Developing a brief for a building project - Revision history

Designing Buildings at 07:52, 7 November 2020

2020-11-07T07:52:59Z

← Older revision		Revision as of 07:52, 7 November 2020
Line 76:		Line 76:
	* User panels.		* User panels.

−	[[Category:Theory]] [[Category:Design]]	+	[[Category:DCN_Guidance]] [[Category:Theory]] [[Category:Design]]

Designing Buildings at 09:11, 16 March 2020

2020-03-16T09:11:16Z

← Older revision		Revision as of 09:11, 16 March 2020
Line 56:		Line 56:
	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 ===	+

	* Briefing documents.		* Briefing documents.
Line 69:		Line 67:
	* Preliminary business case.		* Preliminary business case.
	* Project brief.		* Project brief.
		+	* Project brief derogations.
	* Project directory.		* Project directory.
	* Project execution plan.		* Project execution plan.

217.44.125.143 at 15:01, 27 April 2019

2019-04-27T15:01:47Z

← Older revision		Revision as of 15:01, 27 April 2019
Line 55:		Line 55:

	For more information see: Project brief.		For more information see: Project brief.
−
−	~~Aspects of the project benefitting from briefing:~~
−
−	* Finding out the clients needs
−	* Site location issues/aspects
−	* Finding out whether there are any planning policies or statutory constraints (is it in a heritage/conservation site?)
−	* Finding out the client organisation and if there’s any stakeholders
−	* New client, new project - no previous precedence/evidence therefore briefing would be particularly beneficial
−	* Stakeholders aspects
−	* Sustainability aspects
−	* Financial aspects
−	* Programme aspects; does the project programme seem too unrealistic
−	* Project resourcing aspects; does the practice have enough staff to undertake the work?
−	* New type of work - does the practice have any previous experience. Visit similar facilities?
−
−	~~-----~~
−	~~Briefing Activities you would undertake, how they would be useful and risks mitigated through their use:~~
−
−	~~Carry out a site appraisal~~
−
−	Very early appraisals of potential [https://www.designingbuildings.co.uk/wiki/Site sites] for a [https://www.designingbuildings.co.uk/wiki/Development development] may be carried out to identify a suitable site. It will appraise broadly what can be accommodated with the purpose of evaluating which of the sites are suitable and if the site could physically accommodate the project outcomes.
−
−	~~Undertake a feasibility study and gather relevant initial background information.~~
−
−	~~This is a key background document that informs the project brief.~~
−
−	Reason: Finding out this information would underpin the decisions that lead to the business case, strategic brief or initial project brief. This mitigates the risk of abortive work and lower-value project outcomes.
−
−	~~Undertake site or building survey and studies.~~
−
−	This would include services, ecology, transport, archaeology and heritage, trees, drainage, topography and existing uses. Finding out this information now, mitigates the risk of finding out something later on and having to spend more time and money solving the issue. eg. finding a sewer running through the site would impact on the type of foundations to use and also the need for a build over agreement.
−
−	~~This information may also inform the site-selection process.~~
−
−	~~Research into the functional needs~~
−
−	This may take the form of lists of areas, room sizes or numbers of users, or may be descriptive of the functions and processes that the project needs to accommodate. For a large complicated project, this may include room data sheets, organisational or flow charts and other project specific requirements.
−
−	This would mitigate the risk of designing a building that does not meet the needs and requirements of the building. for example - allowing for 4 classrooms when there is only a need or requirement for 2. This would have major cost implications.
−
−	~~Environmental impact/performance considerations. This could involve carrying out early stage consultations and surveys to meet sustainability criteria or assessment procedures.~~
−
