- Project plans
- Project activities
- Legislation and standards
- Industry context
- Specialist wikis
Last edited 28 Sep 2020
Design and build: project brief
 Starting the work stage and appointing additional members of the consultant team if necessary.
The client updates the business case and project execution plan to reflect comments made at the end of the previous stage. The lead consultant then co-ordinates a start-up meeting attended by the consultant team and the client to issue the revised project execution plan (and business case or part of it if appropriate), to pass on comments made at the end of the previous stage, and to agree the programme for the stage.
 Preparing the project brief.
The client and consultant team discuss the required contents of the project brief and consider who the consultant team may need to consult in the preparation of the project brief. It may be appropriate to prepare a project directory of contact details and perhaps a stakeholder map.
The client informs user panels, champions and other stakeholders that will be involved in the development of the project brief that they should make time available to meet with the consultant team. The lead consultant co-ordinates the consultant team to carry out consultations with user panels, champions and other stakeholders and feeds back the outcome of consultations to the client.
The client begins preparing, or arranges for the consultant team to begin preparing, a site waste management plan (if required). At this stage, this is a means of recording decisions made to minimise the consumption of resources and to minimise the generation of waste.
The cost consultant highlights areas of potential cost savings and areas of potential cost problems apparent in the draft project brief and prepares an elemental cost plan. The client considers advice from the cost consultant and instructs the consultant team to amend the draft project brief if necessary.
The client issues the revised project brief to the user panels, champions and other stakeholders who may propose further revisions. The client considers the proposed amendments and instructs any necessary revision of the project brief.
If necessary the client revises the business case and project execution plan. This might include: additional value management and risk assessment exercises, re-assessment of the budget and re-assessment of the procurement route.
 Considering whether to tender the design and build contract.
- Design and build projects involve appointing a contractor to design the development and also to construct it. However, the contractor might be appointed early in the project to carry out all of the design work, or later in the project to complete a design which others have begun. This means that design tasks can be attributed either to a consultant team or the contractor depending on whether the contractor has been appointed or not. As a consequence, we include two versions of the concept design stage, detailed design stage and planning permission stage. If a two-stage tender process is adopted, then the contractor might be appointed earlier, on a pre-construction services agreement, to carry out some of the tasks attributed above to the consultant team
Featured articles and news
Study examines how adjustable arrangements can succeed.
Government announces plans to improve accessibility.
Resource addresses pandemic-related NEC4 contract issues.
Incorporating EDI into the provision of fair access.
Government announces global innovation strategy.
An architectural biography. Book review.
The house where the future king of France lived.
The teacher, architectural technologist and mum offers her insights.
Careful planning needed as supply chain issues continue.
The sensitive conversion of a neglected Cornwall structure.
Plan stresses local involvement in city, town and village development.
Environment Agency publishes BAT guidance.