Briefing documents for building design - Revision history

Designing Buildings at 07:52, 7 March 2022

2022-03-07T07:52:46Z

← Older revision		Revision as of 07:52, 7 March 2022
Line 43:		Line 43:
	For more information, see Project brief.		For more information, see Project brief.

−	= Related articles on Designing Buildings ~~Wiki~~ =	+	= Related articles on Designing Buildings =

−	* Appointing consultants.
	* Client requirements.		* Client requirements.
−	* Collaborative practices.
−	* Consultant team.
	* Development brief.		* Development brief.
	* Feasibility studies.		* Feasibility studies.
	* Independent client advisers.		* Independent client advisers.
	* Mood board.		* Mood board.
−	* OGC.
	* Output-based specification.		* Output-based specification.
−	* Procurement route.
	* Project brief.		* Project brief.
		+	* Requirements management.
	* Specification.		* Specification.
	* Statement of need.		* Statement of need.

Designing Buildings at 13:15, 7 September 2020

2020-09-07T13:15:11Z

← Older revision		Revision as of 13:15, 7 September 2020
Line 49:		Line 49:
	* Collaborative practices.		* Collaborative practices.
	* Consultant team.		* Consultant team.
		+	* Development brief.
	* Feasibility studies.		* Feasibility studies.
	* Independent client advisers.		* Independent client advisers.

Designing Buildings at 06:21, 1 September 2020

2020-09-01T06:21:07Z

← Older revision		Revision as of 06:21, 1 September 2020
Line 60:		Line 60:
	* Strategic brief.		* Strategic brief.

−	[[Category:Client_procedures]] [[Category:Design]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Client_procedures]] [[Category:Design]]

Designing Buildings at 14:00, 6 May 2019

2019-05-06T14:00:08Z

← Older revision		Revision as of 14:00, 6 May 2019
Line 42:		Line 42:

	For more information, see Project brief.		For more information, see Project brief.
−
−	~~= The Benefits of a Good Brefing Process =~~
−
−	~~Good briefing seeks to minimise the liklihood of a client recieving an unsatisfactory building by ensuring that project requirements are fully explored and communicated as clearly as possible.~~
−
−	RIBA Plan of Work sets out the briefing process in three stages; Stage 0 - Strategic Brief; Stage 1 - Initial Project Brief; Stage 2 - Final Project Brief. It recognises that the brief evolves and develops during the initial design stages.
−
−	~~Briefing can be used to minimise risk, maximise profit and increase quality and developing the brief is an iterative process.~~
−
−	~~Aspects of a project which could benefit from a briefing project could be;~~
−
−	~~Cost~~
−
−	* Once the design for the project has been developed, significant changes are likely to cause delays and incur extra costs. A thorough brief will help ensure key decisions are made at the appropriate time to avoid costly changes later on in the project.
−	* Have change control procedures in place to enable the client to be aware of changes made to the Final Project Brief.
−	* A brief can define expectations and relationship between time, cost and quality.
−
−	~~Time~~
−
−	* By asking the right questions in the early stages of the project scope can be properly defined before design activities commence.
−	* Major changes later on in the design process could lead to abortive design work and have considerable effect upon time and staturtory consents.
−	* In larger projects, establish who has the decision making authority. This will mitigate risks of the relevant person in the client body not making important decisions on time.
−	* Through briefing, establish the timeframe for the project to be completed by. This mitigates risk of not delivering the building on time. Does the client have temporary accommodation they can use if project isn't finished on time? What is the risk of a delay?
−
−	~~Commercial Benefits to the Client~~
−
−	* Briefing can ensure that the clients business has been properly considered. Ask questions regarding required flexibility, requirements for the space, clients business case for the project and end user requirements.
−	* Aligns client and stakeholders (executive Client, Funders, Users, Developer) aims and ambitions. Conflicting design requirements can make design an impossible process and risks not meeting user/client requirements.
−
−	~~= Briefing Activities =~~
−
−	* Arrange a preliminary meeting to discuss requirements if the project is in its initial stages (0-1).
−	* Define the need to build. It may be more appropriate and cheaper to adapt existing premises than to build something new.
−	* Involve end users. Set up a consultation day with them, present the strategic brief and use a feedback form to document users needs.
−	* Organise a visit of a similar scheme with similar time/cost/quality constraints to manage expectations of client and end users and gain feedback that could benefit lifespan running costs.
−	* If the practice has already worked on a similar project, use this to gain feedback on project lifespan running costs (benchmarking).
−	* Set up a focus group at which the client should be present for everyone to understand issues and help resolve.
−	* Document the above in the Project Brief and agree a date for issue and insure client sign off.
−	* If there is a tight timeframe, provided the appointment for the project is in place and agreed and signed by both client and architect, extra resources may be required to achieve the clients programme and this should be accounted for in the projects resource plan and fee proposal. Employ additional staff if necessary.
−	* Establish who has the decision making authority within the client if an organisation to ensure validity of information you are receiving.
−	* Smaller projects or projects for less experienced clients may require the architect to prepare the Strategic Brief for the project. The Strategic Brief should set out; functional requirements, environmental standards, levels of quality, lifespan and maintenance, Business Case and initial considerations for Project Outcomes and Life Cycle.
−
−	~~General Notes;~~
−
−	~~- When working on large projects with several different stakeholders the brief should set out the actions of several different stakeholders and note what is expected from who and which stage.~~
−
−	- A project plan shoud set out a schedule of all the stages which need to be worked through. It will hlep determine key dates for decisions, for example when to submit for planning approval or ensuring legal possession of the site.

