Assembling A Collaborative Team - Other - Page 46
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Assembling a Collaborative Project Team
Figure 4.1 illustrates this concept. Of greatest importance is the fact that the
outputs (detailed in Figure 4.2) are all concluded prior to design work commencing
in earnest at Stage 2. The significance of the WHY aspects becomes clearer in
Chapter 5, and the rationale behind the WHO, WHAT, WHEN and HOW aspects,
and the more detailed tools that are used to produce the necessary outputs, are
set out in Chapters 6 to 9.
The outputs in the RIBA Plan of Work in relation to WHY, WHO, WHAT, WHEN and HOW
Figure 4.2 The outputs in the RIBA Plan of Work 2013 in relation to WHY, WHO, WHAT, WHEN and HOW
OUTPUTS CONTAINED IN THE RIBA PLAN OF WORK 2013
Strategic Brief and Initial Project Brief
Project Budget
WHY
Project Roles Table
Contractual Tree
WHO
Schedules of Services
Design Responsibility Matrix
Information Exchanges
WHAT
Project, Design and Construction
Programmes
WHEN
Project Execution Plan
HOW
including Technology and Communications Strategies
Regardless of whether a project team is to be assembled in a practice or project
manner or whether it is a traditional or contractor-led project team, Assembling a
Collaborative Project Team advocates the preparation of a number of documents
that consider the WHO, WHAT, WHEN and HOW aspects of a project in parallel
with and/or in response to the WHY aspects, covered in the next chapter.
The outputs resulting from the above process of considering the WHY, WHO,
WHAT, WHEN and HOW aspects are summarised in Figure 4.2. They are all
embedded into the RIBA Plan of Work 2013.
Devising the Project Roles Table and the Contractual Tree (WHO) and the Project
Programme (WHEN) are relatively straightforward activities. However, the WHAT
and HOW aspects create bigger challenges and will take longer to produce.
The WHAT and HOW documents may be influenced by the development of the
brief and they may impact on the design process. They should, ideally, be prepared
by a party with a design background or sufficient experience of allocating design
responsibility and preparing detailed schedules of services for design team
members. The lead designer, who will have responsibility for coordinating the
work and integrating the designs of other project team members, might prepare
the initial versions of certain documents although the project lead may also have
the experience to undertake this task. The project lead will certainly have a degree
of input to ensure that any management or other tasks required to successfully
deliver the project, or to make certain that tasks which are required to deliver
post-occupancy outcomes, are properly set out and included in the detailed
Schedule of Services.
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