PROJECT

CONSTRUCTION
PLANNING AND
MANAGEMENT
CE175-1C
PROJECT DEFINITION
 PROJECT Project definition is carried out in the period

DEFINITIO from receiving the performance specification

during the inception stages up until the receipt
N of full planning permission.
DETERMINING THE ELEMENTS OF
PROJECT DEFINITION
The Royal Institute of British Architects (RIBA) Plan of Work lists work stages to
reach the planning application stage when the clients’ approval allows a scheme to be
submitted.
These stages are:
• Inception
• Feasibility
• Outline Proposals
• Scheme Designs

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DEVELOPMENT OF PROJECT BRIEF SHOWING EARLY RIBA PLAN OF
WORK STAGES

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DEVELOPMENT OF PROJECT BRIEF SHOWING EARLY RIBA PLAN OF
WORK STAGES

A: Inception is the appraisal identification of the clients’ requirements and possible

constraints on development. It considers a probable procurement route.
B: Strategic briefing preparation by or on behalf of the client. It also identifies
organizational structure and the range of consultants which might be appointed.
C: Outline Proposals, taking account of any feasibility studies which have been
produced. Estimate of cost. Review of the procurement route.
D: Detailed proposals and completion of the detail brief. Application for full
development control approval.

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PROJECT DEFINITION PROCESS

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PROJECT DEFINITION PROCESS
The crossover between strategy and feasibility provides an axis for checking between
the process and the product. It means that:
• Design development can be cost checked.
• Project organization and communications are properly considered.
• Procurement method can be evaluated to suit the client’s unique requirements.
• The impact of design on construction method and construction time can be
assessed.
• A master plan for the key time constraint of programme and cash flow is in place.
• Risk is identified and allocated.
• Best value is managed.
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PROJECT DEFINITION PROCESS
The project manager has a key responsibility to co-ordinate the whole process and to ensure that
the strategic/feasibility issues are properly integrated with the development of the design
proposals. This is also recognized as a separate skill by the RIBA. The following are managed in
relation to the external environment:
• Clarification of the brief
• Feasibility and affordability
• Scope management, change and contingency
• Risk assessment of external factors
• Funding and location
• Design management
• Stakeholder management
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• Organization and culture.
THE DESIGN BRIEF
Three distinct types of knowledge controlling design:
• The client in the early stages of inception
• The individual designers in the concept and scheme design stage
• The design/construction manager in the detail design, specialist and
construction stages

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THE DESIGN BRIEF
Four possibly conflicting elements to the brief:
Function: Technical and physical requirements to meet the business case
Aesthetic: Satisfaction of human subjective aspects
Cost: Both capital and running costs
Time: The logistic requirements for commercial completion and
occupation

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 Feasibility seeks a solution that is possible within the
applicable constraints, whilst meeting the client objectives.

FEASIBILIT Investigations are carried out that will give an overall

picture of the costs and constraints of the project and

Y AND whether it is viable.

VIABILITY
Client value is an important concept in feasibility and
refers to the underlying beliefs of the organization and also
may be emphasized in the individual beliefs of senior
managers responsible for the project.
END OF DISCUSSION . . .