessary, the appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them, identifying gaps, and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.<br/>	+	If necessary, the appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them, identifying gaps and any need for additional appointments, and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.<br/>

−	~~It may also~~ be ~~necessary to commission additional advice~~, ~~such as planning advice, engineering advice, facilities management advice~~ and ~~so on~~. <br/>	+	Wherever possible, any information prepared or obtained should be in a format which can be readily shared and used, and should be stored and named in a way consistent with the long-term project and operational needs. <br/>

	The advisers undertake feasibility studies to establish whether the project is viable. This might include comparison of several different sites and assessment of strategies that might not involve a building project, such as doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies.<br/>		The advisers undertake feasibility studies to establish whether the project is viable. This might include comparison of several different sites and assessment of strategies that might not involve a building project, such as doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies.<br/>

Designing Buildings at 13:15, 6 February 2015

2015-02-06T13:15:11Z

← Older revision		Revision as of 13:15, 6 February 2015
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	This is the first part of the 'Preparation and brief' stage (or 'Brief' in PAS 1192:2). It involves undertaking appraisals to determine whether the project is feasible, and whether there is a preferred option that should be developed.		This is the first part of the 'Preparation and brief' stage (or 'Brief' in PAS 1192:2). It involves undertaking appraisals to determine whether the project is feasible, and whether there is a preferred option that should be developed.

−	It will generally be necessary to appoint advisers to undertake feasibility studies and options appraisals during this stage. These are likely to be limited appointments as no final decision has been taken about whether to proceed with the project or how it should progress. It is important to properly assess the BIM capability of these advisers and any training requirements. This assessment may benefit from the input of an employer’s BIM adviser who can also help ensure the employer’s developing approach to BIM is not driven off course by these early appointments.<br/>	+	It will generally be necessary to appoint advisers to undertake feasibility studies and options appraisals during this stage. These are likely to be limited appointments as no final decision has been taken about whether to proceed with the project or how it should progress. It is important to properly assess the BIM capability of these advisers and any training requirements. This assessment may benefit from the input of an employer’s BIM adviser who can also help ensure the employer’s developing approach to BIM is not driven off course by these early appointments. The greater the number of different organisations involved in the project, the more important it becomes that they have the appropriate capability, and that they adopt consistent procedures defined by the employer. <br/>

−	Appointment documents can be prepared based on the strategic brief and the outline employer's information requirements~~, defining the information that the advisers will be required to produce and the format in which it should be provided~~. Wherever possible, any information prepared or obtained should be in a format which can be readily shared and used, and should be stored and named in a way consistent with the long-term project and operational needs. For a more detailed description of a process that might be adopted to appoint advisers, see BIM plan: appoint suppliers.<br/>	+	Appointment documents can be prepared based on the strategic brief and the outline employer's information requirements. Wherever possible, any information prepared or obtained should be in a format which can be readily shared and used, and should be stored and named in a way consistent with the long-term project and operational needs. For a more detailed description of a process that might be adopted to appoint advisers, see BIM plan: appoint suppliers.<br/>

	----		----
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	If necessary, the appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them, identifying gaps, and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.<br/>		If necessary, the appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them, identifying gaps, and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.<br/>

−	~~The advisers then undertake feasibility studies~~ to ~~establish whether the project is viable. This might include comparison of several different sites and several different potential strategies~~, such as ~~doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies~~.<br/>	+	It may also be necessary to commission additional advice, such as planning advice, engineering advice, facilities management advice and so on. <br/>

−	~~Once a range of feasible options have been identified, the employer’s~~ advisers ~~might~~ undertake ~~more detailed appraisals~~ to ~~help identify~~ a ~~preferred option~~. The information that might be assessed during ~~options appraisals~~ is described in: ~~Options appraisals~~.<br/>	+	The advisers undertake feasibility studies to establish whether the project is viable. This might include comparison of several different sites and assessment of strategies that might not involve a building project, such as doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies.<br/>