	= Related articles on Designing Buildings Wiki =		= Related articles on Designing Buildings Wiki =

146.90.96.155 at 17:27, 5 May 2019

2019-05-05T17:27:44Z

← Older revision		Revision as of 17:27, 5 May 2019
Line 55:		Line 55:
	Cost		Cost

−	- Once the design for the project has been developed, significant changes are likely to cause delays and incur extra costs. A thorough brief will help ensure key decisions are made at the appropriate time to avoid costly changes later on in the project.	+	* Once the design for the project has been developed, significant changes are likely to cause delays and incur extra costs. A thorough brief will help ensure key decisions are made at the appropriate time to avoid costly changes later on in the project.
−		+	* Have change control procedures in place to enable the client to be aware of changes made to the Final Project Brief.
−	- Have change control procedures in place to enable the client to be aware of changes made to the Final Project Brief.	+	* A brief can define expectations and relationship between time, cost and quality.
−		+
−	- A brief can define expectations and relationship between time, cost and quality.	+

	Time		Time

−	- By asking the right questions in the early stages of the project scope can be properly defined before design activities commence.	+	* By asking the right questions in the early stages of the project scope can be properly defined before design activities commence.
−		+	* Major changes later on in the design process could lead to abortive design work and have considerable effect upon time and staturtory consents.
−	- Major changes later on in the design process could lead to abortive design work and have considerable effect upon time and staturtory consents.	+	* In larger projects, establish who has the decision making authority. This will mitigate risks of the relevant person in the client body not making important decisions on time.
−		+	* Through briefing, establish the timeframe for the project to be completed by. This mitigates risk of not delivering the building on time. Does the client have temporary accommodation they can use if project isn't finished on time? What is the risk of a delay?
−	- In larger projects, establish who has the decision making authority. This will mitigate risks of the relevant person in the client body not making important decisions on time.	+
−		+
−	- Through briefing, establish the timeframe for the project to be completed by. This mitigates risk of not delivering the building on time. Does the client have temporary accommodation they can use if project isn't finished on time? What is the risk of a delay?	+