−	Reason: To find out what environmental performance is expected of the building and if it could achieve the highest levels of sustainability. The most successful way of achieving sustainable buildings is through agreed client intent from the outset. The project objectives and project outcomes need to establish sustainability aspirations for the project that will shape how it is progressed.
−
−	Or the consideration of different sites/site selection on it’s sustainability potential. eg. options for the location of an office development that would enable more employees to use public transport. This would reduce the need for large site areas filled with car-parking.
−
−	~~Planning Strategy and a review of any statutory constraints.~~
−
−	Planning policy should be reviewed as part of the briefing and feasibility process. Specific town planning advice may be beneficial at stage 1 in order to interpret the impact that planning policy will have on the proposal, and how this information can be used to help shape the initial project brief. Researching whether or not there are planning issues, site constraints, capacity issues or organisational challenges. If the site is in a conservation area it will need planning permission.
−
−	Planning approval has the potential to add considerable risk to the project, as in most cases development cannot proceed without it and a poorly considered planning strategy can have considerable impact on the project programme. Planning risk can be mitigated by early review of planning policy and through a well-managed pre application process, with the likelihood of a positive outcome from the planning process significantly increased.
−
−	~~Carry out cost appraisal studies.~~
−
−	Stage 7 in the plan of work 2013 acts as a reminder that the costs and impact of a building in use are a key consideration in its early stages, and need to be considered clearly as part of the project briefing.
−
−	This should set out the project budget and information around whether it is fixed or variable, how it is funded and whether it is reliant on funding from other sources eg. grants or residential sales. Funding bodies may have certain criteria that need to be understood and agreed in ‘principal’. Other considerations would include future maintenance, management arrangements and long-term costs in use.
−
−	~~This mitigates any financial risk of the project including construction costs or to do with funding or viability.~~
−
−	~~Carry out workshops and consultations with stakeholders, champions and user panels.~~
−
−	Reason: It is better to consult people early, and to inform and engage them before decisions are made. If the project is public-sector and involves spending public money, there may be a number of different views about how the money is spent.
−
−	~~Consulting with key stakeholders early on will mitigate the risk of them objecting to the project because they were not given the opportunity to participate in the development of the strategic brief.~~
−
−	~~Prepare the Project Programme~~
−
−	Set out the key delivery milestones for the project and the anticipated programme from stage 02 onwards. This may be based on the duration of the stages or related to specific time-bound deadlines. It may also identify where and when additional resources may be required.
−
−	If the client has a tight programme and does not spend time on the briefing process, getting the project objectives and brief wrong could be a critical and expensive mistake. Spending time on the briefing process with robust project outcomes will mitigate against abortive and lower-value project outcomes.
−
−	~~Project Resourcing~~
−
−	Assemble the project team, project roles table and contractual tree which will define what each of the team members needs to do and how they will work together. Need to make sure that they have the necessary resources in order to undertake the work and that they have the correct skills to complete the project. eg. Will the project be delivered through BIM software?
−
−	~~Check whether there are sufficient fees to cover the required manpower.~~