−	~~Preparing appraisals for these~~ options ~~may require further site surveys or site information. It may also be necessary to commission additional advice~~, ~~such as planning advice, engineering advice, facilities management advice and so on. These~~ advisers ~~should be assessed for their BIM capability and any training requirements identified. This appointment process~~ might benefit from the input of an employer's BIM adviser. The greater the number of different organisations involved in the project, the more important it becomes that they have the appropriate capability, and that they adopt consistent procedures defined by the employer. For a more detailed ~~description of~~ a ~~process~~ that might be ~~adopted to appoint advisers, see BIM plan~~: ~~appoint suppliers~~.	+	Once a range of feasible options have been identified, the employer’s advisers might undertake more detailed appraisals to help identify a preferred option. The information that might be assessed during options appraisals is described in: Options appraisals.<br/>

−	Initial cost appraisals should be developed which break down the overall project budget based on; information provided by the employer in the strategic brief, assessment of the sites that are being considered and analysis of comparable projects or benchmarking databases. As well as design and construction costs, initial cost appraisals may include employer costs that do not feature in later project cost plans, such as site acquisition costs, finance costs, operating ~~costs, whole-life~~ costs and so on.	+	Initial cost appraisals should be developed which break down the overall project budget based on; information provided by the employer in the strategic brief, assessment of the sites that are being considered and analysis of comparable projects or benchmarking databases. As well as design and construction costs, initial cost appraisals may include employer costs that do not feature in later project cost plans, such as site acquisition costs, finance costs, operating costs and so on.

	An options review report should be prepared to help identify the preferred option. This should include an assessment of risk, an assessment of whether an outline planning application should be submitted, requirements for statutory approvals, consultations with utility providers, an assessment of the need for additional advice and so on. It should also consider the overall compatibility of the options with the client’s objectives and the likely consequences on the client's operations.<br/>		An options review report should be prepared to help identify the preferred option. This should include an assessment of risk, an assessment of whether an outline planning application should be submitted, requirements for statutory approvals, consultations with utility providers, an assessment of the need for additional advice and so on. It should also consider the overall compatibility of the options with the client’s objectives and the likely consequences on the client's operations.<br/>
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	The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>		The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>

−	The employer should ~~then~~ develop the preliminary business case into a full business case for the preferred option. They should also begin to prepare a project execution plan (PEP) (perhaps with assistance from advisers) for the preferred option setting out the strategy for managing the project, describing who will do what and when, and defining the policies and procedures that will be adopted. See project execution plan for more information.	+	The employer should develop the preliminary business case into a full business case for the preferred option. They should also begin to prepare a project execution plan (PEP) (perhaps with assistance from advisers) for the preferred option setting out the strategy for managing the project, describing who will do what and when, and defining the policies and procedures that will be adopted. See project execution plan for more information.

	The strategic brief and the employer’s information requirements should continue to develop in response to the assessments carried out and the additional information obtained.<br/>		The strategic brief and the employer’s information requirements should continue to develop in response to the assessments carried out and the additional information obtained.<br/>
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	If there is a significant risk of not obtaining planning permission for the project, it may be appropriate to submit an outline planning application at this stage before major expenditure is committed.<br/>		If there is a significant risk of not obtaining planning permission for the project, it may be appropriate to submit an outline planning application at this stage before major expenditure is committed.<br/>

−	[[File:Continue to next stage button.png\|alt=Continue to next stage button.png\|link=BIM plan: preparation and brief]][[File:Return to previous stage button.png\|alt=Return to previous stage button.png\|link=~~BIM_plan~~:~~_strategic_brief~~]][[File:Test button.png\|alt=Test button.png\|link=BIM plan: outline plan]]	+	[[File:Continue to next stage button.png\|alt=Continue to next stage button.png\|link=BIM plan: preparation and brief]][[File:Return to previous stage button.png\|alt=Return to previous stage button.png\|link=BIM plan: strategic brief]][[File:Test button.png\|alt=Test button.png\|link=BIM plan: outline plan]]

