Construction management: project brief - Revision history

Designing Buildings at 10:00, 15 September 2020

2020-09-15T10:00:44Z

← Older revision		Revision as of 10:00, 15 September 2020
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−		+	[[File:Project_plan_construction_management.jpg\|link=File:Project_plan_construction_management.jpg]]
−	[[File:~~Project plan construction management~~.jpg\|~~RTENOTITLE~~]]	+

	This stage is concerned solely with preparing the project brief, the key document upon which the design will be based.		This stage is concerned solely with preparing the project brief, the key document upon which the design will be based.
Line 6:		Line 5:
	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).		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).

−	= ~~'''~~Starting the work stage and appointing additional members of the consultant team if necessary.~~'''~~ =	+	= Starting the work stage and appointing additional members of the consultant team if necessary. =

	The client updates the business case and project execution plan to reflect comments made at the end of the previous stage. The lead consultant then co-ordinates a start-up meeting attended by the consultant team and the client to issue the revised project execution plan (and business case or part of it if appropriate), to pass on comments made at the end of the previous stage, and to agree the programme for the stage.		The client updates the business case and project execution plan to reflect comments made at the end of the previous stage. The lead consultant then co-ordinates a start-up meeting attended by the consultant team and the client to issue the revised project execution plan (and business case or part of it if appropriate), to pass on comments made at the end of the previous stage, and to agree the programme for the stage.
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	The consultant team or the client may identify a requirement to appoint additional consultants or specialist designers. Go to work stage: Construction management: appointment.		The consultant team or the client may identify a requirement to appoint additional consultants or specialist designers. Go to work stage: Construction management: appointment.

−	= ~~'''~~Preparing the project brief.~~'''~~ =	+	= Preparing the project brief. =

	The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map.		The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map.
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	The client confirms that funding is available and that there is still stakeholder support for the project, and considers whether to proceed to the next stage.		The client confirms that funding is available and that there is still stakeholder support for the project, and considers whether to proceed to the next stage.

−	----	+	-----
−		+	[[File:Continue_to_next_stage_button.png\|link=Construction_management:_concept_design]]
−	[[File:~~Continue to next stage button.png\|alt=Continue to next stage button~~.png\|link=~~Construction management~~: ~~concept design~~]]	+

−	[[File:~~Test button.png\|alt=Test button~~.png\|link=~~Construction management~~: ~~outline work plan~~]]	+	[[File:Test_button.png\|link=Construction_management:_outline_work_plan]]

−	[[Category:Construction_manager]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:DCN_Template]] [[Category:Construction_manager]]

Designing Buildings at 13:15, 24 June 2015

2015-06-24T13:15:58Z

← Older revision		Revision as of 13:15, 24 June 2015
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	The lead consultant co-ordinates the consultant team to prepare a draft project brief.		The lead consultant co-ordinates the consultant team to prepare a draft project brief.

−	The client begins preparing, or arranges for the consultant team to begin preparing, a site waste management plan. At this stage, this is a means of recording decisions made to minimise the consumption of resources and to minimise the generation of waste.	+	The client begins preparing, or arranges for the consultant team to begin preparing, a site waste management plan (if required). At this stage, this is a means of recording decisions made to minimise the consumption of resources and to minimise the generation of waste.

	The cost consultant highlights areas of potential cost savings and areas of potential cost problems apparent in the draft project brief and prepares an elemental cost plan. The client considers advice from the cost consultant and instructs the consultant team to amend the draft project brief if necessary.		The cost consultant highlights areas of potential cost savings and areas of potential cost problems apparent in the draft project brief and prepares an elemental cost plan. The client considers advice from the cost consultant and instructs the consultant team to amend the draft project brief if necessary.

81.156.79.171 at 14:59, 18 May 2015

2015-05-18T14:59:02Z

← Older revision		Revision as of 14:59, 18 May 2015
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	[[File:Project plan construction management.jpg\|RTENOTITLE]]		[[File:Project plan construction management.jpg\|RTENOTITLE]]

−	This stage is concerned solely with preparing the project brief.	+	This stage is concerned solely with preparing the project brief, the key document upon which the design will be based.