	= Find out more =		= Find out more =

217.44.125.143 at 14:58, 27 April 2019

2019-04-27T14:58:38Z

← Older revision		Revision as of 14:58, 27 April 2019
Line 55:		Line 55:

	For more information see: Project brief.		For more information see: Project brief.
		+
		+	Aspects of the project benefitting from briefing:
		+
		+	* Finding out the clients needs
		+	* Site location issues/aspects
		+	* Finding out whether there are any planning policies or statutory constraints (is it in a heritage/conservation site?)
		+	* Finding out the client organisation and if there’s any stakeholders
		+	* New client, new project - no previous precedence/evidence therefore briefing would be particularly beneficial
		+	* Stakeholders aspects
		+	* Sustainability aspects
		+	* Financial aspects
		+	* Programme aspects; does the project programme seem too unrealistic
		+	* Project resourcing aspects; does the practice have enough staff to undertake the work?
		+	* New type of work - does the practice have any previous experience. Visit similar facilities?
		+
		+	-----
		+	Briefing Activities you would undertake, how they would be useful and risks mitigated through their use:
		+
		+	Carry out a site appraisal
		+
		+	Very early appraisals of potential [https://www.designingbuildings.co.uk/wiki/Site sites] for a [https://www.designingbuildings.co.uk/wiki/Development development] may be carried out to identify a suitable site. It will appraise broadly what can be accommodated with the purpose of evaluating which of the sites are suitable and if the site could physically accommodate the project outcomes.
		+
		+	Undertake a feasibility study and gather relevant initial background information.
		+
		+	This is a key background document that informs the project brief.
		+
		+	Reason: Finding out this information would underpin the decisions that lead to the business case, strategic brief or initial project brief. This mitigates the risk of abortive work and lower-value project outcomes.
		+
		+	Undertake site or building survey and studies.
		+
		+	This would include services, ecology, transport, archaeology and heritage, trees, drainage, topography and existing uses. Finding out this information now, mitigates the risk of finding out something later on and having to spend more time and money solving the issue. eg. finding a sewer running through the site would impact on the type of foundations to use and also the need for a build over agreement.
		+
		+	This information may also inform the site-selection process.
		+
		+	Research into the functional needs
		+
		+	This may take the form of lists of areas, room sizes or numbers of users, or may be descriptive of the functions and processes that the project needs to accommodate. For a large complicated project, this may include room data sheets, organisational or flow charts and other project specific requirements.
		+
		+	This would mitigate the risk of designing a building that does not meet the needs and requirements of the building. for example - allowing for 4 classrooms when there is only a need or requirement for 2. This would have major cost implications.
		+
		+	Environmental impact/performance considerations. This could involve carrying out early stage consultations and surveys to meet sustainability criteria or assessment procedures.
		+
		+	Reason: To find out what environmental performance is expected of the building and if it could achieve the highest levels of sustainability. The most successful way of achieving sustainable buildings is through agreed client intent from the outset. The project objectives and project outcomes need to establish sustainability aspirations for the project that will shape how it is progressed.
		+
		+	Or the consideration of different sites/site selection on it’s sustainability potential. eg. options for the location of an office development that would enable more employees to use public transport. This would reduce the need for large site areas filled with car-parking.
		+
		+	Planning Strategy and a review of any statutory constraints.
		+
		+	Planning policy should be reviewed as part of the briefing and feasibility process. Specific town planning advice may be beneficial at stage 1 in order to interpret the impact that planning policy will have on the proposal, and how this information can be used to help shape the initial project brief. Researching whether or not there are planning issues, site constraints, capacity issues or organisational challenges. If the site is in a conservation area it will need planning permission.
		+
		+	Planning approval has the potential to add considerable risk to the project, as in most cases development cannot proceed without it and a poorly considered planning strategy can have considerable impact on the project programme. Planning risk can be mitigated by early review of planning policy and through a well-managed pre application process, with the likelihood of a positive outcome from the planning process significantly increased.
		+
		+	Carry out cost appraisal studies.
		+
		+	Stage 7 in the plan of work 2013 acts as a reminder that the costs and impact of a building in use are a key consideration in its early stages, and need to be considered clearly as part of the project briefing.
		+
		+	This should set out the project budget and information around whether it is fixed or variable, how it is funded and whether it is reliant on funding from other sources eg. grants or residential sales. Funding bodies may have certain criteria that need to be understood and agreed in ‘principal’. Other considerations would include future maintenance, management arrangements and long-term costs in use.
		+
		+	This mitigates any financial risk of the project including construction costs or to do with funding or viability.
		+
		+	Carry out workshops and consultations with stakeholders, champions and user panels.
		+
		+	Reason: It is better to consult people early, and to inform and engage them before decisions are made. If the project is public-sector and involves spending public money, there may be a number of different views about how the money is spent.
		+
		+	Consulting with key stakeholders early on will mitigate the risk of them objecting to the project because they were not given the opportunity to participate in the development of the strategic brief.
		+
		+	Prepare the Project Programme
		+
		+	Set out the key delivery milestones for the project and the anticipated programme from stage 02 onwards. This may be based on the duration of the stages or related to specific time-bound deadlines. It may also identify where and when additional resources may be required.
		+
		+	If the client has a tight programme and does not spend time on the briefing process, getting the project objectives and brief wrong could be a critical and expensive mistake. Spending time on the briefing process with robust project outcomes will mitigate against abortive and lower-value project outcomes.
		+
		+	Project Resourcing
		+
		+	Assemble the project team, project roles table and contractual tree which will define what each of the team members needs to do and how they will work together. Need to make sure that they have the necessary resources in order to undertake the work and that they have the correct skills to complete the project. eg. Will the project be delivered through BIM software?
		+
		+	Check whether there are sufficient fees to cover the required manpower.

