Management contract: appointing consultants - Revision history

Designing Buildings at 08:39, 1 November 2020

2020-11-01T08:39:48Z

← Older revision		Revision as of 08:39, 1 November 2020
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		+	[[File:Project_plan_management_contract.jpg\|link=File:Project_plan_management_contract.jpg]]At various stages of the project, the client may wish to appoint: independent client advisers, members of the consultant team, site inspectors, and so on. As appointments can take place at any point they are presented here as a separate stage rather than continually repeating the tasks throughout the other stages.

−	[[File:Project plan management contract.jpg\|800x106px\|alt=Project plan management contract.jpg]]At various stages of the project, the client may wish to appoint: independent client advisers, members of the consultant team, site inspectors, and so on. As appointments can take place at any point they are presented here as a separate stage rather than continually repeating the tasks throughout the other stages.	+	= Agreeing the procedures to be adopted. =
−		+
−	= ~~'''~~Agreeing the procedures to be adopted.~~'''~~ =	+

	The client may decide that they require advice or assistance from independent client advisers or from existing members of the consultant team to help them make the appointment.		The client may decide that they require advice or assistance from independent client advisers or from existing members of the consultant team to help them make the appointment.
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	The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition (with or without design), selective competition (with or without design), or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply, which can cause significant delays unless implemented early in the project, as the procedures that must be followed are quite lengthy.		The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition (with or without design), selective competition (with or without design), or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply, which can cause significant delays unless implemented early in the project, as the procedures that must be followed are quite lengthy.

−	= ~~'''~~Preparing documentation.~~'''~~ =	+	= Preparing documentation. =

	The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.		The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.
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	The client prepares a formal request for proposals. If design proposals are requested, it is best practice to offer payment to candidates. This ensures that candidates give their full attention to preparing their proposals (which is in the best interests of the client) and ensures that the candidates feel they will be treated fairly by the client.		The client prepares a formal request for proposals. If design proposals are requested, it is best practice to offer payment to candidates. This ensures that candidates give their full attention to preparing their proposals (which is in the best interests of the client) and ensures that the candidates feel they will be treated fairly by the client.

−	= ~~'''~~Preparing a list of possible candidates.~~'''~~ =	+	= Preparing a list of possible candidates. =

	The client prepares a long list of possible candidates, either from recommendations (perhaps from existing members of the consultant team or management contractor if appointed), existing relationships or expressions of interest received in response to adverts.		The client prepares a long list of possible candidates, either from recommendations (perhaps from existing members of the consultant team or management contractor if appointed), existing relationships or expressions of interest received in response to adverts.
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	Short-listed candidates are invited to submit consultant's proposals in response to the client's request for proposals.		Short-listed candidates are invited to submit consultant's proposals in response to the client's request for proposals.

−	= ~~'''~~Selecting the preferred candidate and making the appointment.~~'''~~ =	+	= Selecting the preferred candidate and making the appointment. =

	The client collates responses to queries from candidates and issues those responses to all candidates.		The client collates responses to queries from candidates and issues those responses to all candidates.
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	The client assesses the consultant's proposals. They may seek advice from existing consultants or the management contractor if appointed.		The client assesses the consultant's proposals. They may seek advice from existing consultants or the management contractor if appointed.

−	The client invites the candidates to interview, identifies the preferred candidate(s) and opens negotiations with the preferred candidate(s).~~<br/>~~	+	The client invites the candidates to interview, identifies the preferred candidate(s) and opens negotiations with the preferred candidate(s).

	The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.		The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.
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	The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have taken the time to prepare proposals, often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.		The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have taken the time to prepare proposals, often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.

−	----	+	-----
−		+	[[File:Test_button.png\|link=Management_contract:_outline_work_plan]]
−	[[File:~~Test button.png\|alt=Test button~~.png\|link=~~Management contract~~: ~~outline work plan~~]]	+

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

Designing Buildings at 07:53, 24 September 2015

2015-09-24T07:53:57Z

← Older revision		Revision as of 07:53, 24 September 2015
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	The client assesses the consultant's proposals. They may seek advice from existing consultants or the management contractor if appointed.		The client assesses the consultant's proposals. They may seek advice from existing consultants or the management contractor if appointed.

