Briefing-A Practical Guide to RIBA Plan of Work 2013 Stages 7, 0 and 1 (RIBA Stage Guide)

209 Pages·2019·2.238 MB·\209

by  Paul Fletcher (Author), Hilary Satchwell (Author)

Briefi ng
A Practical Guide to the
RIBA Plan of Work 2013
Stages 7, 0 and 1
Paul Fletcher and
Hilary Satchwell
Contents
Foreword The scenarios
v x
Series editor’s foreword The in-text boxed features
vi–vii xi
The authors The RIBA Plan of Work 2013
viii xii–xiii
The series editor Introduction
ix xiv–xviii
Acknowledgements
ix
Contents
01 Starting StageS 7, 0 and 1
  1–19
02 Stage 7 in USe
  21–63
03 Stage 0 StrategiC definition
  65–111
04 Stage 1 PreParation and Brief
  113–173
05 ConClUSion
  175–179
Plan of Work glossary
180–183
Index
184–188
© RIBA Enterprises, 2015
Published by RIBA Publishing,
66 Portland Place, London, W1B 1AD
ISBN 978 1 85946 570 7
Stock code 83008
The right of Paul Fletcher and Hilary Satchwell to
be identified as the Authors of this Work has been
asserted in accordance with the Copyright, Design
and Patents Act 1988, sections 77 and 88.
All rights reserved. No part of this publication
may be reproduced, stored in a retrieval system,
or transmitted, in any form or by any means,
electronic, mechanical, photocopying, recording or
otherwise, without prior permission of the copyright
owner.
British Library Cataloguing in Publications Data
A catalogue record for this book is available from
the British Library.
Commissioning editor: Sarah Busby
Production: Michèle Woodger
Designed and typeset by: Alex Lazarou
Printed and bound by: CPI
Cover image: © stock.xchng
While every effort has been made to check the
accuracy and quality of the information given in this
publication, neither the Author nor the Publisher
accept any responsibility for the subsequent use of
this information, for any errors or omissions that it
may contain, or for any misunderstandings arising
from it.
RIBA Publishing is part of RIBA Enterprises Ltd.
www.ribaenterprises.com
Briefing
A PRACTICAL guIDE To RIBA PLAN oF WoRk 2013
STAgES 7, 0 AND 1
foreword
Historically members of the project team tended to treat every project as a
bespoke experience for themselves, their clients and the end users of their
buildings. Information and evidence gathering from the project was pushed
aside at the joy of building handover.
We rarely learned, with any structured information gathering strategy, the
lessons on offer in order to improve the outcome for the next projects.
A building which appears not to function as expected is submerged as
something for the design or construction team to be ashamed of. under-
performing building elements or diffi culties in use are seen as mistakes,
rather than as constructive experiences or opportunities to improve the
building for its future users, or to inform new projects.
The 2013 Plan of Work was structured to change this, and the industry
should welcome this step change in the way we work. We need to grasp
this nettle fi rmly, and work with our teams, clients and users to create more
resilient buildings, to view the construction process running through whole
life in use, and to create continuously improving outcomes.
This book, the fi rst in a series of three guides to using the RIBA Plan of Work
2013, explains the means by which, using stages 7, 0 and 1, the process
of learning and continuous improvement can develop using analytical tools
and collection of data to provide for shared knowledge.
No client could fail to be seduced by a system which manages the process
so well, commences with a structured review of their needs and objectives,
assesses their business case, reduces their costs, and demonstrates how to
improve their buildings in use.
This helpful publication provides clarifi cation for the team to ensure that the
client’s vision and objectives are met. This is a working guide, informing the
reader throughout the process of data gathering, setting and agreeing the
brief, in preparation for the design stages of a project.
This is the essential guide to changing our industry for the better. I urge you
to read and digest its unassailable logic.