	= Find out more =		= Find out more =

Designing Buildings: moved Briefing process to Developing a brief for a building project

2018-06-17T07:57:14Z

moved Briefing process to Developing a brief for a building project

← Older revision

Revision as of 07:57, 17 June 2018

Designing Buildings: moved Briefing Procedures for Architects to Briefing process

2017-05-24T09:45:20Z

moved Briefing Procedures for Architects to Briefing process

← Older revision

Revision as of 09:45, 24 May 2017

Designing Buildings at 11:25, 18 May 2017

2017-05-18T11:25:47Z

Designing Buildings at 11:20, 18 May 2017

2017-05-18T11:20:42Z

← Older revision		Revision as of 11:20, 18 May 2017
Line 1:		Line 1:
−	Briefing is a joint, collaborative activity between client and architect, layered gradually as needs are better understood. The brief is not static, but part of a dynamic process that should evolve throughout the design process:	+	= Introduction =

−	* Strategic Definition (Stage 1) What are the ~~big questions?~~	+	Briefing documents are crucial to the success of a project as they describe the requirements for which the design provides the solution.
−	* Concept Design (Stage 2) Define typical needs of ~~building and users.~~	+
−	* Scheme Design (Stage 3) Define actual needs and continue refinement.	+

−	The ~~briefing process:~~	+	Briefing is a joint, collaborative activity between client and consultants (generally lead by the architect), layered gradually as needs are better understood. The level and timing of consultant input will vary depending on the client and their needs. 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)., whilst an inexperienced client may benefit from input by independent client advisers to help prepare a strategic brief, and this may then be developed with the help of the consultant team.

−	* Should establish objectives and priorities of the project.	+	The brief is not static, but part of a dynamic process that begins with the client determining their broad needs so that they can select appropriate consultants.
−	* Ensure space, time and budget parameters are aligned with the client’s vision and needs.	+
−	* Ensure expectations are reasonable and attainable.	+
−	* Should identify the client’s needs and problems with a view to designing solutions to them.	+
−	* Avoid disputes from misalignment or unachievable expectations or unspoken assumptions.	+
−	* Ensure the project is ~~deliverable~~, ~~both in terms~~ of ~~time and cost.~~	+
−	* Identify client roles and the project structure. Who makes decisions, how they make them and who is authorised to do so.	+
−	* Establish how much they know already and their level of experience; do they already have a ~~clear brief? What are the constraints in terms of time and budget?~~	+
−	* Contextual information gathering. Are there any listed buildings, local planning issues, legal restrictions and so on.	+
−	* User Information gathering: Who will use it and how; identify actors, users, systems and what they do. If necessary, workshops with ~~users or stakeholders.~~	+
−	* Communicate what you have found back to the client~~, relating these to key parameters: Vision, need, space and ensuring this aligned with~~ their ~~time and budget.~~	+
−	* Establish the building life span.	+
−	* Identify any flexibility requirements.	+

−	[[Category:Theory]]	+	= Statement of need. =
		+
		+	This is the client's very first attempt to describe their possible requirements, before it has been decided that a project is merited or what form such a project might take.
		+
		+	If consultants are to be appointed to assist with preparing a more detailed 'strategic brief' and to assess the feasibility of the proposed project, the nature of their role and scope of services may be based on the project description in the statement of need.
		+
		+	For more information see: Statement of need.
		+
		+	= Strategic brief. =
		+
		+	The strategic brief is written by the client and provides sufficient information about the project to allow the appointment of a consultant team (or independent client advisers in the public sector).
		+
		+	It is then developed by the client with the benefit of feedback from the consultant team (or independent client advisers). It will then describe the client's requirements in sufficient detail for feasibility studies and option appraisals to be carried out.
		+
		+	A thorough strategic brief can take a considerable time to develop and is prepared through a process of:
		+
		+	* Developing the information in the statement of need and preliminary business case.
		+	* Consulting with champions, user panels and stakeholders (unless these groups support and feel ownership of the strategic brief they are unlikely to become advocates for the project).
		+	* Visiting similar facilities.
		+	* Lessons learned from previous projects.
		+	* Feedback from consultants during the selection process.
		+	* Testing ideas with feasibility studies and options appraisals.
		+
		+	For more information see: Strategic brief.
		+
		+	= Project brief =
		+
		+	The project brief is the key document upon which the design will be based.
		+
		+	It is developed by the consultant team, typically lead by the architect, and evolves through the early stages of the project with the benefit of information gained from consultations with the client and other stakeholders and ongoing design development.
		+
		+	It may be developed based upon:
		+
		+	* Existing information such as the business case, the statement of need and the strategic brief.
		+	* Site surveys, site information and site appraisals.
		+	* Analysis of existing accommodation.
		+	* Workshops with champions and user panels to establish needs, expectations and priorities.
		+	* Input from other stakeholders.
		+	* A wider consultation process.
		+	* Interviews.
		+	* User surveys.
		+	* Input from statutory authorities such as the fire brigade, statutory utilities, local authority, heritage organisations and so on.
		+
		+	It is frozen at the end of the concept design stage and any further changes are then subject to change control procedures.
		+
		+	It may be described as an initial project brief in the development stages, and then final project brief when agreed.
		+
		+	For more information see: Project brief.
		+
		+	= Find out more =
		+
		+	=== Related articles on Designing Buildings Wiki ===
		+
		+	* Briefing documents.
		+	* Business case.
		+	* Champions.
		+	* Constraints.
		+	* Employer's information requirements.
		+	* Feasibility studies.
		+	* Output-based specification.
		+	* Preliminary business case.
		+	* Project brief.
		+	* Project directory.
		+	* Project execution plan.
		+	* Specification.
		+	* Stakeholders.
		+	* Statement of need.
		+	* Strategic brief.
		+	* User panels.
		+
		+	[[Category:Theory]] [[Category:Design]]