−	The client invites the candidates to interview, identifies the preferred candidate(s) and opens negotiations with the preferred candidate(s). <br/>	+	The client invites the candidates to interview, identifies the preferred candidate(s) and opens negotiations with the preferred candidate(s).<br/>

	The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.		The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.
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	[[File:Test button.png\|alt=Test button.png\|link=Management contract: outline work plan]]		[[File:Test button.png\|alt=Test button.png\|link=Management contract: outline work plan]]
		+
		+	[[Category:Management_contract]]

Designing Buildings at 15:23, 10 September 2015

2015-09-10T15:23:55Z

← Older revision		Revision as of 15:23, 10 September 2015
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	= '''Agreeing the procedures to be adopted.''' =		= '''Agreeing the procedures to be adopted.''' =
−
−	The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.

	The client may decide that they require advice or assistance from independent client advisers or from existing members of the consultant team to help them make the appointment.		The client may decide that they require advice or assistance from independent client advisers or from existing members of the consultant team to help them make the appointment.
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	The client defines the schedule of services that will be required, along with selection criteria, form of appointment and contract terms for the appointment. The schedule of services might require activities that are not included on standard forms of appointment, or may be considered 'additional services'. Additional services could include: post-occupancy evaluation services, the use of building information modelling, the preparation of an outline planning application and so on. For more information see the article on appointments.		The client defines the schedule of services that will be required, along with selection criteria, form of appointment and contract terms for the appointment. The schedule of services might require activities that are not included on standard forms of appointment, or may be considered 'additional services'. Additional services could include: post-occupancy evaluation services, the use of building information modelling, the preparation of an outline planning application and so on. For more information see the article on appointments.

−	The client agrees the form of proposal that will be requested from candidates.	+	The client agrees the form of proposal that will be requested from candidates and puts in place procedures for responding to queries from candidates.
−		+
−	~~The client~~ puts in place procedures for responding to queries from candidates.	+

	The client prepares a formal request for proposals. If design proposals are requested, it is best practice to offer payment to candidates. This ensures that candidates give their full attention to preparing their proposals (which is in the best interests of the client) and ensures that the candidates feel they will be treated fairly by the client.		The client prepares a formal request for proposals. If design proposals are requested, it is best practice to offer payment to candidates. This ensures that candidates give their full attention to preparing their proposals (which is in the best interests of the client) and ensures that the candidates feel they will be treated fairly by the client.
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	= '''Selecting the preferred candidate and making the appointment.''' =		= '''Selecting the preferred candidate and making the appointment.''' =

−	The client collates responses to queries from candidates and issues ~~these~~ responses to all candidates.	+	The client collates responses to queries from candidates and issues those responses to all candidates.

	The client receives and opens the consultant's proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the consultant's proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).		The client receives and opens the consultant's proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the consultant's proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).
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	The client assesses the consultant's proposals. They may seek advice from existing consultants or the management contractor if appointed.		The client assesses the consultant's proposals. They may seek advice from existing consultants or the management contractor if appointed.

−	The client invites the candidates to interview.	+	The client invites the candidates to interview, identifies the preferred candidate(s) and opens negotiations with the preferred candidate(s). <br/>
−		+
−	~~The client~~ identifies the preferred candidate(s).	+
−		+
−	~~The client~~ opens negotiations with the preferred candidate(s).	+

	The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.		The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.
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	----		----

−	[[File:Test button.png\|link=~~Management_contract~~:~~_outline_work_plan~~]]	+	[[File:Test button.png\|alt=Test button.png\|link=Management contract: outline work plan]]

Designing Buildings at 15:18, 10 September 2015

2015-09-10T15:18:49Z

← Older revision		Revision as of 15:18, 10 September 2015
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	[[File:Project plan management contract.jpg\|800x106px\|alt=Project plan management contract.jpg]]At various stages of the project, the client may wish to appoint: independent client advisers, members of the consultant team, site inspectors, and so on. As appointments can take place at any point they are presented here as a separate stage rather than continually repeating the tasks throughout the other stages.		[[File:Project plan management contract.jpg\|800x106px\|alt=Project plan management contract.jpg]]At various stages of the project, the client may wish to appoint: independent client advisers, members of the consultant team, site inspectors, and so on. As appointments can take place at any point they are presented here as a separate stage rather than continually repeating the tasks throughout the other stages.

