Assembling A Collaborative Team - Other - Page 58
Assembling a Collaborative Project Team
The relationship between the contractor and
the design team
The first decision to be made by the client, in conjunction with the project lead,
is whether a traditional or contractor-led project team is to be assembled. This is
a core decision as it fundamentally impacts on the procurement of all members
of the team and how the project team is assembled.
On smaller projects, this will be a straightforward decision as the majority of
such projects still use traditional project teams with the contractor appointed
after the design team has completed the design proposals. On some larger
schemes, there may be a client or funder preference for contractor-led
procurement. In many cases either approach may be acceptable and the
pros and cons of each will need to be carefully considered by the client.
Deciding on whether a project team is to be traditional or contractor-led is a core
Stage 0 issue in the RIBA Plan of Work 2013 as it impacts on how the Stage 1
team is assembled and what their outputs might be.
Where a traditional team is proposed, or a traditional team that will convert to a
contractor-led team via novation of the design team to the contractor, the timing
of the contractor’s involvement will still influence, and indeed dictate, the roles and
responsibilities of certain parties at each stage and is therefore a core decision.
Why is the timing of contractor involvement crucial?
Regardless, of whether a traditional or a contractor-led team is proposed,
the precise timing of the contractor’s involvement is crucial to assembling the
project team. Early contractor involvement:
• allows the earlier involvement of specialist subcontractors
•ensures that buildability and associated health and safety issues are considered
• enables site logistical issues to be considered
• can facilitate a quicker start on site, and
• assists in minimising the contractor’s allocation of any risk allowances.
As part of this decision-making process, the timing of the award of the Building
Contract is also crucial as it may impact on who is employing the design team at
a particular stage and may also flag up the need for another adviser to produce the
Construction Strategy or to contribute to the Health and Safety Strategy during the
early project stages. Additionally, the timing will influence some of the leadership
roles during the key early design stages and design quality considerations.
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