According to the RIBA Plan of Work explained, Stage 0 is the initial stage where stakeholders define the project requirements, goals, and objectives.
The RIBA Plan of Work explains that Stage 1 involves examining the project requirements and outlining the deliverables.
During Stage 1, feasibility studies are conducted to verify whether a site is suitable for the client’s requirements or to investigate specific aspects of the brief.
As highlighted by RIBA, collaborations with experts years of experience like an RIBA Client Adviser can facilitate the completion of feasibility studies and save time in the project process.
The phase of a project when a firm assesses the possibilities of certain undertaking thereby behaving as a bridge between research and development and the realization of a project aims and objectives.
When evaluating a project’s feasibility, a firm should consider several factors including its complexity, risks involved, pace, and duties required.
When the client team does not possess the necessary skills to analyze feasibility studies, they may want to consider hiring a designer early.
By having the designer build a portfolio to gain strategic direction and feed it into the team, it ensures they can overcome the need for analyses in later stages of stages two.
Hiring a designer early is crucial to identifying risks, need, and design.
The core rule for an Integrated Design Process is a continuous refinement.
It is based on ongoing feedback from refinement curves and screening now progressively builds credibility.
Refine Project feasibility studies
Feasibility Recommendations:
1. Early Involvement of the Designer
Hiring a designer early to conduct feasibility studies can ensure a smooth transition into stage 2 and contribute to design thinking.
2. Clear Communication
Effective communication among the design team and stakeholders is essential for successful project outcomes.
3. Strategic Decision Making
When the client team lacks the necessary skills, hiring a designer early can provide design strategy and insights into building design.
Feasibility Example: *Project Initiation
An effective briefing process during Stage 1 of a project is crucial for a smoother transition to Stage 2.
Up to 77% of design teams say that feedback from the early stages (Stage 1) shapes the project at a subsequent stage.
Failure to communicate the client’s requirements fully can result in costly errors and wasted resources.
A robust briefing highlights the key principles and core objectives that set the client’s project journey on an optimal course to achieve optimal outcomes.
Keeping in parallel with client brief expectations according to various AEC clients’ reports like RICS and BCC, amongst others.
According to RICS Project Insight report’s guidelines, constructing a strong professional and technical brief.
Thus, achieving a strong early briefing aids in creating confidence for long-term engagement on both technical and strategic directions.
According to the construction consulting firms from the CICES, Trowers (Holloway, Hadley Gill, Slatyer Henderson)
And provides both clarity that is a source of project success or quality (from the findings).
A well-delivered and outlined brief with all client priorities can directly impact on quality, duration and overall economic performance of a completed project.
Ensuring that project manager can take the lead more confidently, which is confirmed in other research papers available online within the Construction News & many other reliable publication and information sources.
Well-communicated brief information is fundamental key for more successful construction related projects results (confirmed sources e.g., Royal Institute as well as all of several other similar websites including Construction news – BCL news etc; BLM, Kier).
In Stage 1 of the construction process, designers must define the Information Requirements for each project stage. According to the Royal Institute of British Architects (RIBA), engaging in collaborative design can lead to more complex and ambitious projects.
This includes evaluating new digital survey techniques, identifying necessary assets for completion, and assessing the impact of emerging technologies on the project timeline.
As clients transition to digital construction methods, designers need to understand the benefits and limitations of these approaches.
Integrating digital tools can improve project outcomes and reduce errors, as found in a study by the International Journal of Construction Management.
However, a survey conducted by the Construction Business Owner reported that only 25% of respondents believed their organizations had fully adopted digital construction techniques.
Experienced clients typically possess the expertise to specify their Information Requirements, while less experienced or one-off clients may require guidance.
The design team may choose to bid on the project, offering their insights based on prior experience. Alternatively, clients can appoint an RIBA Client Adviser or information manager as a resource during the early stages of project development.
This can ensure a smoother transition to digital construction methods and enhance the overall project efficiency.