	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).		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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	= '''Preparing the project brief.''' =		= '''Preparing the project brief.''' =

−	The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map.	+	The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map.

	The client informs user panels, champions and other stakeholders that will be involved in the development of the project brief that they should make time available to meet with the consultant team. The lead consultant co-ordinates the consultant team to carry out consultations with user panels, champions and other stakeholders and feeds back the outcome of consultations to the client.		The client informs user panels, champions and other stakeholders that will be involved in the development of the project brief that they should make time available to meet with the consultant team. The lead consultant co-ordinates the consultant team to carry out consultations with user panels, champions and other stakeholders and feeds back the outcome of consultations to the client.

Designing Buildings: Removed protection from "Construction management: project brief"

2015-04-29T13:24:33Z

Removed protection from "Construction management: project brief"

← Older revision

Revision as of 13:24, 29 April 2015

Designing Buildings at 17:27, 28 April 2015

2015-04-28T17:27:22Z

← Older revision		Revision as of 17:27, 28 April 2015
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	[[File:Project plan construction management.jpg\|RTENOTITLE]]		[[File:Project plan construction management.jpg\|RTENOTITLE]]

−	~~----~~	+	This stage is concerned solely with preparing the project brief.

−	~~'''Introduction'''~~	+	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).

−	~~----~~	+	= '''Starting the work stage and appointing additional members of the consultant team if necessary.''' =

−	This stage is concerned solely with preparing the project brief. We use the term 'project brief' here and throughout the rest of this site to mirror the terminology used in guidance for public projects and to reflect the fact that the brief tends to be a single document that evolves. See briefing documents for more information.	+	The client updates the business case and project execution plan to reflect comments made at the end of the previous stage. The lead consultant then co-ordinates a start-up meeting attended by the consultant team and the client to issue the revised project execution plan (and business case or part of it if appropriate), to pass on comments made at the end of the previous stage, and to agree the programme for the stage.
−		+
−	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).<br/>	+
−		+
−	~~----~~	+
−		+
−	~~'''Starting the work stage and appointing additional members of the consultant team if necessary.'''<br/>~~	+
−		+
−	~~----~~	+
−		+
−	The client updates the business case and project execution plan to reflect comments made at the end of the previous stage.	+
−		+
−	The lead consultant co-ordinates a start-up meeting attended by the consultant team and the client to issue the revised project execution plan (and business case or part of it if appropriate), to pass on comments made at the end of the previous stage, and to agree the programme for the stage.	+

	The consultant team or the client may identify a requirement to appoint additional consultants or specialist designers. Go to work stage: Construction management: appointment.		The consultant team or the client may identify a requirement to appoint additional consultants or specialist designers. Go to work stage: Construction management: appointment.

−	~~----~~	+	= '''Preparing the project brief.''' =

−	~~'''Preparing~~ the project brief.~~'''~~	+	The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map.

−	~~----~~	+	The client informs user panels, champions and other stakeholders that will be involved in the development of the project brief that they should make time available to meet with the consultant team. The lead consultant co-ordinates the consultant team to carry out consultations with user panels, champions and other stakeholders and feeds back the outcome of consultations to the client.
−		+
−	The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map. See articles on stakeholders and the consultation process.	+
−		+
−	The client informs user panels, champions and other stakeholders that will be involved in the development of the project brief that they should make time available to meet with the consultant team.	+
−		+
−	The lead consultant co-ordinates the consultant team to carry out consultations with user panels, champions and other stakeholders and feeds back the outcome of consultations to the client.	+

	The lead consultant co-ordinates the consultant team to prepare a draft project brief.		The lead consultant co-ordinates the consultant team to prepare a draft project brief.
Line 40:		Line 22:
	The client begins preparing, or arranges for the consultant team to begin preparing, a site waste management plan. At this stage, this is a means of recording decisions made to minimise the consumption of resources and to minimise the generation of waste.		The client begins preparing, or arranges for the consultant team to begin preparing, a site waste management plan. At this stage, this is a means of recording decisions made to minimise the consumption of resources and to minimise the generation of waste.