−	~~NB The process of selecting and contracting works contractors is described as tendering rather than appointment (see work stage: Management contract: tender works contracts) and~~ the selection of specialist contractors is described in the work stage: Management contract: detailed design. For detailed tasks describing the appointment of the management contractor see work stage: Management contract: appointing the management contractor.	+	= '''Agreeing the procedures to be adopted.''' =

−	~~----~~	+	The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.

−	~~⇒ [[Management%20contract%3A%20outline%20work%20plan\|outline plan]]~~	+	The client may decide that they require advice or assistance from independent client advisers or from existing members of the consultant team to help them make the appointment.

−	----	+	The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition (with or without design), selective competition (with or without design), or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply, which can cause significant delays unless implemented early in the project, as the procedures that must be followed are quite lengthy.

−	'''~~A. Identifying the need to appoint advisers, consultants or designers~~.'''	+	= '''Preparing documentation.''' =
−	#The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.	+
−	~~#The client may decide that they require advice or assistance from independent client advisers or from existing members of the consultant team to help them make the appointment.~~	+
−	#The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition (with or without design), selective competition (with or without design), or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply, which can cause significant delays unless implemented early in the project, as the procedures that must be followed are quite lengthy.	+

−	-~~---~~	+	The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.

−	~~'''B. Agreeing the exact nature of appointments required.'''~~	+	If it has not already been done, the client prepares documentation describing the nature of the development (such as a strategic brief).
−	~~#The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.~~	+
−	#If it has not already been done, the client prepares documentation describing the nature of the development (such as a strategic brief).	+
−	#The client defines the schedule of services that will be required, along with selection criteria, form of appointment and contract terms for the appointment. The schedule of services might require activities that are not included on standard forms of appointment, or may be considered 'additional services'. Additional services could include: post-occupancy evaluation services, the use of building information modelling, the preparation of an outline planning application and so on. For more information see the article on appointments.	+
−	~~#The client agrees the form of proposal that will be requested from candidates.~~	+
−	~~#The client puts in place procedures for responding to queries from candidates.~~	+
−	#The client prepares a formal request for proposals. If design proposals are requested, it is best practice to offer payment to candidates. This ensures that candidates give their full attention to preparing their proposals (which is in the best interests of the client) and ensures that the candidates feel they will be treated fairly by the client.	+

−	-~~---~~	+	The client defines the schedule of services that will be required, along with selection criteria, form of appointment and contract terms for the appointment. The schedule of services might require activities that are not included on standard forms of appointment, or may be considered 'additional services'. Additional services could include: post-occupancy evaluation services, the use of building information modelling, the preparation of an outline planning application and so on. For more information see the article on appointments.

−	~~'''C. Preparing a list of possible candidates.'''~~	+	The client agrees the form of proposal that will be requested from candidates.
−	#The client ~~prepares a long list of possible candidates, either from recommendations (perhaps from existing members of~~ the ~~consultant team or management contractor if appointed), existing relationships or expressions~~ of ~~interest received in response to adverts.~~	+
−	~~#The candidates may~~ be required to complete a pre-qualification questionnaire, or there may be some other assessment procedures (such as interviews) that results in the preparation of a short list invited to submit proposals. Such assessments may include evaluating experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.	+
−	~~#Short-listed~~ candidates ~~are invited to submit consultant's proposals in response to the client's request for proposals~~.	+

−	~~----~~	+	The client puts in place procedures for responding to queries from candidates.

−	~~'''D. Selecting the preferred candidate and making the appointment.'''~~	+	The client prepares a formal request for proposals. If design proposals are requested, it is best practice to offer payment to candidates. This ensures that candidates give their full attention to preparing their proposals (which is in the best interests of the client) and ensures that the candidates feel they will be treated fairly by the client.
−	#The client ~~collates responses to queries from candidates and issues these responses to all candidates.~~	+
−	~~#The client receives and opens the consultant's proposals and makes~~ a ~~record of the fee~~ proposals ~~of each candidate~~. ~~In some circumstances~~, ~~fee proposals may be submitted in a sealed envelope and opened separately from the rest of the consultant's proposals so that the assessment procedure~~ is ~~not initially prejudiced by the fee (which it may be possible~~ to ~~negotiate down)~~.	+
−	~~#The client assesses the consultant's~~ proposals~~. They may seek advice from existing consultants or~~ the ~~management contractor if appointed.~~	+
−	~~#The client invites~~ the ~~candidates to interview.~~	+
−	~~#The~~ client ~~identifies the preferred candidate(s~~).	+
−	~~#The client opens negotiations with the preferred candidate(s).~~	+
−	~~#The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants~~ and the ~~management contractor if appointed.~~	+
−	~~#The client informs other~~ candidates ~~that~~ they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have taken the time to prepare proposals, often for no fee. Candidates greatly appreciate this feedback and will be ~~more likely to express interest in future projects~~.	+

