ASSIGNMENT

Assignment

Table of Content

UNDERSTANDING THE MODEL PLAN3

ASSUMPTIONS3

THE CLIENT'S ROLE3

PROJECT MANAGEMENT4

APPOINTING THE CONSULTANT TEAM5

CONSTRUCTION (DESIGN AND MANAGEMENT) REGULATIONS 20076

TEAM MANAGEMENT7

DESIGN LEADERSHIP7

SPECIALIST DESIGNERS8

THE WORK STAGES8

PRE-STAGE A: ESTABLISHING NEED9

WORK STAGE A: APPRAISAL9

OPTIONS APPRAISAL10

WORK STAGE B: DESIGN BRIEF11

WORK STAGES C-G: DESIGN AND PRE-CONSTRUCTION13

CONSULTANTS' OUTPUTS13

WORK STAGES L2 AND L313

STAGE L3: POST-OCCUPATION EVALUATION - REVIEW OF THE PROJECT IN USE15

THE BUSINESS CASE OR BASELINE16

PROJECT RECORDS17

MANAGING THE REVIEW PROCESS17

THE REVIEW18

THE PROJECT OBJECTIVES19

DURING THE COURSE OF THE REVIEW19

REFERENCES21

Assignment

Understanding the Model Plan

Assumptions

In developing the models, certain assumptions are made:

The consultant team is appointed, comprising architectural designer, cost consultant (quantity surveyor), structural engineer, building services engineer and CDM Co-ordinator.

The roles of lead consultant, lead designer, Contract Administrator or Employer's Agent, CDM Co-ordinator and each designer are allocated to a consultant and are compatible with RIBA schedule Role Specifications (SS-RS-07).

All consultants are required to co-operate with and provide information needed by others.

Some activities, particularly in stages A and B will be additional to those that are described as 'normal' or 'basic' services in the relevant agreements published by the Royal Institute of British Architects, the Association of Consulting Engineers or the Royal Institution of Chartered Surveyors (Boland, 2004, 69).

The client's role

The client function may be briefly described as the definition of objectives and provision of information about the project and the site, making decisions and performing the client's obligations under the professional services and building contracts (Hing, 1985, 65).

The client should also be advised to appoint at an early stage their Representative, sometimes called the 'Client Representative' or 'project sponsor' (or perhaps project manager), who will be the focal point throughout the life of the project for establishing the project parameters, for enquiries and decision making and for liaison with consultants and others providing services. Dependent on the scale of the project the representative may need support from a team including users/ stakeholders, financial and business development specialists and construction professionals (Stamp, 1982, 159).

Project management

At the inception of the project the client should establish how to deal with various project management matters that are inherently functions of the client (or of a project manager if appointed), for instance:

Defining the client's requirements, identifying constraints;

Developing and maintaining a project strategy;

The appointment of appropriate professional skills;

Creating a management structure and good communications environment in which all parties can perform effectively;

Developing project procedures, including identifying relevant existing procedures of the client, administrative actions such as contributions to and frequency of progress reports, validation of certificates, invoices etc. (see also Work Stage Procedures);

Developing and managing change control procedures;

Monitoring performance activity, cost planning, change control, programme and progress;

Evaluating performance of the project in use.

Appointing the consultant team

In an ideal world, all projects would begin with the client appointing its consultants at a stage before 'aspirations' become 'requirements'. Their input at this early stage will bring logic and imagination to the process of defining needs and constraints to the benefit of the client and all who subsequently contribute to or use the project (Byrnes, 2008, 96). Whilst the objective must be to complete a formal agreement with the ...