Development/ Project Briefs

Question 1

What is a project brief?

Answer 1

The project brief formally defines the client’s requirements and objectives providing sufficient detail to enable the proposed project to be designed and specified.

A good brief will provide clarity for the whole project team and creates a sound foundation for the successful delivery of the project.

Question 2

What information is typically included in a project brief?

Answer 2

Client and Project Background (client brand/ culture, organisational structure, likely stakeholders)
Project Requirements (need for the project, phasing requirements, policies to be observed such as sustainability, client sign off procedures, etc.)
Financial (budget, funding)
Site Information (plot location, existing surveys, access to site)
Spacial & technical requirements (project end users, safety and security requirements, project performance targets)

Question 3

Difference between Project Brief and a PEP

Answer 3

A project brief describes what the project is including including client requirements and objectives, this is theoretical. Whereas a PEP is a governing document that describes how the project will be executed, it can be described as a methodology for delivering the project, this is the actual delivery.

Question 4

At what stage is the project brief developed?

Answer 4

RIBA Stage1 - Preparation & Brief

Question 5

Who prepares the project brief?

Answer 5

Typically, the client team will gather information for the brief, but the consultant team will then review the brief to assist with its development.

Question 6

What can you do to ensure that the requirements of the project brief are met throughout the design and construction stages?

Answer 6

Review the brief at the end of each design phase, review the brief at key meetings and workshops throughout the whole project, capture changes to the brief through a change control process, regularly review and update the PEP to ensure it is suitable for the processes in place.

Question 7

What is your experience in writing project briefs?

Answer 7

I wrote the project brief for STFC for the R131 project and the Energy Centre Project with information from the client built in to the brief to ensure it met their requirements. I validated the brief with the client to ensure it has met all their expectations. Once approved I shared the brief with the whole project team which helped with the overall delivery of the project.

Question 8

How are risks evaluated?

Answer 8

Each risk is evaluated based on likelihood and impact both of these are given a score which when multiplied together will then form an overall risk score, helping to prioritise risks.

Question 9

Difference between Project Brief and a PEP

Answer 9

A project brief describes what the project is including including client requirements and objectives, this is theoretical. Whereas a PEP is a governing document that describes how the project will be executed, it can be described as a methodology for delivering the project, this is the actual delivery.

Question 10

Describe the RICS Guidance note on risk

Answer 10

Management of Risk, 1st Edition
The guidance covers:
- The definition of risk and issues
-Types of risk
- Response/ mitigation strategies
- Procurement routes and risk
- Risk quantification techinques
- Effect of risk on programme and cost
- Risk identification techniques
- Qualitative risk assessment and management
- Risk ownership v procurement route
- Contributing data for quantification
- Advising on appropriate procurement route

Question 11

What is the definition of risk?

Answer 11

A risk can be defined as an uncertain event orcircumstance that, if it occurs, will affect the outcome of a programme/project (note that where this guidance note refers to a project it could also refer to a programme). Risk management is now widely recognised as being concerned with both threat and opportunity. For the purposes of this guidance note, ‘risk’ refers to both positive and negative uncertainties.

Question 12

What are the types of risk?

Answer 12

Risk avoidance: Where risks have such serious consequences on the project outcome that they are totally unacceptable. Risk avoidance measures might include a review of the employer’s brief and a reappraisal of the project, perhaps leading to an alternative design solution that eliminates the risk or even project cancellation.

Risk reduction: Where the level of risk is unacceptable and actions are taken to reduce either the chance of the risk occurring or the impact of the risk should it occur. Typical actions to reduce the risk can include: further site investigation to improve information, using different materials/suppliers to avoid long lead times or using different construction methods.

Risk transfer to the contractor: Risks that may impact the building programme are transferred to another party able to control it more effectively, usually involving a premium to be paid. If the risk materialises, the impacts are carried by the other party.

Risk sharing by both employer and contractor: This is when a risk is not wholly transferred to one party and some elements of the risk are retained by the employer. In accordance with NRM, the approach for dealing with risks that are apportioned between the client and the employer will normally be dealt with using provisional quantities, with the pricing risk being delegated by the contractor and the quantification risk being allocated to the employer.

Risk retention by the employer: In the event where risks are to be retained by the employer, the appropriate risk allowance identified in the cost plan will be reserved and managed by the employer.

Question 13

What is a feasibility study?

Answer 13

It is used to analyse and assess the viability of a construction project.
The goal is to understand of the project is feasible by assessing the practical aspects of the project and identifying and strengths and weaknesses.
This should be completed in such a way where the client can understand if the project should continue to the next stage.

Question 14

What are the key sections of a feasibility study?

Answer 14

There are typically 5 key sections of a feasibility study (TELOS)
Technical - Assess how the project will be delivered based on materials, labour, resources and other practical requirements such as transport
Economic - Profit and loss considerations
Legal - To confirm if the business can meet the legal requirements of the project
Operational - To understand if the business has the ability and appetite to execute the project
Scheduling - If the project can be executed within a realistic timeframe

Question 15

What is a room data sheet and why might it be needed?

Answer 15

They provide a detailed description of the finished, FF&E (furniture, fixtures and equipment), acoustic, mechanical and electrical requriements that are needed in each room or space. They provided detail to supliment the main project brief.

Question 16

Once the brief has been frozen how are changes captured?

Answer 16

A change control procedure is introduced to prevent changes without appropriate justification and authorisation.

Question 17

How did you advise STFC about the performance of the design team?

Answer 17

Using the project brief and the design team scope of services I created a tracker to show what the design team had completed and any activities that were still outstanding or not completed.

Question 18

What are the five key aspects of a feasibility study?

Answer 18

Technical Feasibility
Market Feasibility
Financial Feasibility
Operational Feasibility
Legal Feasibility