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Before starting any construction project, it’s important to first conduct a feasibility study. This will help you determine if the project is actually achievable and worth undertaking. A feasibility study is essentially a research process that looks at all aspects of the proposed project. This includes everything from the budget and timeline to the construction methodologies that will be used. Conducting a feasibility study can seem like a daunting task, but it doesn’t have to be. This blog post will walk you through everything you need to know about writing a feasibility study for your construction project, including what to include and how to go about it.

What is a feasibility study?

A feasibility study is an important step in the construction project planning process. It is conducted to determine if a proposed project is technically feasible, financially viable, and suitable for the intended audience. The study also assesses the risks and potential problems that could occur during the execution of the project.

A feasibility study should be comprehensive and examine all aspects of the proposed project. It should consider the technical feasibility, financial viability, operational feasibility, legal feasibility, and schedule feasibility. Each of these factors must be given due consideration in order to make an informed decision about whether or not to proceed with the project.

The technical feasibility looks at whether or not the proposed project can be completed with available resources and within the required timeframe. This includes assessing the skills and experience of the construction team, as well as availability of materials and equipment. The financial viability looks at whether or not the project can be completed within budget and generate enough revenue to cover its costs. This includes assessing the projected costs of labor, materials, equipment, and permits. The operational feasibility looks at whether or not the project can be successfully operated once it is completed. This includes assessing the training needs of staff, as well as developing procedures for ongoing maintenance and repair. The legal feasibility looks at whether or not there are any legal restrictions that would prevent the project from being completed. This includes assessing building codes and zoning regulations. Finally, the schedule feasibility looks at whether or not there is sufficient time to complete all phases of the project before the intended date of completion.

You could take a look at the RIBA plan of work to get an idea of what is involved to deliver the project. 

Once the feasibility study is complete, a decision can be made about whether or not to proceed with the project. If the feasibility study indicates that the project is not feasible, then it is typically abandoned. If the feasibility study indicates that the project is feasible, then the next step is to develop a detailed plan of action and begin construction.

Why is a feasibility study important for construction projects?

A feasibility study is important for construction projects because it helps identify potential problems and issues that could impact the project’s success. It also allows stakeholders to assess the potential risks and rewards associated with the project, and to make informed decisions about whether or not to proceed with the construction project.

How to write a feasibility study for your construction project

When you are planning a construction project, it is important to conduct a feasibility study to ensure that the project is viable and will be successful. There are many factors to consider when writing a feasibility study, including the cost of the project, the timeline, the resources required, and any potential risks.

The first step in writing a feasibility study is to define the scope of the project. What are you trying to achieve? What are your goals and objectives? Once you have defined the scope, you can begin to research the costs associated with the project. This includes materials, labor, permits, and any other fees that may be required.

It is also important to consider the timeline for your project. How long will it take to complete? Are there any deadlines that need to be met? What is the expected completion date? All of these factors must be considered when writing a feasibility study.

In addition to costs and timelines, you also need to consider the resources required for your project. Do you have all of the necessary equipment? Do you have enough trained personnel? Do you have access to all of the necessary materials? These are all important factors that must be considered when writing a feasibility study.

Finally, you need to consider any potential risks associated with your project. What could go wrong? What are the consequences of failure? By considering all of these factors, you can write a comprehensive feasibility study that will help you determine if your construction project is viable and likely to

What should be included in a feasibility study?

A feasibility study is a critical step in the construction project planning process. It is an analysis of the potential for a proposed project that assesses the project’s viability and its potential success. A feasibility study should include a detailed analysis of the following:
-The site of the proposed construction project
-The existing infrastructure at the site
-The projected demand for the construction project
-The financial viability of the construction project
-The regulatory environment for the construction project
-The technical feasibility of the construction project
-The risks associated with the construction project

Tips for writing a successful feasibility study

A feasibility study is an important step in any construction project. It is a detailed analysis of the project, its costs, and its benefits. A feasibility study can help you determine if a construction project is feasible, and if so, how to make it successful.