−	~~----~~	+	= '''Preparing a list of possible candidates.''' =

−	~~⇒ [[Management%20contract%3A%20outline%20work%20plan\|outline plan]]~~	+	The client prepares a long list of possible candidates, either from recommendations (perhaps from existing members of the consultant team or management contractor if appointed), existing relationships or expressions of interest received in response to adverts.
		+
		+	The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedures (such as interviews) that results in the preparation of a short list invited to submit proposals. Such assessments may include evaluating experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.
		+
		+	Short-listed candidates are invited to submit consultant's proposals in response to the client's request for proposals.
		+
		+	= '''Selecting the preferred candidate and making the appointment.''' =
		+
		+	The client collates responses to queries from candidates and issues these responses to all candidates.
		+
		+	The client receives and opens the consultant's proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the consultant's proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).
		+
		+	The client assesses the consultant's proposals. They may seek advice from existing consultants or the management contractor if appointed.
		+
		+	The client invites the candidates to interview.
		+
		+	The client identifies the preferred candidate(s).
		+
		+	The client opens negotiations with the preferred candidate(s).
		+
		+	The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.
		+
		+	The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have taken the time to prepare proposals, often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.
		+
		+	----

−	[[~~Category~~:~~Construction_management_contract~~]]	+	[[File:Test button.png\|link=Management_contract:_outline_work_plan]]

Designing Buildings: Removed protection from "Management contract: appointing consultants"

2015-09-10T15:11:07Z

Removed protection from "Management contract: appointing consultants"

← Older revision

Revision as of 15:11, 10 September 2015

Designing Buildings at 14:12, 19 May 2014

2014-05-19T14:12:56Z

← Older revision		Revision as of 14:12, 19 May 2014
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	#The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.		#The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.
	#If it has not already been done, the client prepares documentation describing the nature of the development (such as a strategic brief).		#If it has not already been done, the client prepares documentation describing the nature of the development (such as a strategic brief).
−	#The client defines the schedule of services that will be required, along with selection criteria, form of ~~agreement~~ and contract terms for the appointment. The schedule of services might require activities that are not included on standard forms of appointment, or may be considered 'additional services'. Additional services could include: post-occupancy evaluation services, the use of building information modelling, the preparation of an outline planning application and so on. For more information see the article on appointments.	+	#The client defines the schedule of services that will be required, along with selection criteria, form of appointment and contract terms for the appointment. The schedule of services might require activities that are not included on standard forms of appointment, or may be considered 'additional services'. Additional services could include: post-occupancy evaluation services, the use of building information modelling, the preparation of an outline planning application and so on. For more information see the article on appointments.
	#The client agrees the form of proposal that will be requested from candidates.		#The client agrees the form of proposal that will be requested from candidates.
	#The client puts in place procedures for responding to queries from candidates.		#The client puts in place procedures for responding to queries from candidates.

Designing Buildings at 14:04, 19 May 2014

2014-05-19T14:04:35Z

← Older revision		Revision as of 14:04, 19 May 2014
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−	[[File:Project plan management contract.jpg\|800x106px]]At various stages of the project, the client may wish to appoint: independent client advisers, members of the consultant team, site inspectors, and so on. As appointments can take place at any point they are presented here as a separate stage rather than continually repeating the tasks throughout the other stages.	+	[[File:Project plan management contract.jpg\|800x106px\|alt=Project plan management contract.jpg]]At various stages of the project, the client may wish to appoint: independent client advisers, members of the consultant team, site inspectors, and so on. As appointments can take place at any point they are presented here as a separate stage rather than continually repeating the tasks throughout the other stages.