−	The cost consultant highlights areas of potential cost savings and areas of potential cost problems apparent in the draft project brief and prepares an elemental cost plan.	+	The cost consultant highlights areas of potential cost savings and areas of potential cost problems apparent in the draft project brief and prepares an elemental cost plan. The client considers advice from the cost consultant and instructs the consultant team to amend the draft project brief if necessary.
−		+
−	The client considers advice from the cost consultant and instructs the consultant team to amend the draft project brief if necessary.	+
−		+
−	~~The client issues the revised project brief to the user panels, champions and other stakeholders who may propose further revisions.~~	+
−		+
−	~~The client considers the proposed amendments and instructs any necessary revision of the project brief~~.	+

−	The ~~cost consultant amends~~ the ~~elemental cost plan if~~ necessary.	+	The client issues the revised project brief to the user panels, champions and other stakeholders who may propose further revisions. The client considers the proposed amendments and instructs any necessary revision of the project brief.

−	The client considers and approves the project brief	+	The cost consultant amends the elemental cost plan if necessary, and the client considers and, if satisfied, approves the project brief

	If necessary the client revises the business case and project execution plan. This might include: additional value management and risk assessment exercises, re-assessment of the budget and re-assessment of the procurement route.		If necessary the client revises the business case and project execution plan. This might include: additional value management and risk assessment exercises, re-assessment of the budget and re-assessment of the procurement route.

Designing Buildings at 15:32, 28 April 2015

2015-04-28T15:32:22Z

← Older revision		Revision as of 15:32, 28 April 2015
Line 4:		Line 4:
	----		----

−	Introduction	+	'''Introduction'''

	----		----
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	----		----

−	'''Starting the work stage and appointing additional members of the consultant team if necessary.''' <br/>	+	'''Starting the work stage and appointing additional members of the consultant team if necessary.'''<br/>

	----		----
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	The project brief is issued to user panels, champions and other stakeholders who may have further involvement in the development of the project.		The project brief is issued to user panels, champions and other stakeholders who may have further involvement in the development of the project.

−	The client confirms that funding is available and that there is still stakeholder support for the project, and considers whether to proceed to the next stage.	+	The client confirms that funding is available and that there is still stakeholder support for the project, and considers whether to proceed to the next stage.

	----		----

−	[[File:Continue to next stage button.png\|link=~~Construction_management~~:~~_concept_design~~]]	+	[[File:Continue to next stage button.png\|alt=Continue to next stage button.png\|link=Construction management: concept design]]

−	[[File:Test button.png\|link=~~Construction_management~~:~~_outline_work_plan~~]]	+	[[File:Test button.png\|alt=Test button.png\|link=Construction management: outline work plan]]

	[[Category:Construction_manager]]		[[Category:Construction_manager]]

Designing Buildings at 15:31, 28 April 2015

2015-04-28T15:31:53Z

← Older revision		Revision as of 15:31, 28 April 2015
Line 1:		Line 1:

−	[[File:Project plan construction management.jpg\|RTENOTITLE]]This stage is concerned solely with preparing the project brief. We use the term 'project brief' here and throughout the rest of this site to mirror the terminology used in guidance for public projects and to reflect the fact that the brief tends to be a single document that evolves. See briefing documents for more information.	+	[[File:Project plan construction management.jpg\|RTENOTITLE]]
		+
		+	----
		+
		+	Introduction
		+
		+	----
		+
		+	This stage is concerned solely with preparing the project brief. We use the term 'project brief' here and throughout the rest of this site to mirror the terminology used in guidance for public projects and to reflect the fact that the brief tends to be a single document that evolves. See briefing documents for more information.