Here are some tips for writing a successful feasibility study:

1. Define the scope of the project. What are the goals of the project? What are the objectives? What are the deliverables?

2. Conduct a cost analysis. What are the estimated costs of the project? Are there any ways to reduce costs?

3. Analyze the benefits of the project. What are the potential benefits of the project? How will it impact the community?

4. Consider risks and challenges. What are some risks and challenges associated with the project? How can they be mitigated?

5. Create a timeline and milestones. When do you expect to complete each phase of the project? What are some milestones that need to be met along the way?

6. Write a clear and concise report. The feasibility study should be well-written and easy to understand. It should include all relevant information about the project, as well as your conclusions and recommendations.

How to use a feasibility study to get funding for your construction project

If you’re looking to get funding for your construction project, a feasibility study is a great way to do it. Here’s how to use one:

1. First, identify the scope of your project and what you hope to accomplish with it. This will help you determine the feasibility of your project and what kind of resources you’ll need.

2. Next, put together a budget for your project. Make sure to include all costs, both upfront and ongoing.

3. Once you have your scope and budget in place, it’s time to start writing your feasibility study. Include an executive summary, project description, market analysis, financial analysis, and risk assessment.

4. Once your feasibility study is complete, submit it to potential investors or lenders for review. They’ll use it to determine whether or not they’re willing to provide funding for your construction project.

What goes into a feasibility study for a construction project?

When writing a feasibility study for a construction project, there are many factors to consider. The first is the project’s budget. How much can you realistically afford to spend on the project? This will help you determine if the project is feasible in the first place.

Next, you’ll need to look at the project’s timeline. How long will it take to complete the project? Again, this will help you determine if the project is feasible.

You’ll also need to consider the resources required for the project. Do you have all of the necessary equipment and manpower? If not, can you reasonably acquire them?

Once you’ve considered all of these factors, you can start writing your feasibility study. Begin by outlining your goals for the project and what you hope to achieve. Then, outline your budget and timeline constraints. Next, detail the resources required for the project and how you plan to acquire them. Finally, provide your overall assessment of whether or not the project is feasible.

Who do you need to write a feasibility study? 

A feasibility study is typically written by a project manager, an architect, a development manager or an engineer. However, anyone who knows the project’s scope and constraints can write a feasibility study. Background knowledge of construction from stage 0 to 7 may also be essential to identify the financial and technical restrictions.

Conclusion

A feasibility study is a key component of any construction project and should be given the attention it deserves. By taking the time to write a feasibility study, you can ensure that your construction project has a greater chance of success. If you need help writing a feasibility study, there are many resources available online and in libraries. With a little bit of effort, you can produce a high-quality feasibility study that will increase the chances of your construction project being successful.

This is a bit of a revisit from when I did a post back in 2016 on procurement route but this one is specifically on RIBA plan of work 2013 with the 2020 updates.

A quick brief on its change from RIBA plan of work 2013 to 2020

The RIBA Plan of Work has undergone its first major overhaul in 57 years in 2013.

The RIBA Plan of Work 2013 needed to be used and evaluated, and the RIBA listened to users to make changes in how it was delivered. As with major changes, the new Plan of Work still underwent modifications. They want to clarify the framework but make sure it is more contemporary so that planners and developers can use it for as long as possible.

In June 2019 the UK Government pledged to be net zero carbon by 2050, and the RIBA with a large proportion of the construction industry believes that to meet this target we must design and construct new projects and undertake refurbishments that are not going to need to be retrofitted again before 2050. The RIBA has set a deadline of 2030 for this to happen, which will be successful if the industry aims for it on all projects now.

A sustainable project strategy is the biggest addition to the new RIBA Plan of Work. This challenges designers to create buildings with sustainability in mind from the very beginning. It’s crucial that you agree on goals and targets with your client during Stage 1, monitor them through the construction process, and verify them with inspections after occupancy. The RIBA Sustainable Outcomes Guide includes current tools for measuring and verifying sustainable outcomes.