Designing Buildings at 14:10, 4 February 2015

2015-02-04T14:10:56Z

← Older revision		Revision as of 14:10, 4 February 2015
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	If there is a significant risk of not obtaining planning permission for the project, it may be appropriate to submit an outline planning application at this stage before major expenditure is committed.<br/>		If there is a significant risk of not obtaining planning permission for the project, it may be appropriate to submit an outline planning application at this stage before major expenditure is committed.<br/>

−	[[File:Continue to next stage button.png\|alt=Continue to next stage button.png\|link=BIM plan: preparation and brief]][[File:Return to previous stage button.png\|alt=Return to previous stage button.png\|link=~~BIM plan~~: ~~prepare a strategic brief~~]][[File:Test button.png\|alt=Test button.png\|link=BIM plan: outline plan]]	+	[[File:Continue to next stage button.png\|alt=Continue to next stage button.png\|link=BIM plan: preparation and brief]][[File:Return to previous stage button.png\|alt=Return to previous stage button.png\|link=BIM_plan:_strategic_brief]][[File:Test button.png\|alt=Test button.png\|link=BIM plan: outline plan]]

Designing Buildings at 13:57, 3 February 2015

2015-02-03T13:57:54Z

← Older revision		Revision as of 13:57, 3 February 2015
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	The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>		The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>

−	The employer should then develop the preliminary business case into a full business case for the preferred option. They should also prepare a project execution plan (PEP) (perhaps with assistance from advisers) for the preferred option setting out the strategy for managing the project, describing who will do what and when, and defining the policies and procedures that will be adopted. See project execution plan for more information.	+	The employer should then develop the preliminary business case into a full business case for the preferred option. They should also begin to prepare a project execution plan (PEP) (perhaps with assistance from advisers) for the preferred option setting out the strategy for managing the project, describing who will do what and when, and defining the policies and procedures that will be adopted. See project execution plan for more information.

	The strategic brief and the employer’s information requirements should continue to develop in response to the assessments carried out and the additional information obtained.<br/>		The strategic brief and the employer’s information requirements should continue to develop in response to the assessments carried out and the additional information obtained.<br/>

Designing Buildings at 13:56, 3 February 2015

2015-02-03T13:56:49Z

← Older revision		Revision as of 13:56, 3 February 2015
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	This is the first part of the 'Preparation and brief' stage (or 'Brief' in PAS 1192:2). It involves undertaking appraisals to determine whether the project is feasible, and whether there is a preferred option that should be developed.		This is the first part of the 'Preparation and brief' stage (or 'Brief' in PAS 1192:2). It involves undertaking appraisals to determine whether the project is feasible, and whether there is a preferred option that should be developed.

−	It will generally be necessary to appoint advisers to undertake feasibility studies and options appraisals~~. At~~ this stage~~, these may~~ be limited appointments as no final decision has been taken about whether to proceed with the project or how it should progress. It is important to properly assess the BIM capability of these advisers and any training requirements. This assessment may benefit from the input of an employer’s BIM adviser who can also help ensure the employer’s developing approach to ~~building information modelling~~ is not driven off course by these early appointments.	+	It will generally be necessary to appoint advisers to undertake feasibility studies and options appraisals during this stage. These are likely to be limited appointments as no final decision has been taken about whether to proceed with the project or how it should progress. It is important to properly assess the BIM capability of these advisers and any training requirements. This assessment may benefit from the input of an employer’s BIM adviser who can also help ensure the employer’s developing approach to BIM is not driven off course by these early appointments.<br/>

