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RICS Professional Guidance, UK

1st edition, guidance note

GN 110/2013

Design and specification

Design and specificationRICS guidance note, UK

1st edition (GN 110/2013)

Published by the Royal Institution of Chartered Surveyors (RICS)

Parliament Square

London

SW1P 3AD

www.rics.org

No responsibility for loss or damage caused to any person acting or refraining from action as a result of the material included in thispublication can be accepted by the authors or RICS.

Produced by the Building Surveying Professional Group of the Royal Institution of Chartered Surveyors.

ISBN 978 1 78321 001 5

© Royal Institution of Chartered Surveyors (RICS) June 2013. Copyright in all or part of this publication rests with RICS. No part of thiswork may be reproduced or used in any form or by any means including graphic, electronic, or mechanical, including photocopying,recording, taping or Web distribution, without the written permission of the Royal Institution of Chartered Surveyors or in line with the rulesof an existing license.

Typeset in Great Britain by Columns Design XML Ltd, Reading, Berks

Contents

Acknowledgments v

RICS guidance notes 1

1 Introduction 3

1.1 The appointment ........................................................................................................... 3

1.2 Cost management ......................................................................................................... 3

2 Design and the lead consultant 4

2.1 Design philosophy and responsibilities......................................................................... 4

2.2 The common threads: Compliance, sustainability and safety...................................... 5

3 Principles behind the role 7

3.1 Strategy and project definition ...................................................................................... 7

3.2 Resourcing and risk....................................................................................................... 9

3.2.1 Designer engagement ................................................................................ 9

3.2.2 Risk management....................................................................................... 10

3.3 Monitoring, measurement, analysis and review............................................................ 10

3.4 The cost manager.......................................................................................................... 11

4 Design process management 12

4.1 Documentation: giving definition and meaning............................................................. 12

4.2 Standardisation and project integration........................................................................ 13

4.3 Building Information Modelling (BIM) ............................................................................ 14

5 Establishing the project 16

5.1 Project briefing in practice ............................................................................................ 16

5.2 Feasibility ....................................................................................................................... 17

5.2.1 Project options ........................................................................................... 18

5.2.2 The scope of investigations ....................................................................... 18

5.2.3 Data validation............................................................................................ 18

5.2.4 Change control ........................................................................................... 19

6 Outline design and specification 20

6.1 Risk and uncertainty in practice.................................................................................... 20

6.2 Contingency management ............................................................................................ 21

DESIGN AND SPECIFICATION | iii

6.3 Implementing change control........................................................................................ 21

6.4 Legislative compliance .................................................................................................. 22

6.4.1 The Town and Country Planning Acts........................................................ 22

6.4.2 Public health (Building Regulations)........................................................... 23

6.4.3 Construction (Design and Management) Regulations ............................... 23

6.4.4 Control of Asbestos Regulations 2012 ...................................................... 23

6.4.5 General legislation ...................................................................................... 23

6.5 Design presentation and ownership.............................................................................. 23

6.5.1 Design presentation.................................................................................... 24

6.5.2 Design ownership ....................................................................................... 24

6.6 Review and the design report ....................................................................................... 25

7 Preparing for detailed design 27

7.1 Prescription or performance.......................................................................................... 27

7.2 Expressing quality; verifying design.............................................................................. 28

7.2.1 Nominated material and product quality.................................................... 29

7.2.2 Third party testing and certification ........................................................... 29

7.2.3 Supplier warranties and guarantees .......................................................... 30

7.3 Design method review................................................................................................... 31

8 Design production 32

8.1 Scheduling of works...................................................................................................... 33

8.1.1 Scheduling forms........................................................................................ 34

8.1.2 Bill of Quantities (BOQ) and measurement standards............................... 34

8.2 Working (or production) drawings ................................................................................. 35

8.3 Reviews and audits ....................................................................................................... 35

9 Towards building occupation 37

9.1 Construction and commissioning.................................................................................. 37

9.2 Facility management ..................................................................................................... 38

9.3 Life cycles and performance feedback......................................................................... 38

Bibliography 40

Appendices 41

iv | DESIGN AND SPECIFICATION

Acknowledgments

RICS would like to thank the following for their contributions to this guidance note:

Technical author

Michael Scott MRICS (Tuffin Ferraby Taylor LLP)

Working Group

Chair: Simon Clark MRICS (Atkins Consultants)

Alistair Allison (Tuffin Ferraby Taylor LLP)

Patricia Newman MRICS (Patricia Newman Practice)

Carl Dawson MRICS (Trident Building Consultancy Limited)

Mark Nevitt (Aviva Investors)

Alan Cripps (RICS)

DESIGN AND SPECIFICATION | v

RICS guidance notes

This is a guidance note. Where recommendations are made for specific professional tasks, these areintended to represent ‘best practice’, i.e. recommendations which in the opinion of RICS meet a highstandard of professional competence.

Although members are not required to follow the recommendations contained in the note, theyshould take into account the following points.

When an allegation of professional negligence is made against a surveyor, a court or tribunal maytake account of the contents of any relevant guidance notes published by RICS in deciding whetheror not the member had acted with reasonable competence.

In the opinion of RICS, a member conforming to the practices recommended in this note shouldhave at least a partial defence to an allegation of negligence if they have followed those practices.However, members have the responsibility of deciding when it is inappropriate to follow theguidance.

It is for each member to decide on the appropriate procedure to follow in any professional task.However, where members do not comply with the practice recommended in this note, they shoulddo so only for a good reason. In the event of a legal dispute, a court or tribunal may require them toexplain why they decided not to adopt the recommended practice. Also, if members have notfollowed this guidance, and their actions are questioned in an RICS disciplinary case, they will beasked to explain the actions they did take and this may be taken into account by the Panel.

In addition, guidance notes are relevant to professional competence in that each member should beup to date and should have knowledge of guidance notes within a reasonable time of their cominginto effect.

This guidance note is believed to reflect case law and legislation applicable at its date of publication.It is the member’s responsibility to establish if any changes in case law or legislation after thepublication date have an impact on the guidance or information in this document.

DESIGN AND SPECIFICATION | 1

Document status definedRICS produces a range of standards products. These have been defined in the table below. Thisdocument is a guidance note.

Type of document Definition StatusStandardInternational standard An international high level principle based

standard developed in collaboration withother relevant bodies

Mandatory

Practice StatementRICS practicestatement

Document that provides members withmandatory requirements under Rule 4 of theRules of Conduct for members

Mandatory

GuidanceRICS code of practice Document approved by RICS, and endorsed

by another professional body/ stakeholderthat provides users with recommendationsfor accepted good practice as followed byconscientious practitioners

Mandatory orrecommended goodpractice (will beconfirmed in thedocument itself)

RICS guidance note(GN)

Document that provides users withrecommendations for accepted goodpractice as followed by competent andconscientious practitioners

Recommended goodpractice

RICS information paper(IP)

Practice based information that providesusers with the latest information and/orresearch

Information and/orexplanatory commentary

2 | DESIGN AND SPECIFICATION

1 Introduction

This guidance note sets out to providesurveyors and other professional practitionerswith a source of information and best practiceguidance relevant to the tasks and processesof design and specification for small to mediumsize construction projects.

Best practice is considered from projectinception to the end of a detailed projectdesign stage, with frequent reference to howpractice during these early stages will impacton later project activity and the performance ofthe built asset at occupation and throughout itslife cycle.

This publication is intended for solepractitioners, as well as members of a largerprofessional project team. It describes how thediversity of modern design and specificationpractice has led the need for a lead consultantrole in small rural or domestic projectenvironments.

It is not intended to cover those projects withthe following:

+ complex design or high value specialistservices

+ significant contractor led design

+ management style packaged or projectmanagement led contracts; and

+ serial contracting.

1.1 The appointmentThe guidance assumes that the lead consultantappointment is secured from the projectinception. One very practical challenge facingmany practitioners in today’s professionalmarket place comes from the client who seeksto instruct only after having first instructedothers in the design and specification process.

Surveyors wishing to act as the lead consultantshould thoroughly review the information on

which the appointment might subsequentlydepend. Issues relating to design ownership,established briefing content and othercommitted undertakings, should be considered.