Designing Buildings at 10:47, 18 May 2017

2017-05-18T10:47:55Z

← Older revision		Revision as of 10:47, 18 May 2017
Line 1:		Line 1:
−	= Briefing ~~Procedures for Architects =~~	+	Briefing is a joint, collaborative activity between client and architect, layered gradually as needs are better understood. The brief is not static, but part of a dynamic process that should evolve throughout the design process:
		+
		+	* Strategic Definition (Stage 1) What are the big questions?
		+	* Concept Design (Stage 2) Define typical needs of building and users.
		+	* Scheme Design (Stage 3) Define actual needs and continue refinement.
		+
		+	The briefing process:

	* Should establish objectives and priorities of the project.		* Should establish objectives and priorities of the project.
Line 5:		Line 11:
	* Ensure expectations are reasonable and attainable.		* Ensure expectations are reasonable and attainable.
	* Should identify the client’s needs and problems with a view to designing solutions to them.		* Should identify the client’s needs and problems with a view to designing solutions to them.
−	* To Avoid ~~Disputes: From~~ misalignment or unachievable expectations or unspoken assumptions.	+	* Avoid disputes from misalignment or unachievable expectations or unspoken assumptions.
−	* ~~To ensure~~ the project is deliverable, both in terms of time and cost.	+	* Ensure the project is deliverable, both in terms of time and cost.
−	* ~~To get the most out of the building. Efficiency.~~	+	* Identify client roles and the project structure. Who makes decisions, how they make them and who is authorised to do so.
−	* Joint/Collaborative activity between client and ~~architect, layered gradually as needs are better understood.~~	+	* Establish how much they know already and their level of experience; do they already have a clear brief? What are the constraints in terms of time and budget?
−		+	* Contextual information gathering. Are there any listed buildings, local planning issues, legal restrictions and so on.
−	~~= Timeline =~~	+	* User Information gathering: Who will use it and how; identify actors, users, systems and what they do. If necessary, workshops with users or stakeholders.
−		+	* Communicate what you have found back to the client, relating these to key parameters: Vision, need, space and ensuring this aligned with their time and budget.
−	* Is not static, but a dynamic process that should evolve throughout the ~~design process.~~	+	* Establish the building life span.
−	* Strategic Definition (Stage 1) What are the big questions?	+	* Identify any flexibility requirements.
−	* Concept Design (Stage 2) Define typical needs of building and users.	+
−	* Scheme Design (Stage 3) Define Actual Needs + continued refinement.	+
−		+
−	~~= Procedures =~~	+
−		+
−	* Identify Client Roles & Project Structure. Who makes decisions, how they make them and who is authorised to do so.	+
−	* Establish how much they know already and their level of experience; do they already have a clear brief? What are the constraints in terms of time ~~&~~ budget?	+
−	* Contextual ~~Information Gathering: Listed Building? Local Planning? Legal Restrictions?~~	+
−	* User Information gathering: Who ~~uses~~ it and how; identify actors, users, systems and what they do. If necessary, workshops with ~~local residents~~ or stakeholders ~~as well as pre-application meetings~~.	+
−	* Communicate what you have found back to the client, relating these to key parameters: Vision, ~~Need~~, ~~Space~~ and ensuring this aligned with their time and budget.	+
−	* ~~Building~~ life span ~~and~~ any flexibility ~~required therein~~.	+

	[[Category:Theory]]		[[Category:Theory]]