	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).<br/>		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).<br/>
Line 6:		Line 14:
	----		----

−	~~⇒ [[Construction%20management%3A%20outline%20work%20plan\|outline plan]] \| [[Construction%20management%3A%20feasibility%20studies\|previous~~ stage~~]] \| [[Construction%20management%3A%20concept%20design\|next stage]]~~<br/>	+	'''Starting the work stage and appointing additional members of the consultant team if necessary.''' <br/>

	----		----

−	~~'''A. Starting the work stage and appointing additional members of the consultant team if necessary.'''~~	+	The client updates the business case and project execution plan to reflect comments made at the end of the previous stage.
−	#The client updates the business case and project execution plan to reflect comments made at the end of the previous stage.	+
−	#The lead consultant co-ordinates a start-up meeting attended by the consultant team and the client to issue the revised project execution plan (and business case or part of it if appropriate), to pass on comments made at the end of the previous stage, and to agree the programme for the stage.	+	The lead consultant co-ordinates a start-up meeting attended by the consultant team and the client to issue the revised project execution plan (and business case or part of it if appropriate), to pass on comments made at the end of the previous stage, and to agree the programme for the stage.
−	#The consultant team or the client may identify a requirement to appoint additional consultants or specialist designers. Go to work stage: Construction management: appointment.	+
		+	The consultant team or the client may identify a requirement to appoint additional consultants or specialist designers. Go to work stage: Construction management: appointment.

	----		----

−	'''B. Preparing the project brief.'''	+	'''Preparing the project brief.'''
−	#The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map. See articles on stakeholders and the consultation process.	+
−	~~#The client informs user panels, champions and other stakeholders that will be involved in the development of the project brief that they should make time available to meet with the consultant team.~~	+
−	~~#The lead consultant co-ordinates the consultant team to carry out consultations with user panels, champions and other stakeholders and feeds back the outcome of consultations to the client.~~	+
−	~~#The lead consultant co-ordinates the consultant team to prepare a draft project brief.~~	+
−	#The client begins preparing, or arranges for the consultant team to begin preparing, a site waste management plan. At this stage, this is a means of recording decisions made to minimise the consumption of resources and to minimise the generation of waste.	+
−	~~#The cost consultant highlights areas of potential cost savings and areas of potential cost problems apparent in the draft project brief and prepares an elemental cost plan.~~	+
−	~~#The client considers advice from the cost consultant and instructs the consultant team to amend the draft project brief if necessary.~~	+
−	~~#The client issues the revised project brief to the user panels, champions and other stakeholders who may propose further revisions.~~	+
−	~~#The client considers the proposed amendments and instructs any necessary revision of the project brief.~~	+
−	~~#The cost consultant amends the elemental cost plan if necessary.~~	+
−	~~#The client considers and approves the project brief~~	+
−	#If necessary the client revises the business case and project execution plan. This might include: additional value management and risk assessment exercises, re-assessment of the budget and re-assessment of the procurement route.	+
−	~~#The project brief is issued to user panels, champions and other stakeholders who may have further involvement in the development of the project.~~	+
−	~~#The client confirms that funding is available and that there is still stakeholder support for the project, and considers whether to proceed to the next stage.~~	+