The lead consultant role may involve one ormore of the following key characteristics:

+ the client’s main point of contact

+ participation throughout the project lifecycle

+ a designer; or

+ a design manager who procures the bulk ofthe project design through sub-consultantdesign services.

The broad range of professional serviceundertaken by a lead consultant is a reflectionof the diverse nature and scale of UKconstruction projects under their commission.This is illustrated by the specific taskshighlighted in Appendix 1. The task lists havebeen extracted from Building surveyor services(RICS 2008) and are annotated to show coreand supplementary services applicable to thispublication.

1.2 Cost managementCost estimates, budgets and financial controlunderpin much of the strategic and tacticaldecision making in design and specificationpractice. Detailed cost management guidanceis not, however, covered here.

While acknowledging financial advice providedby the lead consultant is implicit in bestpractice, this guidance focuses on substantivetechnical design and specification processes.The reader is encouraged to assimilate theguidance given here with reference to otherspecific cost management practice guides.Further reading is highlighted in thebibliography.


2 Design and the lead consultant

The task of designing and the process ofdesign in the modern era of construction is anincreasingly complex activity performed by agrowing team of project and non-project basedprofessionals. The process comes about as aresult of consultation with an array of externalthird party organisations and is subject to ahuge volume of guidance and mandatoryrequirements.

The move away from professional exclusivitypracticed by the architect or surveyor is acultural shift in modern society wherebyoverriding individual authority is replaced bythe use of organisational roles like designmanager, co-ordinator and lead consultant.

These roles will be familiar to readers who havebeen involved in larger commercial schemes.However, this guidance note sets out to relatebest practice to the increasing trend for thedemocratisation of design in the medium andsmall scale range of projects. No longer isthere absolute definition in project designresponsibility, even for the simplest of repairand maintenance projects.

It is important to appreciate how practice haschanged in the organisation and execution ofsmall to medium projects over the last 20years, for the following practical reasons:

+ to anticipate/integrate the approach andopinions of senior fellow practitioners

+ to adapt established but relevant skillresources and methods of working, bothwithin the surveyor’s office and across theproject environment

+ to account for suppliers and supply chainsthat exercise residual past practice

+ to explain the context of relevant guidancedrafted during this period; and

+ to appreciate trends in current practice forfuture working relevant to small andmedium sized projects.

2.1 Design philosophy andresponsibilitiesThe surveyor is advised to acknowledge and tomanage varying and sometimes conflictingapproaches to design practiced by the projectteam and of those parties surrounding but notdirectly appointed.

The lead consultant may need to reflect on theclient’s own attitude towards the design andoverall goals of the project. Their approachmay involve one or more of the following:

+ Occupational design: this approach willfocus on the requirements of a specificbuilding end user.

+ Use centred design: emphasis is given tothe general facility to be offered and howthis might appeal to a broader range ofbuilding users. This would fall within welldefined use classes and in speculativecommercial development, the approachlooks to the requirements of the marketplace.

+ The ‘KISS’ philosophy (i.e. ‘Keep It SimpleStupid’): a starting intention that seeks toavoid unnecessary complexity.

+ Pragmatic design: a more creativeapproach that acknowledges existence ofmore than one design solution.

+ Critical design: this approach introduces afundamental driver to the design oftenlinked to a culture setting identified by theclient, e.g. open plan office accommodationthat reflects a business managementapproach or the use of sustainablematerials reflecting a company policy orimage.

An individual’s approach to the design processwill be influenced by a sense of theirresponsibility and that of others around them. Adetailed understanding of design liability fallsoutside the scope of this publication and the


surveyor acting as a lead consultant shouldreview their own knowledge and experience indealing with liability issues.

The following are examples of design attitudessometimes held by project participants.

+ The client who might believe everythingflows from design as a spontaneousactivity, that the design role is definitive andabsolute, and the responsibility for designlies with those under the client’s controland direct appointment.

+ The project designer who accepts that totalproject design is an exceptional event andinevitably, their contribution is but one ofmany design islands.

+ The designer of supplied goods andcomponents whose task has been to definetheir product using non-project specificperformance criteria and where productclassification revolves around the lowestcommon denominator of ‘fit for purpose’.

+ The facilities manager who sees the designrole as a matter of definitive learning, rarelyacknowledging that design might be aunique collective result of project specificcriteria. For the facilities manager, gooddesign may be less intuitive and more anaccumulation of experience.

