Development / Project Briefs Flashcards

1
Q

When is project commencement typically?

A

Project commencement would typically be at RIBA stage 0 “Strategic Definition” where the client outlines their requirement for the project in a statement.

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2
Q

What key stakeholders that you would want to be involved in a briefing meeting?

A

The client representative, Building manager, leasing agent, architect, services engineer.

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3
Q

What information is typically included within a project brief?

A

Project Overview, Key client objectives, outline programme, high level scope of work.

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4
Q

What importance does the brief have on programme, scope and budget?

A

The brief will outline the client’s high level expectations relevant to these areas which will then be developed through the RIBA design stages.

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5
Q

Post briefing, what inputs would you typically require from stakeholders?

A

Engagement would decrease post-briefing however semi-regular check points would still be required with stakeholders such as building manager to ensure design is being suitably progressed.

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6
Q

What is a stakeholder?

A

An individual or party with an interest in the works.

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7
Q

What consultants form a typical project team?

A
  • Architect
  • Quantity Surveyor
  • Services Engineer
  • Structural Engineer
  • AV Consultant
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8
Q

How does a project brief help manage a clients expectations?

A

The project brief will relay the client requirements back to them. I would then request the clients sign off against the brief to ensure they are comfortable that the brief addresses their perceived needs.

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9
Q

At what points in the project would you likely refer back to the project brief?

A

Approaching or at the close of each RIBA design stage to ensure that the design in being progressed in accordance with the brief.

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10
Q

Do you typically write the project brief?

A

I would typically write the project brief on the projects I am involved with.

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11
Q

In your role do you typically prepare the employer’s requirements?

A

I would not prepare all of the employer’s requirements however I would have involvement in preparing the project brief.

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12
Q

Could you please provide some examples of the client objectives in your Cat A+ refurbishment of 200 Aldersgate?

A

The key client objective was programme, to return the space quickly to the market. Cost and quality were important also however.

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13
Q

How would you typically consult with project stakeholders?

A

I would arrange regular meetings with each stakeholder during briefing. Through the remainder of the project I would have monthly (roughly) checkpoints.

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14
Q

What wider aspirations would need to be accounted for within the brief?

A

Sustainability aspirations, Wellness, health and safety.

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15
Q

What do you define as close communication?

A

Regular communication in the form of emails, meetings and phone calls.

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16
Q

Why did you not hold weekly project meetings in your Cat A+ refurbishment of 200 Aldersgate?

A

The other meeting was used to hold a design team workshop with the contractor. The project was on a larger scale and less fast moving so weekly was not required.

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17
Q

What is an example of a key item that needed to be reviewed as part of workshops?

A

Services validation findings, Joinery setting out.

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18
Q

How did stakeholders attendance at meetings facilitate decisions being made?

A

When issuing a recommendation to the client, I was able to confirm that all stakeholders were in agreement with the approach. The clients attendance also allowed fir less explanation when it came to decision making stage.

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19
Q

Why is addressing project issues proactively important?

A

If addressed proactively then this will provide the best chance of programme delay and cost increase being mitigated.

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20
Q

What issues does reactive decision making present?

A

Long decision making timescales and ultimately programme delay / additional cost.

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21
Q

What is a project execution plan?

A

a formal document used to guide both project execution and project control.

22
Q

Difference between a PEP and a client brief?

A

A project execution plan will be more process driven thus including change control process and a responsibilities matrix.

23
Q

What is the purpose of a PEP?

A

To provide the project team with the project manager’s approach to key project processes such as change control.

24
Q

Is it the project manager’s responsibility to collate the project execution plan?

A

Yes, I would do this in a project.

25
Q

How do you ensure a PEP’s application by the project team?

A

I would hold a meeting to explain the PEP and ensure their understanding of the processes explained. I would then reinforce the key information within the PEP at project meetings.

26
Q

What are the risks to the project if coordination does not take place through design?

A

Post contract change, design programme elongation, Lower quality of finish project. Health and safety issues also, Fire alarm heads in the wrong place.

27
Q

Can you please provide an example of how information was missing or misinterpreted by the team through the design?

A

The services engineer raised that as built sprinkler drawings were received and this was limiting their design. I reached out to the building management team to receive these.

28
Q

Can you please provide an example of a discovery you found on site?

A

The ceiling signal boosters were not installed as per the basebuild information. The RCP had to change to accommodate these.

29
Q

What element of your clients expectations were reiterated within the PEP?

A

The programme was referenced within the PEP as well as the clients expectations around roles and responsibilities to be adopted by the team.

30
Q

What element of your PEP allowed for this proactive approach to be established?

A

It allowed the design team to understand the change control process. The team were able to quickly highlight potential changes following design workshops with the contractor.

31
Q

At what stage is a project brief developed

A

RIBA Stage 1 - Development and Project Brief.

32
Q

What is the difference between strategic definition and briefing?

A
  • Strategic definition is a statement from the client outlining the requirement.
  • Brief is a document worked up from input from multiple stakeholders outlining the proposed works.
33
Q

Is the project team typically appointed at briefing stage?

A
  • Yes
  • Project team appointed midway
  • Required for input into brief.
34
Q

What is the risk to your client is the project brief is not clearly defined?

A
  • Design stage / post contract change.
  • Inaccurate budgeting
  • Specialist appointments not being made.
35
Q

What do you do if during the project the client brief changes pre-contract?

A
  • Meeting to understand change.
  • Relay to project team.
  • Understand scale of change and talk with team to understand if programme / fee issue.
36
Q

What do you do if post contract the client changes their brief?

A
  • Meeting to understand change.
  • Raise change to contractor.
  • Receive cost / programme input from contractor.
  • Review by QS / PM
  • Issue cost / programme to client and determine direction of how to proceed.
37
Q

on 200 Aldersgate Cat A+, what contract was used?

A
  • JCT 2016 Design and Build
38
Q

On 200 Aldersgate Cat A+, how long did you have in your programme to define the brief?

A

5 weeks.

39
Q

What is the difference between a project execution plan and a project brief?

A
  • PEP more process driven with change control procedures and responsibility matrix
  • Project brief more scope focussed.
40
Q

Do you have a project execution plan on all of your projects?

A
  • Yes
41
Q

at what stage do you compile your project execution plan?

A
  • early within RIBA stage 2
42
Q

How did implementation of the PEP help you manage quality of the project?

A
  • Designers understanding roles / responsibilities.
  • Designers understanding change control if required if a change to enhance quality is needed.
  • More organised project enhances coordination.
43
Q

What aresome examples of performance criteria?

A
  • BREEAM accreditation.
  • X amount embodied carbon as part of works.
  • Programme dates
  • Number of apprentices employed.
44
Q

What are typical business aspirations that are considered as part of a project?

A
  • Sustainability Targets
  • Programme duration
  • Employing apprentices
  • Quality targets (snags at PC)
45
Q

Why is it important for the client to have good awareness of design, risks and programme?

A
  • Aware of any changes or delays.
  • Enable informed decision making when required.
46
Q

Why is facilitating informed decisions important?

A
  • Client aware of the impacts associated with the decisions made from a cost / programme perspective.
47
Q

Why was a PEP important for this project?

A
  • Leadenhall building complicated from a logistics perspective.
  • big design team with differing roles and responsibilities.
48
Q

Would you recommend a PEP be collated for every project?

A
  • Dependent on complexity of the works. Some not required.
49
Q

What document would you use to identify roles and responsibilities?

A
  • Roles and responsibilities matrix included in PEP.
50
Q

What sensistive information is included within a PEP?

A
  • Contractor longlist
  • Contingency sums held
  • Consultant fees