	Commercial Benefits to the Client		Commercial Benefits to the Client

−	~~- Brefing~~ can ensure that the clients business has been properly considered. Ask questions regarding required flexibility, requirements for the space, clients business case for the project and end user requirements.	+	* Briefing can ensure that the clients business has been properly considered. Ask questions regarding required flexibility, requirements for the space, clients business case for the project and end user requirements.
−		+	* Aligns client and stakeholders (executive Client, Funders, Users, Developer) aims and ambitions. Conflicting design requirements can make design an impossible process and risks not meeting user/client requirements.
−	- Aligns client and stakeholders (executive Client, Funders, Users, Developer) aims and ambitions. Conflicting design requirements can make design an impossible process and risks not meeting user/client requirements.	+

	= Briefing Activities =		= Briefing Activities =

−	~~- Establish who has the decision making authority within the client if an organisation to ensure validity of information you are receiving.~~	+	* Arrange a preliminary meeting to discuss requirements if the project is in its initial stages (0-1).
−		+	* Define the need to build. It may be more appropriate and cheaper to adapt existing premises than to build something new.
−	- Smaller projects or projects for less experienced clients may require the architect to prepare the Strategic Brief for the project. The Strategic Brief should set out; functional requirements, environmental standards, levels of quality, lifespan and maintenance, Business Case and initial considerations for Project Outcomes and Life Cycle.	+	* Involve end users. Set up a consultation day with them, present the strategic brief and use a feedback form to document users needs.
−		+	* Organise a visit of a similar scheme with similar time/cost/quality constraints to manage expectations of client and end users and gain feedback that could benefit lifespan running costs.
−	- Arrange a preliminary meeting to discuss requirements if the project is in its initial stages (0-1).	+	* If the practice has already worked on a similar project, use this to gain feedback on project lifespan running costs (benchmarking).
−		+	* Set up a focus group at which the client should be present for everyone to understand issues and help resolve.
−	- Define the need to build. It may be more appropriate and cheaper to adapt existing premises than to build something new.	+	* Document the above in the Project Brief and agree a date for issue and insure client sign off.
−		+	* If there is a tight timeframe, provided the appointment for the project is in place and agreed and signed by both client and architect, extra resources may be required to achieve the clients programme and this should be accounted for in the projects resource plan and fee proposal. Employ additional staff if necessary.
−	- Involve end users. Set up a consultation day with them, present the strategic brief and use a feedback form to document users needs.	+	* Establish who has the decision making authority within the client if an organisation to ensure validity of information you are receiving.
−		+	* Smaller projects or projects for less experienced clients may require the architect to prepare the Strategic Brief for the project. The Strategic Brief should set out; functional requirements, environmental standards, levels of quality, lifespan and maintenance, Business Case and initial considerations for Project Outcomes and Life Cycle.
−	- Organise a visit of a similar scheme with similar time/cost/quality constraints to manage expectations of client and end users and gain feedback that could benefit lifespan running costs.	+
−		+
−	- If the practice has already worked on a similar project, use this to gain feedback on project lifespan running costs (benchmarking).	+
−		+
−	- Set up a focus group at which the client should be present for everyone to understand issues and help resolve.	+
−		+
−	- Document the above in the Project Brief and agree a date for issue and insure client sign off.	+
−		+
−	- If there is a tight timeframe, provided the appointment for the project is in place and agreed and signed by both client and architect, extra resources may be required to achieve the clients programme and this should be accounted for in the projects resource plan and fee proposal. Employ additional staff if necessary.	+

	General Notes;		General Notes;

146.90.96.155 at 17:17, 5 May 2019

2019-05-05T17:17:11Z

← Older revision		Revision as of 17:17, 5 May 2019
Line 42:		Line 42:

