Assembling A Collaborative Team - Other - Page 10
Assembling a Collaborative Project Team
• design work can be undertaken without any ambiguities regarding responsibility
•clients can be certain that they have made sufficient allowances for fees and the
design team members can be confident that their fees relate to detailed Schedules
of Services
•clients can proceed, confident that the means of engaging the design team and
the contractor have been fully considered, and
•every party is clear about their responsibilities and the information that they will
deliver at each stage.
The RIBA Plan of Work 2013 considers the tasks undertaken by the project team rather
than just those that are the responsibility of the design team. To fully understand the
implications of this shift it is essential to consider the generic types of project team
and to also understand how the different entities within project teams (the client, the
design team and the contractor) have changed over the years. Chapter 2 considers
the implications of these changes and looks at the evolution of the project team,
likely changes in the future and how these impact on assembling a project team.
‘Kick-starting’ a project has its own complexities and unique considerations and
these are set out in Chapter 3.
Having considered the importance of the early stages, the impact of the project
team, rather than the design team, and how to begin the process, Chapter 4
examines how to strategically assemble a collaborative project team and the benefits
that this brings. Where a project team regularly works together, the processes set
out have additional benefits. They can be utilised to generate a clear and robust set
of documents that can be used and continually improved from one project bid to the
next, demonstrating stringent design management techniques.
Before looking at specific tools for assembling the project team, Chapter 5 considers
the importance of the project brief and how it influences the process of assembling a
project team.
Chapters 6, 7, 8 and 9 set out the detailed tools required to assemble the
collaborative project team. The processes set out in these chapters:
•have been developed for use on projects where the client may be undertaking their
first, and only, building project or for use by clients who regularly carry out projects
•consider the stage at which the contractor becomes involved in the process,
ensuring that the project team is constructed accordingly
• work for both large and small projects
•ensure that the supporting documents required as appendices for professional
services contracts or Building Contracts are properly conceived, and
•facilitate the preparation of the processes and protocols required by a collaborative
project team using BIM.
www.ribaplanofwork.com
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