+ The litigation solicitor who presents designas certain and irrevocable and that everyproject event can be traced back to anindividual design responsibility.

+ The end user who rarely acknowledgesdesign beyond an expression of aestheticpleasure (or disdain) and prefers to judgethe project on practical outcomes andperformance. When these fail to impress,poor design is blamed.

These sometimes conflicting attitudes andperceptions can lead to friction within a projectenvironment. The ability to determine, unify andmanage these interactions is fundamental tothe role of the lead consultant.

In building heritage and conservation works,the lead consultant may find that a dominantdesign philosophy comes not from the client orthe responsibilities of the individual designteam members but by reference to the localityand the influence of planning guidance through

the requirements of specific legislative controls.The RICS guidance note Historic buildingconservation provides a useful understandingof the way these controls can be manifest in aproject design philosophy and how the designprocess is influenced from inception to themanagement of maintenance.

2.2 The common threads:compliance, sustainability andsafetyThe lead consultant will need to understandand to some degree, foresee how these threeleading factors impact on the project frominception through to detailed design. Theuniversal application of compliance,sustainability and safety considerations isimplicit to all projects regardless of size andcomplexity.

The influence of specific statutory requirementsand other compliance issues will be projectspecific and it will be the lead consultant whoaddresses the provisions or otherwiseinterrogates the design team to ensure suchrequirements are drawn closely into the projectand the design.

Sustainability has a compliance componentwhich will need to be considered in projectspecific terms. The lead consultant should beaware however that sustainability covers a nearphilosophical approach towards projectoutcomes and the requirements for the design.This can be driven by the attitude of the clienttowards the general policy of sustainability orby a very specific objective, wherebyenvironmental performance becomes key tosuccessful project completion.

Sustainability issues are covered by RICSguidance and the diverse range of subjectsincludes the following:

+ climate change, pollution control,biodiversity, energy and waste management

+ social inclusion and accessibility

+ crime and security; and

+ heritage and land use.

The lead consultant will need to assess theirown understanding of these subjects and the


likely demands made by the client and theproject on a sustainable design. Additionaldesign resources should be considered at thevery start of the project through the possibleappointment of specialist consultants. In theabsence of such consultant support, the leadconsultant should review their advice to theclient at regular intervals as the designdevelops towards procurement andconstruction.

The consideration of safety pervades the wholedesign process and while it might be rare toengage a health and safety specialist, theConstruction (Design & Management)Regulations often require the appointment of aco-ordinator to oversee the inclusion of safetyin all aspects of design work. The leadconsultant should make reference to the Health& Safety Executive’s latest guidance on thecriteria for notification and the duties toappoint.


3 Principles behind the role

The identification and establishment of aconstruction project involves the creation of atemporary organisational entity from which thelead consultant is given a key management roleand to which it is possible to apply theprinciples of broader management processes.

In this environment, the lead consultant shouldlook to promote the following managementoutcomes:

+ the efficient use of design resources

+ structured decision making based onfactual evidence; and

+ focus on need and the management ofexpectations.

The guidance described here is taken from theprinciples set out by the ISO standard forManaging the sustained success of anorganisation ISO 9004:2009. The key activitiesin achieving these outcomes for the leadconsultant are:

+ retain a long-term planning perspectivethrough clear and quantifiable performanceindicators that include post completionfactors

+ identification of all relevant parties,assessing their impact on the projectorganisation. Regular monitoring andanalysis of the interacting environments.Engage with others and keep theminformed of the project status. Determinetheir approach towards any competing orconflicting expectations.

+ identify risk areas, the nature of that riskand have a strategy for mitigation

+ identify future resource profiles; peaks indemand, and specialist services

+ establish the design and specificationprocesses that are required for the projectoutcomes

+ build into these processes the ability todeal with change (‘change control’); and

+ regularly monitor compliance and takecorrective/preventative action.

One of the earliest activities for the effectivelead consultant is the identification ofstakeholders (or ‘interested’ parties) and thematching of that individual or body againstneed and expectation. An interested partywould be one who adds value to the project oris affected in material terms by the activitiesand outcomes of the project.