	NB The process of selecting and contracting works contractors is described as tendering rather than appointment (see work stage: Management contract: tender works contracts) and the selection of specialist contractors is described in the work stage: Management contract: detailed design. For detailed tasks describing the appointment of the management contractor see work stage: Management contract: appointing the management contractor.		NB The process of selecting and contracting works contractors is described as tendering rather than appointment (see work stage: Management contract: tender works contracts) and the selection of specialist contractors is described in the work stage: Management contract: detailed design. For detailed tasks describing the appointment of the management contractor see work stage: Management contract: appointing the management contractor.
Line 6:		Line 6:
	----		----

−	⇒ [[~~Management_contract:_outline_work_plan~~\|outline plan]]	+	⇒ [[Management%20contract%3A%20outline%20work%20plan\|outline plan]]

	----		----
		+
	'''A. Identifying the need to appoint advisers, consultants or designers.'''		'''A. Identifying the need to appoint advisers, consultants or designers.'''
	#The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.		#The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.
−	#The client may decide that they require advice or assistance from independent client advisers or ~~member~~ of the consultant team to help them make the appointment.	+	#The client may decide that they require advice or assistance from independent client advisers or from existing members of the consultant team to help them make the appointment.
	#The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition (with or without design), selective competition (with or without design), or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply, which can cause significant delays unless implemented early in the project, as the procedures that must be followed are quite lengthy.		#The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition (with or without design), selective competition (with or without design), or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply, which can cause significant delays unless implemented early in the project, as the procedures that must be followed are quite lengthy.

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	----		----

−	⇒ [[~~Management_contract:_outline_work_plan~~\|outline plan]]	+	⇒ [[Management%20contract%3A%20outline%20work%20plan\|outline plan]]

	[[Category:Construction_management_contract]]		[[Category:Construction_management_contract]]

Designing Buildings at 14:27, 3 July 2013

2013-07-03T14:27:53Z

← Older revision		Revision as of 14:27, 3 July 2013
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−	At various stages of the project, the client may wish to appoint: independent client advisers, members of the consultant team, site inspectors, and so on. As appointments can take place at any point they are presented here as a separate stage rather than continually repeating the tasks throughout the other stages.	+
		+	[[File:Project plan management contract.jpg\|800x106px]]At various stages of the project, the client may wish to appoint: independent client advisers, members of the consultant team, site inspectors, and so on. As appointments can take place at any point they are presented here as a separate stage rather than continually repeating the tasks throughout the other stages.

	NB The process of selecting and contracting works contractors is described as tendering rather than appointment (see work stage: Management contract: tender works contracts) and the selection of specialist contractors is described in the work stage: Management contract: detailed design. For detailed tasks describing the appointment of the management contractor see work stage: Management contract: appointing the management contractor.		NB The process of selecting and contracting works contractors is described as tendering rather than appointment (see work stage: Management contract: tender works contracts) and the selection of specialist contractors is described in the work stage: Management contract: detailed design. For detailed tasks describing the appointment of the management contractor see work stage: Management contract: appointing the management contractor.

−	The tasks described below are based on the route taken by a project following a management contract procurement route where a management contractor is appointed early in the project as a consultant, and then they contract works contractors to undertake the construction of the project. Within this project plan the management contractor 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 management contractor (for example the role of cost consultant).~~	+	----

−	~~Project plans for other procurement routes are available on the Designing Buildings Wiki home page.~~	+	⇒ [[Management_contract:_outline_work_plan\|outline plan]]
−		+
−	~~NB This article is locked to 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.~~	+

	----		----
−
	'''A. Identifying the need to appoint advisers, consultants or designers.'''		'''A. Identifying the need to appoint advisers, consultants or designers.'''
−
	#The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.		#The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.
	#The client may decide that they require advice or assistance from independent client advisers or member of the consultant team to help them make the appointment.		#The client may decide that they require advice or assistance from independent client advisers or member of the consultant team to help them make the appointment.
Line 20:		Line 17:

	'''B. Agreeing the exact nature of appointments required.'''		'''B. Agreeing the exact nature of appointments required.'''
−
	#The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.		#The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.
	#If it has not already been done, the client prepares documentation describing the nature of the development (such as a strategic brief).		#If it has not already been done, the client prepares documentation describing the nature of the development (such as a strategic brief).
Line 31:		Line 27:

	'''C. Preparing a list of possible candidates.'''		'''C. Preparing a list of possible candidates.'''
−
	#The client prepares a long list of possible candidates, either from recommendations (perhaps from existing members of the consultant team or management contractor if appointed), existing relationships or expressions of interest received in response to adverts.		#The client prepares a long list of possible candidates, either from recommendations (perhaps from existing members of the consultant team or management contractor if appointed), existing relationships or expressions of interest received in response to adverts.
	#The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedures (such as interviews) that results in the preparation of a short list invited to submit proposals. Such assessments may include evaluating experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.		#The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedures (such as interviews) that results in the preparation of a short list invited to submit proposals. Such assessments may include evaluating experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.
Line 39:		Line 34:

	'''D. Selecting the preferred candidate and making the appointment.'''		'''D. Selecting the preferred candidate and making the appointment.'''
−
	#The client collates responses to queries from candidates and issues these responses to all candidates.		#The client collates responses to queries from candidates and issues these responses to all candidates.
	#The client receives and opens the consultant's proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the consultant's proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).		#The client receives and opens the consultant's proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the consultant's proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).
Line 51:		Line 45:
	----		----

−	*Return to: Management contract: outline ~~work~~ plan.	+	⇒ [[Management_contract:_outline_work_plan\|outline plan]]

	[[Category:Construction_management_contract]]		[[Category:Construction_management_contract]]

Designing Buildings at 16:39, 8 February 2012

2012-02-08T16:39:14Z

Designing Buildings at 12:01, 4 February 2012

2012-02-04T12:01:08Z

← Older revision		Revision as of 12:01, 4 February 2012
Line 1:		Line 1:
−	At various stages of the project, the client may wish to appoint: independent client advisers, members of the consultant team, site inspectors, and so on. As appointments can take place at any point they are presented here as a separate stage rather than continually repeating the tasks throughout the other stages.	+	At various stages of the project, the client may wish to appoint: independent client advisers, members of the consultant team, site inspectors, and so on. As appointments can take place at any point they are presented here as a separate stage rather than continually repeating the tasks throughout the other stages.

−	NB The process of selecting and contracting works contractors is described as tendering rather than appointment (see work stage: Management contract: tender) and the selection of specialist contractors is described in the work stage: Management contract: detailed design. For detailed tasks describing the appointment of the management contractor see work stage: Management contract: appointing the management contractor.	+	NB The process of selecting and contracting works contractors is described as tendering rather than appointment (see work stage: Management contract: tender works contracts) and the selection of specialist contractors is described in the work stage: Management contract: detailed design. For detailed tasks describing the appointment of the management contractor see work stage: Management contract: appointing the management contractor.

−	~~Additional information about how to find consultants~~, ~~forms of agreement~~ and so on ~~can be found~~ in the ~~article appointments~~.	+	The tasks described below are based on the route taken by a project following a management contract procurement route where a management contractor is appointed early in the project as a consultant, and then they contract works contractors to undertake the construction of the project. Within this project plan the management contractor 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 management contractor (for example the role of cost consultant).

−	~~The tasks described below~~ are ~~based~~ on the route taken by a project following a management contract procurement route where a management contractor is appointed early in the project as a consultant, and then the management contractor contracts works contractors to undertake the construction of the project. Within this project plan the management contractor 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 management contractor (for example the role of cost consultant).	+	Project plans for other procurement routes are available on the Designing Buildings Wiki home page.

−	~~The tasks described below are based on the route taken by a project following a management contract procurement route where a management contractor~~ is ~~appointed early in~~ the ~~project as a consultant,~~ and ~~then the management contractor contracts works contractors to undertake the construction~~ of the ~~project. Within this project~~ plan ~~the management contractor 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 ~~management contractor (for example the role~~ of ~~cost consultant)~~.	+	NB This article is locked to 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.

−	~~Project plans for other procurement routes are available on the Designing Buildings Wiki home page.~~

−	NB This article is locked in order to preserve the logic and continuity of the full work plan. If you would like to propose changes or additions, click on the 'submit comment' link at the bottom of the page.
−
−	~~<br>~~
−
−	~~=== Management contract: appointing consultants. ===~~

	----		----

−	'''A. Identifying the need to appoint advisers, consultants or designers.'''	+	'''A. Identifying the need to appoint advisers, consultants or designers.'''