	For more information, see Project brief.		For more information, see Project brief.
		+
		+	= The Benefits of a Good Brefing Process =
		+
		+	Good briefing seeks to minimise the liklihood of a client recieving an unsatisfactory building by ensuring that project requirements are fully explored and communicated as clearly as possible.
		+
		+	RIBA Plan of Work sets out the briefing process in three stages; Stage 0 - Strategic Brief; Stage 1 - Initial Project Brief; Stage 2 - Final Project Brief. It recognises that the brief evolves and develops during the initial design stages.
		+
		+	Briefing can be used to minimise risk, maximise profit and increase quality and developing the brief is an iterative process.
		+
		+	Aspects of a project which could benefit from a briefing project could be;
		+
		+	Cost
		+
		+	- Once the design for the project has been developed, significant changes are likely to cause delays and incur extra costs. A thorough brief will help ensure key decisions are made at the appropriate time to avoid costly changes later on in the project.
		+
		+	- Have change control procedures in place to enable the client to be aware of changes made to the Final Project Brief.
		+
		+	- A brief can define expectations and relationship between time, cost and quality.
		+
		+	Time
		+
		+	- By asking the right questions in the early stages of the project scope can be properly defined before design activities commence.
		+
		+	- Major changes later on in the design process could lead to abortive design work and have considerable effect upon time and staturtory consents.
		+
		+	- In larger projects, establish who has the decision making authority. This will mitigate risks of the relevant person in the client body not making important decisions on time.
		+
		+	- Through briefing, establish the timeframe for the project to be completed by. This mitigates risk of not delivering the building on time. Does the client have temporary accommodation they can use if project isn't finished on time? What is the risk of a delay?
		+
		+	Commercial Benefits to the Client
		+
		+	- Brefing can ensure that the clients business has been properly considered. Ask questions regarding required flexibility, requirements for the space, clients business case for the project and end user requirements.
		+
		+	- Aligns client and stakeholders (executive Client, Funders, Users, Developer) aims and ambitions. Conflicting design requirements can make design an impossible process and risks not meeting user/client requirements.
		+
		+	= Briefing Activities =
		+
		+	- Establish who has the decision making authority within the client if an organisation to ensure validity of information you are receiving.
		+
		+	- Smaller projects or projects for less experienced clients may require the architect to prepare the Strategic Brief for the project. The Strategic Brief should set out; functional requirements, environmental standards, levels of quality, lifespan and maintenance, Business Case and initial considerations for Project Outcomes and Life Cycle.
		+
		+	- Arrange a preliminary meeting to discuss requirements if the project is in its initial stages (0-1).
		+
		+	- Define the need to build. It may be more appropriate and cheaper to adapt existing premises than to build something new.
		+
		+	- Involve end users. Set up a consultation day with them, present the strategic brief and use a feedback form to document users needs.
		+
		+	- Organise a visit of a similar scheme with similar time/cost/quality constraints to manage expectations of client and end users and gain feedback that could benefit lifespan running costs.
		+
		+	- If the practice has already worked on a similar project, use this to gain feedback on project lifespan running costs (benchmarking).
		+
		+	- Set up a focus group at which the client should be present for everyone to understand issues and help resolve.
		+
		+	- Document the above in the Project Brief and agree a date for issue and insure client sign off.
		+
		+	- If there is a tight timeframe, provided the appointment for the project is in place and agreed and signed by both client and architect, extra resources may be required to achieve the clients programme and this should be accounted for in the projects resource plan and fee proposal. Employ additional staff if necessary.
		+
		+	General Notes;
		+
		+	- When working on large projects with several different stakeholders the brief should set out the actions of several different stakeholders and note what is expected from who and which stage.
		+
		+	- A project plan shoud set out a schedule of all the stages which need to be worked through. It will hlep determine key dates for decisions, for example when to submit for planning approval or ensuring legal possession of the site.

