Assembling A Collaborative Team - Other - Page 114
Assembling a Collaborative Project Team
The same applies to any processes that are developed. They must be robust
enough to record the key facts and allow the client to sign off change, yet they
must be sufficiently streamlined not to impede or impact design or construction
progress by generating mountains of paperwork.
Collaborative process
Every project team will have its own views on the best ways of undertaking the
‘softer’ aspects of collaboration, as well as on the use of standards and day-today tools that help to facilitate this process. It is therefore worth setting these out
in a section of the Project Execution Plan to further emphasise the collaborative
approach being used and help to ensure that each member of the team buys into
the agreed strategy.
Reviews and quality control
The lead designer will need a process for commenting on information as it
progresses and the project lead and others, including the client, may have to
comment, or approve, information as it is produced. Some parties will have
quality assurance procedures to adhere to. The processes and timescales for
these activities have to be considered. Certain parties may also have internal
processes that must be adhered to and may wish the Design Programme to
reflect these periods. Where a common software package is to be harnessed
to provide comments it should be stated in the Technology Strategy.
Confidentiality and security
The professional services contracts or Building Contracts may not be accessible
to all members of the project team. It is therefore worthwhile to state any required
confidentiality or other security measures or processes in the Project Execution
Plan to underline the importance of this subject and, more importantly, to ensure
that any requirements are transparent and obvious to every project team member.
The RIBA Plan of Work 2013 advocates preparation of the Project Execution
Plan during Stage 1 because consideration of the topics contained in the Project
Execution Plan is an essential part of properly building a successful and collaborative
project team. Furthermore, the document can be used for recording core decisions
and agreements. More importantly, consideration of the topics contained in the
Project Execution Plan may flag fee or project and design management issues.
These are best addressed and resolved before Stage 2 commences.
Finally, depending on circumstances, the Project Execution Plan may be contractual
or non-contractual in its nature and it should be developed accordingly.
www.ribaplanofwork.com
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