	----		----

−	~~⇒ [[Construction%20management%3A%20outline%20work%20plan\|outline~~ plan~~]] \|~~ [[~~Construction%20management%3A%20feasibility%20studies~~\|~~previous stage~~]] \| [[~~Construction%20management%3A%20concept%20design~~\|~~next stage~~]]	+	The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map. See articles on stakeholders and the consultation process.
		+
		+	The client informs user panels, champions and other stakeholders that will be involved in the development of the project brief that they should make time available to meet with the consultant team.
		+
		+	The lead consultant co-ordinates the consultant team to carry out consultations with user panels, champions and other stakeholders and feeds back the outcome of consultations to the client.
		+
		+	The lead consultant co-ordinates the consultant team to prepare a draft project brief.
		+
		+	The client begins preparing, or arranges for the consultant team to begin preparing, a site waste management plan. At this stage, this is a means of recording decisions made to minimise the consumption of resources and to minimise the generation of waste.
		+
		+	The cost consultant highlights areas of potential cost savings and areas of potential cost problems apparent in the draft project brief and prepares an elemental cost plan.
		+
		+	The client considers advice from the cost consultant and instructs the consultant team to amend the draft project brief if necessary.
		+
		+	The client issues the revised project brief to the user panels, champions and other stakeholders who may propose further revisions.
		+
		+	The client considers the proposed amendments and instructs any necessary revision of the project brief.
		+
		+	The cost consultant amends the elemental cost plan if necessary.
		+
		+	The client considers and approves the project brief
		+
		+	If necessary the client revises the business case and project execution plan. This might include: additional value management and risk assessment exercises, re-assessment of the budget and re-assessment of the procurement route.
		+
		+	The project brief is issued to user panels, champions and other stakeholders who may have further involvement in the development of the project.
		+
		+	The client confirms that funding is available and that there is still stakeholder support for the project, and considers whether to proceed to the next stage.
		+
		+	----
		+
		+	[[File:Continue to next stage button.png\|link=Construction_management:_concept_design]]
		+
		+	[[File:Test button.png\|link=Construction_management:_outline_work_plan]]

	[[Category:Construction_manager]]		[[Category:Construction_manager]]

Designing Buildings at 12:51, 3 July 2013

2013-07-03T12:51:12Z

← Older revision		Revision as of 12:51, 3 July 2013
Line 1:		Line 1:

−	[[File:Project plan construction management.jpg]]This stage is concerned solely with preparing the project brief. We use the term 'project brief' here and throughout the rest of this site to mirror the terminology used in ~~OGC~~ guidance for public projects and to reflect the fact that the brief tends to be a single document that evolves. See briefing documents for more information.	+	[[File:Project plan construction management.jpg\|RTENOTITLE]]This stage is concerned solely with preparing the project brief. We use the term 'project brief' here and throughout the rest of this site to mirror the terminology used in guidance for public projects and to reflect the fact that the brief tends to be a single document that evolves. See briefing documents for more information.

−	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). <br/>	+	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).<br/>

	----		----

−	⇒ [[~~Construction_management:_outline_work_plan~~\|outline plan]] \| [[~~Construction_management:_feasibility_studies~~\|previous stage]] \| [[~~Construction_management:_concept_design~~\|next stage]] <br/>	+	⇒ [[Construction%20management%3A%20outline%20work%20plan\|outline plan]] \| [[Construction%20management%3A%20feasibility%20studies\|previous stage]] \| [[Construction%20management%3A%20concept%20design\|next stage]]<br/>

	----		----
Line 35:		Line 35:
	----		----

−	⇒ [[~~Construction_management:_outline_work_plan~~\|outline plan]] \| [[~~Construction_management:_feasibility_studies~~\|previous stage]] \| [[~~Construction_management:_concept_design~~\|next stage]]	+	⇒ [[Construction%20management%3A%20outline%20work%20plan\|outline plan]] \| [[Construction%20management%3A%20feasibility%20studies\|previous stage]] \| [[Construction%20management%3A%20concept%20design\|next stage]]

	[[Category:Construction_manager]]		[[Category:Construction_manager]]

Designing Buildings at 05:26, 1 July 2013

2013-07-01T05:26:50Z

← Older revision		Revision as of 05:26, 1 July 2013
Line 1:		Line 1:
−	The project brief stage (equivalent to RIBA stage B: Design Brief) is concerned solely with preparing the project brief. We use the term 'project brief' here and throughout the rest of this site, rather than 'design brief' and then 'project brief', to mirror the terminology used in OGC guidance for public projects and to reflect the fact that the brief tends to be a single document that evolves continuously, rather than two distinct documents. See briefing documents for more information.

