Development and Project Briefs

Question 1

What is a business case?

Answer 1

The rationale behind the implementation of a project.

Question 2

When is a business case done and what should it include?

Answer 2

Starts out the outset and develops with the project. It should include:

• Reasons, business drivers, vision etc.
• Required outcomes
• Potential options
• Objective and subjective considerations

When it develops, feasibility and cost analysis can be added.

Question 3

What is the difference between a Business Case and a Feasibility Study?

Answer 3

Business case sets out the rationale for the project, whereas a feasibility study assesses how feasible it is.

Question 4

What is a Feasibility Study and what does it contain?

Answer 4

Assessment of whether a project is feasible. Would contain:

• Summary of Client Brief and Business Case
• Assumptions/exclusions
• Risks and Constraints
• Site appraisal
• Option comparison
• Opportunities
• Outline programme
• Commercial analysis
• Conclusion

Question 5

At what RIBA stage should a feasibility study be done?

Answer 5

RIBA 1 - Preparation and Briefing

Question 6

At what RIBA stage should a Business Case be done?

Answer 6

RIBA 0 - Strategic Definition. But it should be a working document all the way through.

Question 7

What is a Development Appraisal?

Answer 7

An assessment of the total development costs to look at overall profitability - supposed to answer the question ‘is it worth it?’

Question 8

What is a Strategic Brief? How is it different to a Client Brief? How are they both different to a Project Brief?

Answer 8

• SB comes at RIBA 0 which and sets the strategic context. Such as ‘we’re setting up an online shop’
• CB then comes next (still RIBA 0) and sets out what specifically they’re looking for out of the project. Such as ‘A new website’.
• PB then comes in RIBA 1 which sets out the more specific requirements of that project. I.e. A new website, by X time, with Z functionaility.

Question 9

What is the Key Document at the end of RIBA 0? What does it allow you do?

Answer 9

• Client Brief

- Appoint the PM/CM consultant team

Question 10

What are the Key Documents at the end of RIBA 1?

Answer 10

• Project Brief
• PEP
• Appoint the professional team

Question 11

What is a PEP and when is it done?

Answer 11

• Done at end of RIBA1
• Sets out the delivery execution plan of the project including:
• Who’s who
• Key requirements
• Constraints and risks
• Stakeholders
• Procedures to be followed such as change control and escalation
• Reporting requirements
• RACI

Should be maintained and updated throughout, and approved by the Client!

Question 12

What tools can assist in developing a Project or Client Brief?

Answer 12

• PESTLE
  Political, Economic, Solical, Tech, Legal, Environmental
• MOSCOW
  Must Have, Should Have, Could Have, Won’t Have
• Initial programmes

Question 13

What are the RIBA stages?

Answer 13

0 - Strategic Definition
1 - Preparation and Briefing
2 - Concept Design
3 - Spatial Coordination
4 - Technical Design
5 - Construction
6 - Handover
7 - Use

Question 14

What makes a project brief SMART, and why is this important for infrastructure delivery?

Answer 14

SMART = Specific, Measurable, Achievable, Relevant, Time-bound.

It ensures clarity, accountability, and measurable success, crucial in complex multi-stakeholder infrastructure projects.

Question 15

What’s the risk of proceeding with an inadequately scoped brief, and how might it manifest in utility infrastructure?

Answer 15

Risks include scope creep, disputes, rework. In utilities, misalignments may lead to missed wayleaves, clashing routes, or delays from unplanned diversions or NRSWA compliance failures.