The client is an obvious interested party butlead consultants should also consider theclient’s customers (e.g. the tenants to yourlandlord client), owners or shareholders, peoplewithin the client’s business, suppliers andpartners (including advisers) and society. Theneeds and expectations of society can meanenvironmental protection, ethical behaviour andcompliance with statutory and regulatoryrequirements.

3.1 Strategy and projectdefinitionNormally, it is the individual client or acommittee that pre-determines an initial set ofproject objectives. This direction can extend toa detailed method of procuring the idea and aclear vision of project completion and closure.

A clear sense of outcome is more often thannot a positive force in defining the project at anearly stage. A client who relies too heavily ontheir consultant for the project objectives or aclient without sound development experience,who dictates method and application, is rarelya positive force in the determining strategy orproject definition.

It is the lead consultant’s role to guide theinexperienced client through the briefingprocess.


There are three distinct component parts toproject definition – vision, objective andoutcome.

The lead consultant should be fully involved indefining the client’s vision. The lead consultantrole is to engage with others within the clientorganisation; those who have helped toformulate the vision. Advice may have alreadybeen sought from solicitors, accountants andother external client advisers. With clientpermission, it is better to seek a directvalidation of this advice with the third partiesthan to rely on second hand communicationand the client’s interpretations of that advice.

Many clients will have established plans andpolicies that can supplement the projectobjectives. These relevant sources ofbackground information can be reviewed bythe lead consultant:

+ business forecasts and project relatedbudgets

+ health and safety policy – general andproject specific; and

+ environmental policy and corporate aims.

The strength and clarity of the project visionprovided by the inexperienced client can beenhanced by the lead consultant’s efforts tounderstand the business and establishedpractice within the client organisation, and tointerpret and draw out the key requirementsthat can make up a vision for the project.

An important part of the lead consultant’s roleat the briefing stage is therefore to engage withand impact on the substance, communicationand presentation of the project vision. Handledwell, this should create a key defining projectdocument and will set the management tonefor the subsequent processes. Aninexperienced property client may resist aninfluential involvement by the lead consultant atsuch an early stage and the role boundaries forthe consultant should be agreed. If consideredtoo limiting, a decision over whether or not toproceed should be made.

An effective project vision should result indistinct objectives capable of clearunderstanding by third parties not yet involvedin the project. Agreement between the lead

consultant and client as joint authors shouldprove invaluable in communicating andmaintaining a consistent vision during theproject.

Project objectives can be established at anearly stage by very specific external criteria.The surveyor is advised to identify theseexternal determinants and to apply a projectspecific knowledge to their requirements:

+ Specific grants and other fundingconditions.

+ Overriding public legislative requirements;national standards or planning issues.

+ Rights and obligations that are attached tothe property or the development; specificplanning conditions, easements andadjoining third party rights.

+ Legacy issues arising from previousworking; warranties or other unexpiredundertakings.

The lead consultant may identify a gap in theirknowledge or experience arising from suchexternal determinants and the surveyor needsto consider working with a specialist consultantin order to maximise the project’s potential andto achieve effective objectives and outcomes.

A project brief will not be complete without thedefinition of outcome. This is the translation ofproject aims and objectives into physicalmeans, often capable of measurement andalways available for review.

Key performance indicators (KPIs) are anexample of a project outcome and aside fromthe most experienced of clients, the role oflead consultant is to identify these against theproject vision and to have each KPI drafted intechnical terms so that the professionalconstruction team are able to compare againsttheir own project input.

KPIs are an essential management tool notonly in evaluating each project stage, but alsoin providing a measure of performancethroughout the life cycle of the works includingoccupation, future adaptation and renewal.

BS EN 9004 states that the identification of aKPI should allow for the following:

+ needs and expectations of the client andinterested parties (stakeholders)


+ importance of individual products to theclient organisation – present and future

+ effectiveness/efficiency of processes andresources

+ profit and financial performance; and

+ statutory and regulatory requirements(where applicable).

With project definition comes the opportunity todetermine the resources applicable and theextent of the lead consultant role in generatingthe design and specification for theconstruction work. The lead consultant shouldidentify the key design roles.