jane duncan
RIBA President Elect
v
Briefing
A PRACTICAL guIDE To RIBA PLAN oF WoRk 2013
STAgES 7, 0 AND 1
Series editor’s foreword
The RIBA Plan of Work Stage guides are a crucial accompaniment to the
RIBA Plan of Work 2013. The plan’s format cannot communicate or convey
the detail behind every term in the plan and this series provides essential
guidance by considering, in depth, the reasoning and detail behind many
new and reinvigorated subjects linking these to practical examples. The
series is comprised of three titles which each concentrate on distinct stages
in the Plan of Work. The fi rst is Briefi ng by Paul Fletcher and Hilary Satchwell
which covers Stages 7, 0 and 1. The second is Design by Tim Bailey and
this covers Stages 2 and 3. The third is Construction by Phil Holden and
covers Stages 4, 5 and 6. Subjects explored include how to assemble the
most appropriate and effective project team and how to develop the best
possible brief. The series also considers how to deal with the cultural shifts
arising from a shift from “analogue” to transformational “digital” design
processes as our industry begins to absorb the disruptive technologies that
are changing many different and diverse sectors beyond recognition.
The RIBA Plan of Work 2013 drives a shift towards richer and bigger data
which can be harnessed to create better whole life outcomes and thus
signifi cant additional benefi ts to clients and users. The fi rst book in the
series, Briefi ng, considers how the new project stages (0 and 7) will add
value over the lifetime of a project as greater emphasis is placed on more
resilient designs where whole life considerations are embedded into the
early design stages. With this in mind the series emphatically starts with
Stage 7 placing emphasis on the importance of learning from previous
projects via feedback and in the future via data analytics. This initial chapter
also sets out how post occupancy and building performance evaluations
can be harnessed to inform the Business Case during Stage 0 underlining
that big data will provide paradigm shifts in how to extract feedback from
newly completed or existing projects, including historic buildings, to help
better decision making in the early project stages.
More specifi cally, Paul and Hilary’s book considers new Stage 7 to 0
activities that will result in exciting new services in the future. These will
ensure that the client’s brief is robust and properly considered providing the
best possible platform for the design stages. This publication also considers
the importance of site appraisals at Stage 0 and how Feasibility Studies can
vi
Briefing
A PRACTICAL guIDE To RIBA PLAN oF WoRk 2013
STAgES 7, 0 AND 1
assist and add value at Stage 1 to the briefing process before the design
process commences in earnest at Stage 2. In every stage there is added
emphasis around Information Exchanges and the importance of considering
who does what when at the outset of a project.
Although the core design stages (2 and 3) have not significantly changed,
Tim Bailey’s book, Design, looks at how they might be adjusted and better
focused to provide greater client emphasis at Stage 2 allowing the lead
designer to take centre stage at Stage 3. During this stage greater emphasis
is placed on the production of a co-ordinated design: the design team
should be focused on the work required to verify that the Concept Design
is robust and suitable for making a Planning application. In both stages
new methods of communicating the progressing design create exciting
new opportunities but at the same time require an examination of how
to effectively manage the design process using tools such as the Design
Programme to manage what is an iterative process.
Finally, Phil Holden’s book, Construction, considers the complexities of
Stage 4 which is “sliced and diced” in different ways depending on the
procurement route and the extent of design work undertaken by the
specialist subcontractors employed by the contractor. He considers how
the Design Programme for this change might alter to reflect different
procurement routes and how this stage typically overlaps with construction
(Stage 5). Handing over projects is becoming increasing complex and
users now realise that the handover process can impact on successful
operation and use of their buildings. Phil considers how the handover
process is changing, placing greater emphasis on the user’s needs. His
Stage 6 narrative considers how building contracts might adapt to this
new environment placing greater emphasis on whole life matters including
achieving better project outcomes rather than focusing on the closure solely
of contractual matters and construction defects.
Five project scenarios weave through the series providing some practical
examples of how the different stages of the plan of work might be
interpreted on projects of differing scales, sectors, complexity using different
procurement routes, providing a consistent thread through all of the books.