The core design stages remained the same but were supplemented by Stage 0 and Stage 7. A (Town) Planning task bar was created for dealing with the planning process and a Programme task bar added to note that some tasks will overlap based on the procurement route chosen. A Procurement task bar was also included for design tasks necessitated by the chosen procurement route.

This new update has improved the sustainability aspects, but it’s also restructured the guidance. Particularly in regard to the project plan and procurement process. The RIBA also added new guidance for core project strategies.

The RIBA Plan of Work has been the industry’s definitive design and process management tool for many years. This update highlights the trends and innovations that are changing the construction industry and provides space for these to thrive on our projects while maintaining a simple, robust framework.

When it comes to architecture, the RIBA Plan of Work has remained a resilient and relevant process map for most project designs. It remains applicable to a wide range of project approaches and scales, but feedback from various clients has shown there is room for clarification in how certain aspects are used on projects. The design process will be more robust if everyone utilizes the RIBA Plan of Work regularly across different projects. Clients can also interpret it differently and overlay their own tasks or documents when needed; this helps keep everything in balance as change continues to happen routinely.

Why create a plan of work?

In many countries, there is no set procedure for designing a building. ‘The way to do it’ changes from region to region and is not written or recorded formally. Instead, informal processes are passed down from one generation of professionals to another. Process to process.

No matter where in the world someone requires a building, they have to perform the same core tasks:

1. Design
2. Tender
3. Construct

When design processes use repeatable, consistent and intuitive processes, this style of approaching things works—for example when clear guidelines are in place. When the design process becomes more complex and multifaceted, it’s impossible to be led just by intuition alone. The project team needs a system that puts all steps in order, making it easy to deliver results on time and under budget. Without a map, different members will each have their own interpretation of how best to do something and without clear principles that guide the entire project from start to end, success will elude them.

There are a few different design process maps used around the world. The specific design map will depend on where you live, but most countries use it as a guide for briefing, design, and construction. The figure illustrated below what some of these process maps look like. Some go through pre-design before they even start designing and building anything, while others only have a construction as a single stage.

There are several key differences between these international procurement plans. Some incorporate tendering stages, while others are procurement agnostic and focus on design rather than the process.

It typically takes two to four stages for a design be completed. This shows that the design process is challenging and could be divided into different stages.

Few businesses discuss the importance of a good brief, which includes identifying the need for a building at the outset and how to use feedback from previous projects to inform it.

We are going beyond just construction. As we advance in the design process, some companies are considering how the building will perform afterwards.

Every company has its own way of working, but at the end of the day these plans share a common goal- to provide teams with a roadmap for getting from stage to stage and helping clients who are undertaking their first ever building project.

Procurement strategy and the RIBA

Most construction projects would have the same professionals, quantity surveyors, engineers, designers, builders, planners etc… However, the structure of the responsibility between client, contractor, designer, and other professional differs on the procurement strategy; You might want to take a look at what I covered before on procurement.

In the RIBA’s principle they have 4 entities that forms part of the project team.

1. the client team
2. the design team
3. the building team
4. the stakeholders

The Client

The client is the commissioning and paying party for a project. Without a client, there is no project. Clients can take many forms, including individual consumers who want to convert their attics into livable space, developers with billion-pound estates who commission major construction projects on a regular basis and more. When considering who might be in the client’s team, it’s essential for clients to consider the following broad tasks:

• Set out the Client’s requirements and consider whether a building project is the best means of achieving them.
• Develop a Project Brief with requirements, budget, and timeline
• Agree on the most appropriate Procurement Strategy and discuss when the construction team will join the project
• Appoint the design team with appropriate knowledge, skills, and experience
• Establish the Project Scope
• Review and sign off on the design as it progresses; including the final finishes and fittings that will be used for the project
• Be sure to sign off the update at the end of each stage
• When a project starts, you don’t have to worry about paying anyone up-front. Payments for the design team and construction team will happen as the project progresses according to agreed-upon contracts.
• Handle stakeholder relationships and project risks

Different clients have different expectations. Some clients like to be involved in decision-making, including detailed work. Others are happy to stay on the sidelines and let their advisers decide for them. When assembling your team, it’s important to consider the client’s role in decision-making so you can have a professional staff with all of the expertise required.