−	~~'''<br>'''~~

−	#The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.	+
−	#The client may decide that they require advice or assistance from independent client advisers or member of the consultant team to help them make the appointment.	+	#The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.
		+	#The client may decide that they require advice or assistance from independent client advisers or member of the consultant team to help them make the appointment.
	#The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition (with or without design), selective competition (with or without design), or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply, which can cause significant delays unless implemented early in the project, as the procedures that must be followed are quite lengthy.		#The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition (with or without design), selective competition (with or without design), or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply, which can cause significant delays unless implemented early in the project, as the procedures that must be followed are quite lengthy.

−	~~<br>~~	+

	----		----

−	'''B. Agreeing the exact nature of appointments required.'''	+	'''B. Agreeing the exact nature of appointments required.'''

−	~~<br>~~

−	~~#The client agrees the wording of any adverts that are required and if appropriate prepares a pre-qualification questionnaire.~~
−	~~#If it has not already been done, the client prepares documentation describing the nature of the development (such as a strategic brief).~~
−	#The client defines the schedule of services that will be required, selection criteria, form of agreement and contract terms for the appointment. NB The schedule of services that will be required might include services that are not included on standard forms of appointment, or may be considered 'additional services'. Additional services could include: post occupancy evaluation services, the use of building information modelling, the preparation of an outline planning application and so on. For more information see the article on appointments.
−	~~#The client agrees the form of proposal that will be requested from candidates.~~
−	~~#The client puts in place procedures for responding to queries from candidates.~~
−	~~#The client prepares a formal request for proposals.~~

−	NB If design proposals are requested, it is best practice to offer payment to candidates. This ensures that candidates give their full attention to preparing their proposals (which is in the best interests of the client) and ensures that the candidates feel they will be treated fairly by the client.	+	#The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.
		+	#If it has not already been done, the client prepares documentation describing the nature of the development (such as a strategic brief).
		+	#The client defines the schedule of services that will be required, along with selection criteria, form of agreement and contract terms for the appointment. The schedule of services might require activities that are not included on standard forms of appointment, or may be considered 'additional services'. Additional services could include: post-occupancy evaluation services, the use of building information modelling, the preparation of an outline planning application and so on. For more information see the article on appointments.
		+	#The client agrees the form of proposal that will be requested from candidates.
		+	#The client puts in place procedures for responding to queries from candidates.
		+	#The client prepares a formal request for proposals. If design proposals are requested, it is best practice to offer payment to candidates. This ensures that candidates give their full attention to preparing their proposals (which is in the best interests of the client) and ensures that the candidates feel they will be treated fairly by the client.
		+

−	~~<br>~~

	----		----

−	'''C. Preparing a list of possible candidates.'''	+	'''C. Preparing a list of possible candidates.'''

−	~~'''<br>'''~~

−	#The client prepares a long list of possible candidates, either from recommendations (perhaps from existing members of the consultant team or management contractor if appointed), existing relationships or expressions of interest received in response to adverts.
−	#The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedures (such as interviews) that results in the preparation of a short list invited to submit proposals. Such assessments may include evaluating experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.
−	~~#Short-listed candidates are invited to submit consultant's proposals in response to the client's request for proposals.<br>~~

−	~~<br>~~	+	#The client prepares a long list of possible candidates, either from recommendations (perhaps from existing members of the consultant team or management contractor if appointed), existing relationships or expressions of interest received in response to adverts.
		+	#The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedures (such as interviews) that results in the preparation of a short list invited to submit proposals. Such assessments may include evaluating experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.
		+	#Short-listed candidates are invited to submit consultant's proposals in response to the client's request for proposals.
		+
		+

	----		----

−	'''D. Selecting the preferred candidate and making the appointment.'''	+	'''D. Selecting the preferred candidate and making the appointment.'''
		+
		+

−	~~<br>~~	+	#The client collates responses to queries from candidates and issues these responses to all candidates.
		+	#The client receives and opens the consultant's proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the consultant's proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).
		+	#The client assesses the consultant's proposals. They may seek advice from existing consultants or the management contractor if appointed.
		+	#The client invites the candidates to interview.
		+	#The client identifies the preferred candidate(s).
		+	#The client opens negotiations with the preferred candidate(s).
		+	#The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.
		+	#The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have taken the time to prepare proposals, often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.