Joebloggs at 14:01, 7 May 2017

2017-05-07T14:01:00Z

← Older revision		Revision as of 14:01, 7 May 2017
Line 22:		Line 22:
	* Establish how much they know already and their level of experience; do they already have a clear brief? What are the constraints in terms of time & budget?		* Establish how much they know already and their level of experience; do they already have a clear brief? What are the constraints in terms of time & budget?
	* Contextual Information Gathering: Listed Building? Local Planning? Legal Restrictions?		* Contextual Information Gathering: Listed Building? Local Planning? Legal Restrictions?
−	* User Information gathering: Who uses it and how; identify actors, users, systems and what they do. ~~WORKSHOPS. PRE~~-~~PLANNING MEETINGS?~~	+	* User Information gathering: Who uses it and how; identify actors, users, systems and what they do. If necessary, workshops with local residents or stakeholders as well as pre-application meetings.
	* Communicate what you have found back to the client, relating these to key parameters: Vision, Need, Space and ensuring this aligned with their time and budget.		* Communicate what you have found back to the client, relating these to key parameters: Vision, Need, Space and ensuring this aligned with their time and budget.
	* Building life span and any flexibility required therein.		* Building life span and any flexibility required therein.

	[[Category:Theory]]		[[Category:Theory]]

← Older revision		Revision as of 11:25, 18 May 2017
Line 3:		Line 3:
	Briefing documents are crucial to the success of a project as they describe the requirements for which the design provides the solution.		Briefing documents are crucial to the success of a project as they describe the requirements for which the design provides the solution.

−	Briefing is a joint, collaborative activity between client and consultants (generally lead by the architect), ~~layered~~ gradually as needs are better understood. The level and timing of consultant input will vary depending on the client and their needs. 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)., whilst an inexperienced client may benefit from input by independent ~~client~~ advisers to help prepare a strategic brief, and this may then be developed with the help of the consultant team.	+	Briefing is a joint, collaborative activity between client and consultants (generally lead by the architect), developed gradually as needs are better understood. The level and timing of consultant input will vary depending on the client and their needs. 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), whilst an inexperienced client may benefit from input by independent advisers to help prepare a strategic brief, and this may then be developed with the help of the consultant team.

	The brief is not static, but part of a dynamic process that begins with the client determining their broad needs so that they can select appropriate consultants.		The brief is not static, but part of a dynamic process that begins with the client determining their broad needs so that they can select appropriate consultants.
Line 11:		Line 11:
	This is the client's very first attempt to describe their possible requirements, before it has been decided that a project is merited or what form such a project might take.		This is the client's very first attempt to describe their possible requirements, before it has been decided that a project is merited or what form such a project might take.

−	If consultants are to be appointed to assist with preparing a more detailed 'strategic brief' and to assess the feasibility of the proposed project, the nature of their role and scope of services may be based on the project description in the statement of need.	+	If consultants are to be appointed to assist with preparing a more detailed strategic brief and to assess the feasibility of the proposed project, the nature of their role and scope of services may be based on the project description in the statement of need.

	For more information see: Statement of need.		For more information see: Statement of need.
Line 17:		Line 17:
	= Strategic brief. =		= Strategic brief. =

−	The strategic brief is written by the client and provides sufficient information about the project to allow the appointment of a consultant team ~~(or independent~~ client ~~advisers in~~ the ~~public sector)~~.	+	The strategic brief is written by the client, perhaps with input from external advisors, and provides sufficient information about the project to allow the appointment of a consultant team. It is then developed by the client with the benefit of feedback from the consultant team.

−	~~It is then developed by the client with the benefit of feedback from the consultant team (or independent client advisers). It~~ will ~~then~~ describe the client's requirements in sufficient detail for feasibility studies and option appraisals to be carried out.	+	When complete, it will describe the client's requirements in sufficient detail for feasibility studies and option appraisals to be carried out.

	A thorough strategic brief can take a considerable time to develop and is prepared through a process of:		A thorough strategic brief can take a considerable time to develop and is prepared through a process of:

	* Developing the information in the statement of need and preliminary business case.		* Developing the information in the statement of need and preliminary business case.
−	* Consulting with champions, user panels and stakeholders ~~(unless these groups support and feel ownership of the strategic brief they are unlikely to become advocates for the project)~~.	+	* Consulting with champions, user panels and stakeholders.
	* Visiting similar facilities.		* Visiting similar facilities.
	* Lessons learned from previous projects.		* Lessons learned from previous projects.