In summary, the series provides excellent additional guidance on how
to use the RIBA Plan of Work 2013 allowing anyone involved in the built
environment to understand and use the plan more effectively with the goal
of achieving better whole life outcomes.
vii
Briefing
A PRACTICAL guIDE To RIBA PLAN oF WoRk 2013
STAgES 7, 0 AND 1
the authors
Paul fletcher is a thought leader, architect and director of ‘through...’, a
built-environment consultancy that combines behavioural economics with
building physics and architecture. Whilst studying at Sheffi eld university he
co-developed new collaborative studio-teaching methods empowered by
3D CAD. In 2000 he founded ‘Teamwork’, a pan-industry ‘learning by doing
organisation’ that explored innovation in multidisciplinary working for a better
built environment, as fuelled by Building Information Modelling (BIM). More
recently he established the industry think tank ‘Whetstone’ with the intent of
sharpening the cutting edge of a 21st-century industry through cooperative
processes, big data, social media and ‘everyware’ technologies. It focuses
on enabling built-environment outcomes that serve and empower a diverse
and thriving society. Paul has been an RIBA national councillor and is an
acknowledged expert on briefi ng, concept and feasibility studies as well as
integrated working and client-focused design solutions.
hilary Satchwell is Director of Tibbalds Planning and urban Design, a
well-established multidisciplinary practice of highly experienced planners,
urban designers and architects. She is an architect and urban designer with
nearly 20 years experience of strategically defi ning projects, leading large
scale master-planning, and coordinating multisciplinary teams to deliver
high-quality mixed use schemes. Much of her work focuses on ensuring
that projects are set up well, concentrating on strategic defi nition, briefi ng,
and positive engagement with the planning system to ensure good design
and good place-making are delivered. Hilary’s master-planning and lead
consultant work has demonstrated her creative leadership and her ability
to draw together the often confl icting objectives of a multi-architect and
multidisciplinary team to create a clear, strategic vision. She currently sits on
the RIBA’s Construction Leadership group, has advisory roles on a number
of Design Review Panels, and has undertaken research for the Commission
for Architecture and the Built Environment (CABE) on the role of design
infrastructure in the delivery of housing growth.
viii
Briefing
A PRACTICAL guIDE To RIBA PLAN oF WoRk 2013
STAgES 7, 0 AND 1
the series editor
dale Sinclair is Director of Technical Practice for AECoM’s architecture team
in EMEA. He is an architect and was previously a Director of Dyer and an
Associate Director at BDP. He has taught at Aberdeen university and the
Mackintosh School of Architecture and regularly lectures on BIM, design
management and the RIBA Plan of Work 2013. He is passionate about
developing new design processes that can harness digital technologies,
manage the iterative design process and improve design outcomes.
He is currently the RIBA Vice President, Practice and Profession, a trustee
of the RIBA Board, a uk board member of BuildingSMART and a member
of various Construction Industry Council working groups. He was the editor
of the BIM overlay to the outline Plan of Work 2007, edited the RIBA
Plan of Work 2013 and was author of its supporting tools and guidance
publications: guide to using the RIBA Plan of Work 2013 and Assembling
a Collaborative Project Team.
acknowledgements
I am very grateful to all the clients and colleagues, especially those within
‘Whetstone’ who have helped me hone and understand the key distinction
between outputs and outcomes in the context of the Built Environment.
There are too many to list! However a specifi c thank you is owed to Tom
kordel for his contribution to chapter 02. Paul fletcher
I would like to thank the Plan of Work 2013 development team for bringing
clarity to the early stages of building projects. Also, particular credit is due
to the clients and project teams that I have been able to work over
many years on projects at these early stages for allowing the knowledge
contained here to develop. Lastly I would like to thank those involved in
the procurement reform group discussions during 2013 for refocusing my
thoughts on project briefi ng and its link with client decision making and
project outcomes. hilary Satchwell
ix