−	Appointment documents can be prepared based on the strategic brief and the outline employer's information requirements, defining the information that the advisers will be required to produce and the format in which it should be provided. Wherever possible, any information prepared or obtained should be in a format which can be readily shared and used, and should be stored and named in a way consistent with the long-term project and operational needs. For a more detailed description of a process that might be adopted to appoint advisers, see BIM plan: appoint suppliers.	+	Appointment documents can be prepared based on the strategic brief and the outline employer's information requirements, defining the information that the advisers will be required to produce and the format in which it should be provided. Wherever possible, any information prepared or obtained should be in a format which can be readily shared and used, and should be stored and named in a way consistent with the long-term project and operational needs. For a more detailed description of a process that might be adopted to appoint advisers, see BIM plan: appoint suppliers.<br/>

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−	If necessary, the appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.<br/>	+	If necessary, the appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them, identifying gaps, and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.<br/>

	The advisers then undertake feasibility studies to establish whether the project is viable. This might include comparison of several different sites and several different potential strategies, such as doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies.<br/>		The advisers then undertake feasibility studies to establish whether the project is viable. This might include comparison of several different sites and several different potential strategies, such as doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies.<br/>
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	The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>		The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>

−	The employer should then develop the preliminary business case into a full business case for the preferred option. They should also prepare a project execution plan (PEP) (perhaps with assistance from advisers) setting out the strategy for managing the project, describing who will do what and when, and defining the policies and procedures that will be adopted. See project execution plan for more information.	+	The employer should then develop the preliminary business case into a full business case for the preferred option. They should also prepare a project execution plan (PEP) (perhaps with assistance from advisers) for the preferred option setting out the strategy for managing the project, describing who will do what and when, and defining the policies and procedures that will be adopted. See project execution plan for more information.

	The strategic brief and the employer’s information requirements should continue to develop in response to the assessments carried out and the additional information obtained.<br/>		The strategic brief and the employer’s information requirements should continue to develop in response to the assessments carried out and the additional information obtained.<br/>

Designing Buildings at 13:40, 3 February 2015

2015-02-03T13:40:27Z

← Older revision		Revision as of 13:40, 3 February 2015
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	The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>		The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>

−	The employer should then develop the preliminary business case into a full business case for the preferred option. They should also prepare a project execution plan (PEP) (perhaps with assistance from advisers) setting out the strategy for managing the project, and ~~describing~~ the policies and procedures that will be adopted~~, such as; the procurement and contracting strategy, organisational structure, sustainability strategy, soft landings strategy, strategy~~ for ~~obtaining planning permission and so on~~.	+	The employer should then develop the preliminary business case into a full business case for the preferred option. They should also prepare a project execution plan (PEP) (perhaps with assistance from advisers) setting out the strategy for managing the project, describing who will do what and when, and defining the policies and procedures that will be adopted. See project execution plan for more information.

−	The strategic brief and the employer’s information requirements should continue to ~~be developed~~ in response to the assessments carried out and the additional information obtained.<br/>	+	The strategic brief and the employer’s information requirements should continue to develop in response to the assessments carried out and the additional information obtained.<br/>

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−	Has information been compiled in a suitable format and stored in a suitable way? <br/>	+	Has information been compiled in a suitable format and stored in a suitable way?<br/>

	Does the strategic brief still satisfy the business need?<br/>		Does the strategic brief still satisfy the business need?<br/>

Designing Buildings at 13:33, 3 February 2015

2015-02-03T13:33:06Z

← Older revision		Revision as of 13:33, 3 February 2015
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	The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>		The options review report may include drawings, massing models and other material that employer’s stakeholders find easy to assess against the strategic brief, as well as technical assessments. Wherever possible this information should be provided in a form that is easy to interrogate, compare and test against the strategic brief and should draw on data and sources that are being managed in a consistent way. Information should be stored and named in a way consistent with the long-term project and operational needs.<br/>

−	The employer should then develop the preliminary business case into a full business case for the preferred option. They should also prepare a project execution plan (PEP) setting out the strategy for managing the project, and describing the policies~~, procedures~~ and ~~priorities~~ that will be adopted~~. Inexperienced employer's may need assistance from external advisers to do this~~.	+	The employer should then develop the preliminary business case into a full business case for the preferred option. They should also prepare a project execution plan (PEP) (perhaps with assistance from advisers) setting out the strategy for managing the project, and describing the policies and procedures that will be adopted, such as; the procurement and contracting strategy, organisational structure, sustainability strategy, soft landings strategy, strategy for obtaining planning permission and so on.