−	~~#The client collates responses to queries from candidates and issues these responses to all candidates.~~
−	#The client receives and opens the consultant's proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the consultant's proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).
−	~~#The client assesses the consultant's proposals (the client may seek advice from existing consultants or the management contractor if appointed).~~
−	~~#The client invites the candidates to interview.~~
−	~~#The client identifies the preferred candidate(s).~~
−	~~#The client opens negotiations with the preferred candidate(s).~~
−	~~#The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.~~
−	#The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have taken the time to prepare proposals often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.

−	~~<br>~~

	----		----

−	~~<br>~~Return to: Management contract: outline work plan.~~<br>~~	+	*Return to: Management contract: outline work plan.

	[[Category:Construction_management_contract]]		[[Category:Construction_management_contract]]

← Older revision		Revision as of 16:39, 8 February 2012
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	NB This article is locked to 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.		NB This article is locked to 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.
−
−

	----		----

	'''A. Identifying the need to appoint advisers, consultants or designers.'''		'''A. Identifying the need to appoint advisers, consultants or designers.'''
−
−

	#The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.		#The client identifies the need to make an appointment (this may be members of the consultant team, independent client advisers, site inspectors and so on). In some cases, existing consultants or the management contractor (if appointed) may identify a requirement and bring this to the attention of the client. NB For appointment of the management contractor see work stage: Management contract: appointing the management contractor.
	#The client may decide that they require advice or assistance from independent client advisers or member of the consultant team to help them make the appointment.		#The client may decide that they require advice or assistance from independent client advisers or member of the consultant team to help them make the appointment.
	#The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition (with or without design), selective competition (with or without design), or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply, which can cause significant delays unless implemented early in the project, as the procedures that must be followed are quite lengthy.		#The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition (with or without design), selective competition (with or without design), or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply, which can cause significant delays unless implemented early in the project, as the procedures that must be followed are quite lengthy.
−
−

	----		----

	'''B. Agreeing the exact nature of appointments required.'''		'''B. Agreeing the exact nature of appointments required.'''
−
−

	#The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.		#The client agrees the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepares a pre-qualification questionnaire.
Line 35:		Line 27:
	#The client puts in place procedures for responding to queries from candidates.		#The client puts in place procedures for responding to queries from candidates.
	#The client prepares a formal request for proposals. If design proposals are requested, it is best practice to offer payment to candidates. This ensures that candidates give their full attention to preparing their proposals (which is in the best interests of the client) and ensures that the candidates feel they will be treated fairly by the client.		#The client prepares a formal request for proposals. If design proposals are requested, it is best practice to offer payment to candidates. This ensures that candidates give their full attention to preparing their proposals (which is in the best interests of the client) and ensures that the candidates feel they will be treated fairly by the client.
−
−

	----		----

	'''C. Preparing a list of possible candidates.'''		'''C. Preparing a list of possible candidates.'''
−
−

	#The client prepares a long list of possible candidates, either from recommendations (perhaps from existing members of the consultant team or management contractor if appointed), existing relationships or expressions of interest received in response to adverts.		#The client prepares a long list of possible candidates, either from recommendations (perhaps from existing members of the consultant team or management contractor if appointed), existing relationships or expressions of interest received in response to adverts.
	#The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedures (such as interviews) that results in the preparation of a short list invited to submit proposals. Such assessments may include evaluating experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.		#The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedures (such as interviews) that results in the preparation of a short list invited to submit proposals. Such assessments may include evaluating experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.
	#Short-listed candidates are invited to submit consultant's proposals in response to the client's request for proposals.		#Short-listed candidates are invited to submit consultant's proposals in response to the client's request for proposals.
−
−

	----		----

	'''D. Selecting the preferred candidate and making the appointment.'''		'''D. Selecting the preferred candidate and making the appointment.'''
−
−

	#The client collates responses to queries from candidates and issues these responses to all candidates.		#The client collates responses to queries from candidates and issues these responses to all candidates.
Line 64:		Line 48:
	#The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.		#The client appoints the selected candidate and if appropriate arranges a consultant team start-up meeting with existing consultants and the management contractor if appointed.
	#The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have taken the time to prepare proposals, often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.		#The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have taken the time to prepare proposals, often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.
−
−

	----		----