	= Related articles on Designing Buildings Wiki =		= Related articles on Designing Buildings Wiki =

JoeB123 at 20:15, 4 May 2019

2019-05-04T20:15:43Z

← Older revision		Revision as of 20:15, 4 May 2019
Line 2:		Line 2:

	Briefing documents are crucial to the success of a project as they describe the requirements for which the design provides the solution. However, the huge variety of names given to briefing documents inevitably leads to confusion, particularly where members of a project team are working together for the first time.		Briefing documents are crucial to the success of a project as they describe the requirements for which the design provides the solution. However, the huge variety of names given to briefing documents inevitably leads to confusion, particularly where members of a project team are working together for the first time.
−
−	~~Purpose of briefing:~~
−
−	Advise the client that time needs to be allowed for a briefing process to be undertaken before design work begins. This is an important process to understand the clients objectives and the desired project outcomes.
−
−	~~During briefing we can:~~
−
−	~~- Identify and develop the clients business case, to ensure the project is feasible~~
−
−	* By exploring the constraints and opportunities of a project, we can optimise the brief and properly define the scope of work.
−	* We can identify the risks, and take the steps to avoid or mitigate them
−	* Establish whether aspects of the projects such as the budget, programme and scope of work is realistic. If not, we should warn the client at once, as failure to do so could leave us open to allegations of negligence, whether or not we have a written agreement.
−
−	~~The purpose of the briefing process:~~
−
−	* Gain an understanding of the clients objectives and desired outcomes
−	* Identify the needs and problems of the project
−	* Provides an opportunity to optimise the brief
−	* Predict future demands of the project

	Broadly on Designing Buildings Wiki we have followed the Office of Government Commerce (OGC) naming system for briefing documents, but have added a 'statement of need' that describes the client's possible requirements in the very early stages, before it has been decided that a project is merited.		Broadly on Designing Buildings Wiki we have followed the Office of Government Commerce (OGC) naming system for briefing documents, but have added a 'statement of need' that describes the client's possible requirements in the very early stages, before it has been decided that a project is merited.

JoeB123 at 20:14, 4 May 2019

2019-05-04T20:14:10Z

← Older revision		Revision as of 20:14, 4 May 2019
Line 2:		Line 2:

	Briefing documents are crucial to the success of a project as they describe the requirements for which the design provides the solution. However, the huge variety of names given to briefing documents inevitably leads to confusion, particularly where members of a project team are working together for the first time.		Briefing documents are crucial to the success of a project as they describe the requirements for which the design provides the solution. However, the huge variety of names given to briefing documents inevitably leads to confusion, particularly where members of a project team are working together for the first time.
		+
		+	Purpose of briefing:
		+
		+	Advise the client that time needs to be allowed for a briefing process to be undertaken before design work begins. This is an important process to understand the clients objectives and the desired project outcomes.
		+
		+	During briefing we can:
		+
		+	- Identify and develop the clients business case, to ensure the project is feasible
		+
		+	* By exploring the constraints and opportunities of a project, we can optimise the brief and properly define the scope of work.
		+	* We can identify the risks, and take the steps to avoid or mitigate them
		+	* Establish whether aspects of the projects such as the budget, programme and scope of work is realistic. If not, we should warn the client at once, as failure to do so could leave us open to allegations of negligence, whether or not we have a written agreement.
		+
		+	The purpose of the briefing process:
		+
		+	* Gain an understanding of the clients objectives and desired outcomes
		+	* Identify the needs and problems of the project
		+	* Provides an opportunity to optimise the brief
		+	* Predict future demands of the project

	Broadly on Designing Buildings Wiki we have followed the Office of Government Commerce (OGC) naming system for briefing documents, but have added a 'statement of need' that describes the client's possible requirements in the very early stages, before it has been decided that a project is merited.		Broadly on Designing Buildings Wiki we have followed the Office of Government Commerce (OGC) naming system for briefing documents, but have added a 'statement of need' that describes the client's possible requirements in the very early stages, before it has been decided that a project is merited.

Designing Buildings at 07:16, 4 May 2019

2019-05-04T07:16:33Z

← Older revision		Revision as of 07:16, 4 May 2019
Line 43:		Line 43:
	For more information, see Project brief.		For more information, see Project brief.

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Appointing consultants.		* Appointing consultants.

