Assembling A Collaborative Team - Other - Page 75
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Chapter overview
With the project roles required at each stage allocated as part of the HOW
process, this chapter considers the detailed documents that are necessary to
ensure that each party is aware of WHAT they have to do at each stage and that
those with design responsibilities are clear about what they have to design. More
importantly, by considering these tasks collectively, in a multidisciplinary manner,
there is less likelihood of overlaps or gaps in the overall services required by the
client. By properly scheduling the tasks to be undertaken and the information to
be exchanged at the end of each stage, the client can be confident that the
project team has been properly assembled and the design team can be satisfied
that their fee agreements reflect WHAT they will do. The project lead and lead
designer can also be certain that any duties required to be fulfilled by other
members of the project team in order to meet their own obligations are
properly considered.
With the core strategic diagrams (Project Roles Table and Contractual Tree)
properly considered, prepared and agreed with the client, the detailed documents
required to define WHAT each party will do can be prepared. Assembling the
project team requires the preparation of two core documents:
• a Design Responsibility Matrix incorporating Information Exchanges, and
• Multidisciplinary Schedules of Services.
The Design Responsibility Matrix considers the design interface between the
various designers in the design team and the specialist subcontractors appointed
by the contractor. This document is an important starting point as it creates clarity
in terms of design responsibilities. Information Exchanges are an important new
subject covered by the RIBA Plan of Work 2013 and consider the information that
will be exchanged with the client at the end of each stage. This information can
impact on the fees for each designer and, as the work of one designer influences
the work of others, particularly during the early and more iterative stages, the lead
designer may need to factor into the fee proposal the fees required to deliver
coordinated information at Stage 3 or integrated information at Stage 4. Schedules
of Services also have to be prepared to align with the Handover Strategy and any
requirements of the Building Contract and to accurately reflect the additional
management tasks required to assist with matters such as Risk Assessments.
The purpose of the two documents is covered next.
A project- or practice-specific Design Responsibility Matrix incorporating Information
Exchanges can be prepared using the formats set out in Figures 7.1 to 7.3 with
sample Schedules of Services set out in the appendix. Alternatively, all documents
can be prepared using the online tools available at www.ribaplanofwork.com/toolbox.
www.ribaplanofwork.com