−	The strategic brief and the employer’s information requirements ~~will also~~ be developed in response to the assessments carried out and the additional information obtained.<br/>	+	The strategic brief and the employer’s information requirements should continue to be developed in response to the assessments carried out and the additional information obtained.<br/>

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		+	Has information been compiled in a suitable format and stored in a suitable way? <br/>
		+
	Does the strategic brief still satisfy the business need?<br/>		Does the strategic brief still satisfy the business need?<br/>

Designing Buildings at 12:51, 3 February 2015

2015-02-03T12:51:21Z

← Older revision		Revision as of 12:51, 3 February 2015
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−	~~The~~ appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.	+	If necessary, the appointed advisers work with the employer to develop the strategic brief sufficiently for feasibility studies to be carried out. They should also help the employer develop the employer’s information requirements, assessing the information issued to them and obtaining any further information that might be required, such as; site surveys, information about site services, site access conditions, legislative constraints, existing planning consents and so on.<br/>

−	The advisers then undertake feasibility studies to establish whether the project is viable. This might include comparison of several different sites and several different potential strategies, such as doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies.	+	The advisers then undertake feasibility studies to establish whether the project is viable. This might include comparison of several different sites and several different potential strategies, such as doing nothing or changing working practices. The information that might be assessed during feasibility studies is described in: Feasibility studies.<br/>

	Once a range of feasible options have been identified, the employer’s advisers might undertake more detailed appraisals to help identify a preferred option. The information that might be assessed during options appraisals is described in: Options appraisals.<br/>		Once a range of feasible options have been identified, the employer’s advisers might undertake more detailed appraisals to help identify a preferred option. The information that might be assessed during options appraisals is described in: Options appraisals.<br/>

−	Preparing appraisals for these options may require further site surveys or site information. It may also be necessary to commission additional advice, such as planning advice, engineering advice, facilities management advice and so on. These advisers should be assessed for their BIM capability and any training requirements identified. This appointment process might benefit from the input of an employer's BIM adviser. The greater the number of different organisations involved in the project, the more important it becomes that they have the appropriate capability, and that they adopt consistent procedures defined by the employer.	+	Preparing appraisals for these options may require further site surveys or site information. It may also be necessary to commission additional advice, such as planning advice, engineering advice, facilities management advice and so on. These advisers should be assessed for their BIM capability and any training requirements identified. This appointment process might benefit from the input of an employer's BIM adviser. The greater the number of different organisations involved in the project, the more important it becomes that they have the appropriate capability, and that they adopt consistent procedures defined by the employer. For a more detailed description of a process that might be adopted to appoint advisers, see BIM plan: appoint suppliers.
−		+
−	For a more detailed description of a process that might be adopted to appoint advisers, see BIM plan: appoint suppliers.	+

	Initial cost appraisals should be developed which break down the overall project budget based on; information provided by the employer in the strategic brief, assessment of the sites that are being considered and analysis of comparable projects or benchmarking databases. As well as design and construction costs, initial cost appraisals may include employer costs that do not feature in later project cost plans, such as site acquisition costs, finance costs, operating costs, whole-life costs and so on.		Initial cost appraisals should be developed which break down the overall project budget based on; information provided by the employer in the strategic brief, assessment of the sites that are being considered and analysis of comparable projects or benchmarking databases. As well as design and construction costs, initial cost appraisals may include employer costs that do not feature in later project cost plans, such as site acquisition costs, finance costs, operating costs, whole-life costs and so on.