3.2 Resourcing and risk

A lead consultant role can offer near exclusivityin the design function notwithstandingperipheral inputs from suppliers, manufacturersand other third party non-project specificdesigners. However, a more frequent scenariofor the consultant is one of lead designer, witha co-ordination role for building service,structure and other specialist designers whomay be drawn from sub-consultants, suppliersor nominated sub-contractors.

On larger projects (or where complex workactivities are required), the lead consultant canhave no design responsibility. The managementof such projects falls outside of the guidanceoffered here.

To a large extent the design activity determinesthe timing and content of the remaining projectstages: feasibility, concept and detailed work.The project brief should establish who carriesout the design and to what stage and when. Ifthese details are lacking in the client’sinstructions, it is the role of the lead consultantto advise and make recommendations in goodtime.

3.2.1 Designer engagement

The anticipation and subsequent timing of anappointment will be critical to the performanceof the larger project. The lead consultantshould not rely on a text book identification ofwhen or how to appoint, but rather each

potential appointment decision should bereviewed against project risk and uncertainty.

The experienced lead consultant should beable to offer client specific advice over designengagement once the briefing stage has beenconcluded. Further clarity will be achievedduring the feasibility stage, having possiblymade an initial appointment to manage aspecific design-led issue on an early siteinvestigation requirement. The main practice ofdirect or sub-consultant design managementfor the lead consultant will, however, startduring the concept stage, with a peak incommitment at detailed design.

Potential sources of design resource can besummarised as follows:

+ the lead consultant or a design division oftheir organisation (if multi-disciplinary)

+ the client organisation

+ residual design (e.g. the modification of aprevious project)

+ general construction consultants;architects, engineers, surveyors, etc.

+ compliance-led standard detailing, e.g.robust details

+ specialist construction consultants –building systems, installations

+ manufacturer and supplier-led; and

+ specialist contractor or sub-contractor.

The adoption of effective information andcommunication technology (ICT) systems suchas Building Information Management (BIM) canresult in a peak in resource demand at thebriefing stage. The lead consultant should havealready made their recommendations for theearly appointment of the designer or designteam.

The range of appointment forms, terms andconditions is significant and the client will needto be advised well in advance of any plannedcommitment date.

A short fall in design resource can lead toproblems throughout the project unless thelead consultant is able to identify and addressthe issue at an early stage. The consequencescan lead to the following:

+ disproportionate design liability


+ increased design gaps – post tender riskand uncertainty

+ abortive information production; and

+ a volatile construction contract – posttender risk and uncertainty.

A lead consultant should be aware of their ownlimitations in preparing a design and technicalspecification and the extent to which they mayrely on others within their organisation for thepractical preparation process. They would dowell to anticipate some form of skill shortfall byway of contingency management, and a designreview process is discussed later.

3.2.2 Risk management

Effective risk management cannot be achievedby one individual in a team but in the absenceof a project risk manager, the lead consultantcan be seen as the one who identifies;analyses and responds, especially during theearly stages of the design process.

A fully detailed design and specification withmeasured drawings can give a high degree ofproject certainty and result in reliable tenderingfor competitive construction prices. Like alladvice worth having, the client will face ahigher level of consultant cost as a result. Theclient can be exposed to abortive fees underthese circumstances depending on thelikelihood of vision change, of variations inrequired project outcomes or any change incommitted project funding.

At the extreme high cost end of therelationship, areas of uncertainty are shrunk toinsignificant levels but only after incurringdisproportionate cost.

There is a role for the lead consultant todiscuss with the client how best to balancecost and design uncertainty. All areas ofsignificant uncertainty should be subject to anassessment of risk and contingency planningshould be identified in conjunction withappropriate forms of change controlmanagement.

The lower end of the cost and uncertaintycurve draws out a less conclusive and muchbroader matter: who is best positioned tomanage the risk; the client (through agents) or

the contractor. In theory, this decision shouldbe based on who holds the greater knowledgeand relevant experience (or skills) to addressthe specific uncertainty and who can thereforemost efficiently manage the risk at a lower levelof total cost i.e. investigations, fees, time andfinal construction costs.

A design risk register can be used by the leadconsultant to assist in the early identification,assessment and accurate communication to allwithin the project.