Each client needs to determine what roles will be required to help them through each project stage. An RIBA Client Adviser, for example, might assist the client in the early stages of the project to give them impartial advice, help them frame the Project Brief, and select a design team.

The Design team

The design team is responsible for the design of the building and for all the information required to manufacture and construct it. The lead designer takes input from each team member to provide guidance on the design inputs. However, this does not include the preparation of Client Requirements or Project Brief which are developed by the client team. On smaller projects, some designers may start in the client team to help develop the Project Brief, then move over to be part of the design team.

Some projects involve many specialists, like specialized architects and engineers. The need for their input depends on the project’s design brief and the experience level of the core team.

Not every member of the design team is a designer. However, all members actively contribute to the development of the design. For example:

• The company cost consultant’s advice helps shape the development of the design depending on a budget of the client.
• A sustainability consultant might explore the energy source for any project.
• an engineer who specializes in fire safety would most likely advice the client how the design of an atrium space needs to be developed
• the acoustic consultant will help to determine the specification for glazing adjacent to a railway

The construction team

The building team is contracted to complete the construction project.

In the past, construction crews would employ all the labour required to build a project. Most building contracts are now awarded to teams using limited labour to manage the construction process. Building work is outsourced in packages to subcontractors experienced in particular aspects of the project, for example, electrical or landscaping work. As the industry shifts towards manufacturing and assembling modular components, new tasks are required of the construction team.

The work of the construction team is as follows:

• Incorporating health and safety throughout the construction of the building.
• Managing the prelim and logistics of the construction
• Liaise with the statutory authorities to get temporary arrangements approved such as for cranes, office accommodations, and welfare facilities on site.
• Drafting the construction programme
• Create subcontract packages (think about any interfaces) and tender them to the most suitable subcontractors and specialist subcontractors.
• procurement of specialist subcontractors
• Coordinate with the different subcontractors who are doing different aspects of the construction work.
• Deliver the project on time, cost, and quality requirements.
• Building Contract, Meet building requirements (if necessary)
• Assess risks, and manage them accordingly.

The Stakeholders

Project stakeholders are people outside the project team that might influence or create a constraint in the design. The client team and the design team may need to interact with them throughout the project.

They generally have no contractual relationships with the project team. As such, it can be hard to anticipate, manage, and respond to the range of opinions or requests. That’s where a Project Stakeholders plan can come in handy. It might help to clarify who your key stakeholders are; who will be communicating with them during this process; whether you need their consent or input for certain things; and what risks or constraints you need to keep in mind. In certain cases, clients might also include their key Project Stakeholders as partners on the project (instead of managing them externally).

A business case is a document that outlines the justification for a proposed project or initiative. It is often used to secure funding from upper management or investors, and as such, it should be clear, concise, and persuasive. If you need to write a business case, there are some key things to keep in mind.

Usually this would be done when you need:

• invest in a new surveying equipment (total stations, scanners or GPS)
• buying or renting an office
• large purchases for your land surveying business
• employing a land surveyors full time

This blog post will explore how to write a business case, including some tips and tricks to make your case more compelling.

What is a business case?

In business, the term “case” refers to a specific situation or set of circumstances. A business case is a document that outlines the justification for a proposed project or initiative. The business case should describe the problem or opportunity, define the goals, and identify the options that were considered. It should also include an analysis of costs, benefits, and risks. The business case should be based on data and evidence, and it should be clear and concise.

