Client procedures in construction: Knowledge hub

[edit] Summary

In construction projects, particularly within the UK context, the term "client" typically refers to a group or an organisation rather than a single individual. Whether in the private or public sector, there are numerous individuals and groups who hold interests or decision-making authority over the project. There are a variety of procedures that client stakeholders are likely to carry out, as standard practice, as exemplar practice and also as a legal requirement.

[edit] What is a client ?

A client or client body might have represent a number stakeholders which could include board members, project sponsors, user panels, and project managers. Formal procedures and clear allocation of responsibilities within the client team can be critical to ensuring the successful delivery of a project.

In the private sector, the client structure may include the main board of directors, a project director, board representatives, project board, user panels, champions (e.g., department heads), and a project manager. In the public sector, comparable roles exist but are often formalised with titles such as Investment Decision Maker (IDM), Senior Responsible Owner (SRO), and Project Sponsor (PS). Public sector guidelines discourage combining such roles due to potential conflicts of interest, especially given the importance of role separation in governance.

[edit] Requirements of clients

The Construction (Design and Management) Regulations (CDM) for sometime have provided specific definitions of clients. For instance, domestic clients are individuals commissioning work on their own homes outside of a business context. Definitions also vary depending on the guidance or sector. For example, NRM1 (Order of Cost Estimating) defines the employer as the building’s owner or developer, potentially also its end user. Central government and defence projects frequently use terms like SRO and Project Sponsor to denote senior client representatives.

Under the UK Building Safety Act, Building regulation changes, the client is one of the named 'duty holders' (alongside designers, contractors, principal designers and principal contractors.) here it is possible for one person to take on more than one duty holder role such principal duty holders having also designer or contractor duties. Under the Building Regulations, a ‘client’ is ‘any person for whom a project is carried out’, a ‘domestic client’, means ‘a client for whom a project is carried out which is not in the course or furtherance of a business of that client.’

Clients cannot escape client duties, and if a client fails to appoint others to duty holder roles, or if other duty holders’ contracts come to an end before the project has concluded, a client may find itself responsible for carrying out other duties on top of its own. Clients hold a legally defined and pivotal role in commissioning, resourcing, and overseeing construction (with appointed assistance) particularly in projects involving higher-risk buildings. The client is responsible for initiating and maintaining control throughout the project lifecycle, ensuring safety, compliance, and success.

[edit] Types of client roles

The relationship between the client and the supply team, including designers, contractors, and suppliers is key and often the importance of collaboration and integration across stakeholders is emphasised, such as for example in the now-archived model previously developed by the now-archived Office of Government Commerce (OGC).

Clients with the knowledge and experience to deliver a construction project effectively, balancing cost, time, and quality, might be referred to as intelligent clients(relevant in public procurement guidance). Key roles within a client body might include client champions, assigned to specific areas such as vision, change management, and communications. Such roles require active support and collaboration across departments, because construction projects might be additional, often adding responsibilities on top of existing roles. It is therefore essential to realign individual objectives to incorporate project goals, perhaps with incentives structured so that project success is linked to individual and team rewards.

On the other hand inexperienced clients may find it helpful to engage independent client advisers who can assist with structuring the project, preparing business cases, and managing consultant appointments. These advisers support clients through unfamiliar processes and decision-making requirements.

[edit] Key articles about procurement

Here are some of the most important and widely read articles on procurement available on Designing Buildings:

[edit] Client bodies and guidance, project initiation, feasibility, brief and budget

Recognising needs, setting objectives, testing technical, financial, and operational viability and developing the project brief and budget, seeking guidance.

• Business case for construction projects.
• CIOB Client Guide.
• Client for building design and construction
• Client model.
• Champions for construction clients
• Funding options for building developments.
• Independent client advisers.
• Intelligent client.
• Key performance indicators.
• Types of client related roles for construction projects.

[edit] Project procurement, appointments, governance, risk, quality and cost control

Processes for governing a project, communication, responsibilities, controlling the programme, cost, quality and delivery.

• Appointing consultants for building design and construction
• Collaborative practices for building design and construction
• Integrated supply team
• Integrated project team.

[edit] Project, design, approvals, tendering, contracts and gateways.

Overseeing design development, tender processes, approvals and contracts, decision gateway and review.

• Design review
• Benchmarking.
• Client design advisor.
• Concept design.
• Concept architectural design.
• Crime Prevention Design Advisor.
• Design risk management.
• OGC.
• Qualitative design review.
• Stakeholders.
• Stakeholder matrix.
• User panels.
• Value management.

[edit] Project delivery, changes, delays, variations, scope creep, performance and oversight.

Overseeing construction, maintaining governance, managing variations, extensions, disruptions, risks, scope and monitoring general performance.

• Change control procedure for building design and construction.
• Detailed design.
• Design workshop.
• Design team meeting.
• Design process essentials.
• Design quality.
• Design responsibility matrix.
• Samples and mock-ups.

[edit] Project commissioning, snagging, handover, taking possession, aftercare and review.

Processes relating to commissioning, snagging, taking possession, defect periods, ongoing obligations and post occupancy.

• Building Performance Evaluation.
• Commissioning building systems.
• Defects in construction.
• Handover of the construction site to the client.
• Post Occupancy Evaluation.
• Snagging construction works.
• Soft landings.