−	~~The tasks described below are based on the route taken by a project following a~~ construction management ~~procurement route where a construction manager~~ is ~~appointed early in~~ the project ~~as a consultant,~~ and ~~then~~ the ~~construction manager takes on a management role for the construction~~ of ~~the project. Within~~ this ~~project plan~~ 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)~~.	+	[[File:Project plan construction management.jpg]]This stage is concerned solely with preparing the project brief. We use the term 'project brief' here and throughout the rest of this site to mirror the terminology used in OGC guidance for public projects and to reflect the fact that the brief tends to be a single document that evolves. See briefing documents for more information.

−	~~Project plans for other procurement routes are available~~ on the ~~Designing Buildings Wiki home page~~.	+	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). <br/>

−	~~NB This article is locked preserve the logic and continuity of the full work~~ plan~~. If you would like to propose changes or additions, click on the 'submit comment' button at the bottom of the page.~~	+	----
		+
		+	⇒ [[Construction_management:_outline_work_plan\|outline plan]] \| [[Construction_management:_feasibility_studies\|previous stage]] \| [[Construction_management:_concept_design\|next stage]] <br/>

	----		----

	'''A. Starting the work stage and appointing additional members of the consultant team if necessary.'''		'''A. Starting the work stage and appointing additional members of the consultant team if necessary.'''
−
	#The client updates the business case and project execution plan to reflect comments made at the end of the previous stage.		#The client updates the business case and project execution plan to reflect comments made at the end of the previous stage.
	#The lead consultant co-ordinates a start-up meeting attended by the consultant team and the client to issue the revised project execution plan (and business case or part of it if appropriate), to pass on comments made at the end of the previous stage, and to agree the programme for the stage.		#The lead consultant co-ordinates a start-up meeting attended by the consultant team and the client to issue the revised project execution plan (and business case or part of it if appropriate), to pass on comments made at the end of the previous stage, and to agree the programme for the stage.
Line 18:		Line 18:

	'''B. Preparing the project brief.'''		'''B. Preparing the project brief.'''
−
	#The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map. See articles on stakeholders and the consultation process.		#The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map. See articles on stakeholders and the consultation process.
	#The client informs user panels, champions and other stakeholders that will be involved in the development of the project brief that they should make time available to meet with the consultant team.		#The client informs user panels, champions and other stakeholders that will be involved in the development of the project brief that they should make time available to meet with the consultant team.
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	----		----

−	*Return to: Construction management: outline ~~work~~ plan.	+	⇒ [[Construction_management:_outline_work_plan\|outline plan]] \| [[Construction_management:_feasibility_studies\|previous stage]] \| [[Construction_management:_concept_design\|next stage]]
−	*Next work stage: ~~Construction management: concept design.~~	+
−	*Previous work stage~~: Construction management: feasibility studies.~~	+

	[[Category:Construction_manager]]		[[Category:Construction_manager]]

Designing Buildings at 12:25, 30 April 2012

2012-04-30T12:25:46Z

← Older revision		Revision as of 12:25, 30 April 2012
Line 1:		Line 1:
−	The project brief stage (equivalent to RIBA stage B: Design Brief) is concerned solely with preparing the project brief. We use the term 'project brief' here and throughout the rest of this site, rather than 'design brief' and then 'project brief', to mirror the terminology used ~~by the Office of Government Commerce (~~OGC) for public projects and to reflect the fact that the brief tends to be a single document that evolves continuously, rather than two distinct documents. See briefing documents for more information.	+	The project brief stage (equivalent to RIBA stage B: Design Brief) is concerned solely with preparing the project brief. We use the term 'project brief' here and throughout the rest of this site, rather than 'design brief' and then 'project brief', to mirror the terminology used in OGC guidance for public projects and to reflect the fact that the brief tends to be a single document that evolves continuously, rather than two distinct documents. See briefing documents for more information.

	The tasks described below are based on the route taken by a project following a construction management procurement route where a construction manager is appointed early in the project as a consultant, and then the construction manager takes on a management role for the construction of the project. Within this project plan 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).		The tasks described below are based on the route taken by a project following a construction management procurement route where a construction manager is appointed early in the project as a consultant, and then the construction manager takes on a management role for the construction of the project. Within this project plan 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).