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:
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.
- the client team
- the design team
- the building team
- the stakeholders
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.
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).