Why do you need a business case?

A business case is a document that justifies the need for a project or initiative. It outlines the proposed project’s benefits and provides evidence to support the investment.

The business case should ideally be developed before any work on your construction project begins. It is important to get buy-in from stakeholders early on in the process. These can be the land owner, investor, council, or anyone who would be affected from the project. The business case should usually be revisited throughout the life of the project to ensure that it remains relevant and achievable.

There are many benefits of having a business case for a project. It can help to:

• Define the problem or opportunity
• Set out the goals and objectives of the project
• Identify who will benefit from the project
• quantify the expected benefits
• Prioritise and sequence activities
• Allocate resources
• Monitor progress
• Quickly explain the outturn and purpose of the project
• Evaluate results

How to write a business case

There is no one-size-fits-all answer to this question, as the content of a business case will vary depending on the specific industry and company involved. However, some key elements should be included in any business case, in order to make it as clear and convincing as possible.

Firstly, it is important to provide an overview of the current situation facing the company or individual, and why a change is needed. This should be followed by a proposed solution to the problem, which should be detailed and well thought-out. The potential benefits of implementing this solution should also be outlined, in order to demonstrate how it could improve the company’s bottom line. Finally, the costs associated with implementing the proposed solution should be estimated, along with a timeline for doing so. By including all of these elements, a business case can give decision-makers the information they need to make informed choices about whether or not to proceed with a particular course of action.

Tips for writing a successful business case

A business case is a document that describes the justification for a proposed project or initiative. A well-written business case can help decision-makers understand a project’s potential benefits and risks, and make an informed decision about whether or not to proceed with it.

Here are some tips for writing a successful business case:

1. Define the problem or opportunity
The first step in writing a business case is clearly defining the problem or opportunity the proposed project will address. What is the current situation, and what are the specific challenges that need to be addressed? Be as clear and concise as possible in defining the problem.

2. Outline the proposed solution
Once the problem has been defined, it’s time to outline the proposed solution. What are the objectives of the project, and how will it address the challenges that have been identified? Again, be as clear and concise as possible in describing the proposed solution.

3. Describe the potential benefits of the project
What are the expected outcomes of the project? How will it improve efficiency, generate new revenue, or otherwise benefit the organization? Make sure to quantifiable where possible, e.g., “reduce costs by 20%.”

4. Assess risks and potential roadblocks
No project is without risk, so it’s important to identify and assess any potential risks associated with your proposal. What could go wrong, and what are your contingency plans? Addressing these questions upfront

Conclusion

The business case is a document that sets out the rationale for taking on a new project or initiative. It should outline the expected costs, benefits and risks associated with the proposed venture. A well-written business case can be crucial to securing funding and buy-in from key decision-makers. If you’re looking to write a business case, start by researching similar documents online and in your company’s archives. Use this research to help you structure your business case, and be sure to include all of the necessary information decision-makers will need to make an informed decision. With a little effort, you can ensure that your business case makes a strong argument for taking on your proposed project or initiative.

Following my previous blog post on the Client Care competency series ill be covering some of the subtopics of the client care out to help others on their journey on the RICS APC.

What are KPI and what are some examples of them?

KPIs are key performance indicators, It is used to measure the performance of aspects of your project or business. It can be project specific or business specific.

They can include health and safety KPI, commercial KPI (SALES), marketing KPI or operation KPI. I’ve posted another blog post here to cover KPI.

Some examples of project specific KPI can be found on this page.

What is a client brief?

A Client brief is a the scope provided or discussed with a potential client for your surveying business. It would include any parameters the surveyor should be working with, time expectations, and other expectations they may have.

It should have enough detail to establish a defined scope for the surveyor to prepare a solution using his service.

When should you decline an instruction of new work from a client?

I would not proceed with the an instruction on new work with a client if there are illegalities in the works itself, if there are conflict of interest, it is outside of my competency and if I am unable to resource the job.