Workbook
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Step
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Process
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Culture and activities
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Tools and techniques
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2.1
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Form advisory team capable of reviewing:
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required functionality
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external trends and influences
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industry norms and comparators
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financial affordability and constraints.
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An advisory team can be formed from internal resources, ongoing
relationships or specific one-off short-term appointments.
It should be populated by people skilled in translating business
needs into physical requirements, and who have strategic knowledge
of the working (especially clusters) of the construction environment.
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Simple brief to every member of advisory team, confirming
the nature of the appointment, the basis of remuneration,
expected duration and freedom to act in the selection and
utilisation of additional resources. In cases of one-off short-term
appointments, where no framework exists, a letter of appointment
should be used.
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2.2
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Consider opportunities and alternatives, e.g.:
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Process of challenging and questioning of business needs. This
requires people with the vision to think outside of the problem
and the communication skills to be able to challenge in a constructive
way. This is the stage at which the decision needs to be made
that a built solution is required. Other alternatives must first
be identified and eliminated.
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2.3
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Establish value criteria
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These are the criteria that will be used throughout the project
to measure the suitability and performance of the solutions
being considered and delivered.
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Functionality–workflow needs
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Costs:
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capital
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running
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maintenance
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cashflow constraints
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sensitivity trade-off.
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net present value.
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Design–aesthetic standards
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Health, safety and welfare
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in construction
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in operation
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in maintenance.
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Quality – quality standards for whole- life considerations
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Sustainability–people (core values)
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Programme/-sequence
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Further guidance on cost criteria can be found in the Building
Down Barriers Toolkit, specifically:
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2.4
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Identify internal and external stakeholders
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It is important to understand who the key stakeholders are,
what their level of commitment is and how they wish to be involved
and/or consulted. In particular, it is essential to understand
who represents the client and what authority they have at different
stages.
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Client definition including Stakeholder Mapping and Management
Plan.
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2.5
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Prioritise the value criteria
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The relative priority of the value criteria will set the philosophy
for the whole project, e.g.
The risks associated with the elements of the criteria need
to be carefully assessed in reaching decisions about the relative
merits and priorities. This will require interaction with appropriate
key stakeholders.
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2.6
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Screen the options and alternatives using the prioritised
criteria
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Select those options most likely to meet the highest priority
criteria.
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2.7
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Translate the screened options and alternatives and value
criteria into the Strategic Brief
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These will form the initial goals and objectives of the project
and should be signed off by the client as the definition of
the business need to be met.
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Strategic Brief, covering (provisionally):
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nature of project or projects
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periods of design/construction, operation or maintenance
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value criteria and their priorities.
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2.8
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Decide to adopt collaborative working
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The prioritised value criteria and the level of support of
key stakeholders will determine whether a collaborative approach
will deliver the expected benefits.
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