Editor: Reverted edits by Archstudent (talk) to last revision by 62.133.30.252

2019-05-03T15:28:39Z

Reverted edits by Archstudent (talk) to last revision by 62.133.30.252

← Older revision		Revision as of 15:28, 3 May 2019
Line 10:		Line 10:

	NB: Whilst generally, briefing documents will evolve over the life of a project and will require specialist input from consultants, an experienced client may be able to prepare a detailed brief in the very early stages that does not require a great deal of further development (for example a retailer who regularly opens new stores). An inexperienced client however may benefit from input by independent client advisers to prepare a strategic brief, and this may then be developed with the help of the consultant team.		NB: Whilst generally, briefing documents will evolve over the life of a project and will require specialist input from consultants, an experienced client may be able to prepare a detailed brief in the very early stages that does not require a great deal of further development (for example a retailer who regularly opens new stores). An inexperienced client however may benefit from input by independent client advisers to prepare a strategic brief, and this may then be developed with the help of the consultant team.
−
−	~~= Work stages critical to the briefing process =~~
−
−	* RIBA Stage of Work 0 – Strategic Definition (Strategic Brief)
−	* RIBA Stage of Work 1 – Preparation and Brief (Design Brief)
−	* RIBA Stage of Work 2 – Concept Design (Project Brief)
−
−	~~Briefing is a process not a one stage event. Developing the brief and developing the design are activities that interact~~
−
−	~~=== Why is briefing important? – manages risk, value, expectations. ===~~
−
−	~~Briefing is an evolutionary process of understanding an organisation’s needs and resources and matching these to its objectives and mission.~~
−
−	* Mechanism for defining and translating client + user needs to the project team
−	* A good brief aligns all key project parameters – vision, need, space, time and budget and requires timely decision-making.
−	* Defines typical and specific requirements
−	* Defines short term / long term requirements
−	* Understanding the clients needs and sets benchmarks for the balance between time, cost and quality
−	* Helps to fix a balance between project benefits (user requirements) and project costs
−	* Mechanism for management of requests for change – the opportunity to reduce costs decreases with progression of project stages – diagram
−
−	~~=== How can briefing be used to minimise risk, max profit, increase quality? ===~~
−
−	* Aligns client + stakeholders (Executive Client, Funders, Users, Developer) aims and ambitions
−	* Defines expectations and relationship between time, cost and quality
−	* Sets a way of managing decisions. Flexibility vs reduction of risk. Ie. Creates a mechanism for timely project decisions reducing late changes and long term life cycle costs
−	* Defines deliverables

	= Statement of need =		= Statement of need =
Line 51:		Line 24:

	Both OGC guidance and the 2013 RIBA plan of work now also call this document the strategic brief. Although, the RIBA also call it the 'initial strategic brief' (RIBA Plan of Work, pre 2013), 'initial brief' (RIBA Plan of Work, pre 2013), 'initial statement of project objectives' (RIBA Standard Form of Agreement 2010), 'statement of need' (Architect's Job Book) and 'design brief' (Architect's Job Book).		Both OGC guidance and the 2013 RIBA plan of work now also call this document the strategic brief. Although, the RIBA also call it the 'initial strategic brief' (RIBA Plan of Work, pre 2013), 'initial brief' (RIBA Plan of Work, pre 2013), 'initial statement of project objectives' (RIBA Standard Form of Agreement 2010), 'statement of need' (Architect's Job Book) and 'design brief' (Architect's Job Book).
−
−	The Strategic Brief sets out the objectives the client wants to achieve in the project and is a basis for Feasibility Studies. Important part of developing the brief. Should be formalised at the end of stage 0.
−
−	* Functional Requirements
−	* Environmental Standards
−	* Levels of Quality
−	* Lifespan and maintenance
−
−	Under the RIBA Agreements the Client is to supply all the information in the Clients possession, or which is reasonably obtainable, and which is necessary for the proper and timely performance of the services. The CDM regulations also require the Client to supply other information about or affecting the site or construction work.

	For more information, see Strategic brief.		For more information, see Strategic brief.
Line 66:		Line 30:

	The project brief is a development of the strategic brief.		The project brief is a development of the strategic brief.
−
−	The initial project brief covers technical, managerial and design intentions, and shows how these requirements are to be met. Result of research and development from all the design team + specialist advise. Should be formalised by the end of stage 1.
−
−	* Feasibility Study
−	* Site / building Survey
−	* Research into functional needs
−	* Accessibility audits
−	* Cost appraisal studies

	The project brief is the key document upon which the design will be based. It evolves through the project brief stage and the concept design stage (see the Designing Buildings Wiki [[Check_out_our_project_plans\|free work plans]]) with the benefit of information gained from consultations with the client and other stakeholders and ongoing design development. It is frozen at the end of the concept design stage and any further changes are then subject to change control procedures.		The project brief is the key document upon which the design will be based. It evolves through the project brief stage and the concept design stage (see the Designing Buildings Wiki [[Check_out_our_project_plans\|free work plans]]) with the benefit of information gained from consultations with the client and other stakeholders and ongoing design development. It is frozen at the end of the concept design stage and any further changes are then subject to change control procedures.
Line 84:		Line 40:

	The RIBA plan of work now calls this document the 'initial project brief' then 'final project brief', although pre-2013, they referred to it as the 'design brief' (RIBA Plan of Work), the 'project brief' (also the RIBA Plan of Work) and the 'final written brief' (RIBA Standard Form of Agreement 2010 'other services').		The RIBA plan of work now calls this document the 'initial project brief' then 'final project brief', although pre-2013, they referred to it as the 'design brief' (RIBA Plan of Work), the 'project brief' (also the RIBA Plan of Work) and the 'final written brief' (RIBA Standard Form of Agreement 2010 'other services').
−
−	The developed project brief should further define all design requirements. Be prepared by the architect in collaboration with the client, and coordinated with consultants + CDM Co-ordinator. It is the foundation on which the design will develop. It is a factual record and document of importance.
−
−	* The purpose is to identify or confirm the detail requirements for such matters as operational use, quality, environment, budget, programme and procurement. The project brief will define all design requirements.
−	* The client and all members of the consultant team should contribute to the process of evaluation, testing and development. On top of the clients obligation to provide information, it is in the interest of a competent and diligent Architect that the brief is complete without any gaps
−	* A detailed project brief should be signed off by the client

	For more information, see Project brief.		For more information, see Project brief.
−
−	~~= What can be addressed through briefing process? =~~
−
−	* Vision
−	* Needs – functional requirements
−	* Space – programmatic requirements
−	* Time constraints
−	* Budget
−	* Definition and hierarchy of decision makers and how this is controlled
−	* Key strategies for accessibility, security policy, environmental policy.
−
−	~~=== How can this process be conducted? ===~~
−
−	* Information gathering
−	* existing records + surveys of existing facilities
−	* Benchmarking
−	* Precedents
−	* Simulations
−	* Space and time studies
−	* Interviews
−	* Questionnaires
−	* Focus groups
−	* Workshops
−
−	~~=== Importance of engaging with the Local groups who object to the development. ===~~
−
−	* Planning Considerations:
−	** The objections of the local group is still a risk to the approval of the full planning consent. As all reserved matters need to be distinguished before consent is granted, we must engage in public consultation to inform the local groups of the design, highlighting the benefits this development will bring to the local community. Feedback from the local group could be incorporated into the design gaining local buy-in to the project.
−	* By engaging with this local user group
−	** Aligns client + stakeholders (Executive Client, Funders, Users, Developer) aims and ambitions
−	** Defines expectations and relationship between time, cost and quality
−	** Sets a way of managing decisions. Flexibility vs reduction of risk.
−	** Defines deliverables
−	* End user – Stakeholder
−	** existing records + surveys of existing facilities
−	** Benchmarking
−	** Space and time studies
−	* Community Centre Users
−	** Information gathering
−	** Precedents
−	** Interviews
−	** Questionnaires
−	** Focus groups
−	** Workshops

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