3.3 Monitoring, measurement,analysis and reviewThe lead consultant may need to influence thedesign production process undertaken byothers in the project team in order to achieveconsistency and ultimately, to obtain a unifiedpresentation of the concept design for theclient’s approval.

The lead consultant has a value managementco-ordination role. In practice, this usuallybrings value engineering activities to the projectthat aim to preserve function but at a lowercost.

On larger or more complex commissions, thelead consultant should consider the use of adesign programme to highlight the key designplayers, agreed target production dates and thecritical design related events. It may be harderfor the lead consultant to justify such formalityin the simpler design project. Nevertheless,there should be some acknowledgement ofthese disciplines in the written exchangebetween the lead consultant and the designersource.

A responsibility to review design by the leadconsultant stems from four projectcharacteristics:

1 poor definition or other inadequacy in theproject brief

2 changes in project requirements, e.g.briefing criteria, cost constraints

3 clarification over earlier designassumptions; and

4 execution of parallel design activity andresulting design co-ordination issues.


Compounded errors arising from a poor briefcan be avoided by regular project testing andanalysis. It is a vital role for the lead consultantto sign off the project brief and in practice, thiscan be challenging for the inexperiencedsurveyor. Such a failure to guide the clientthrough the briefing process can only beidentified promptly if the lead consultant holdstimely reviews (Appendix 4 provides oneexample of a design review form).

The lead consultant should ensure that criticalactivities are not closed off from further reviewwhen moving between the stages of a linearproject model. The lead consultant shouldsystematically review all previous key activitiesat the end of each stage.

A range of information based protocols for theproject are available to the lead consultant.These can relate to the presentation of design,the method and timing of issue and theprocess of review, revision and feedback.

The advances of ICT has challenged the skillset of the professional consultant, while theco-ordination and review role of lead consultanthas placed a growing demand on the individual(and their organisation) to keep pace withdevelopments.

The exposure of the construction process tonew information systems and databaseresources is characteristically uneven and theappointment of the design team should fullyexplore their individual capabilities, limitationsand the relevance of their ICT experience andpractice to the project in hand.

The lead consultant might consider thefollowing fields of ICT data handling:

+ the co-ordination of drawn information andthe use of compatible software

+ project protocols for the distribution andcirculation of emails and other forms ofdata exchange

+ the use of universal software media; and

+ application of cloud computing and web-based information portals.

For the small to medium sized project, the roleof the lead consultant is to promoteconsistency in the use of widely available andwell understood ICT tools. The imposition of

complex systems that can createcommunication barriers within the project teamare not envisaged by this guidance note.

Self assessment is an important tool for thesurveyor in a lead consultant role. Theidentification of strengths and weakness inareas of leadership, strategy, managementsystems, resources and processes should beencouraged, along with opportunities forimprovement and innovation. In the context ofan organisation, this can also mean review andfeedback by others within the lead consultant’sbusiness.

3.4 The cost managerOn a larger project, the lead consultant mayonly have a co-ordination role towards goodcost management provided by the projectquantity surveyor. Most clients will neverthelessexpect front line knowledge of the project costsfrom their lead consultant and in the case of asmaller project or one that involves repetitiveworks by a few trades, the lead consultant canbe required to generate and sustain accurateand reliable budgets up to the procurementstage.

The lead consultant should have a thoroughunderstanding of the principles behind thepreparation of pre-tender budgets whetheracting as the cost manager or providing a co-ordination and reporting role. These skills anddetailed knowledge base fall outside theguidance provided here and the surveyor isadvised to refer to the latest RICS guidance.

Checklist – Principles behind the role:

[ Determine the project organisation

[ Understand and express the project vision

[ Determine objectives and define projectoutcomes

[ Identify areas of uncertainty and establish arisk strategy

[ Identify project resources and determinecommitment over time

[ Identify methods of change control

[ Develop a project model and review.


4 Design process management

A key aspect of the role of the lead consultantis the establishment of a project basedinformation management system that cansupport the design process. The surveyorshould be able to rely on a collectiveknowledge base drawn from their ownexperience, and that of their professional office,through the adaptation of an office standardsystem.

It is rare in a modern practice environment toencounter a professional office without someform of well established and structured filingsystem which is capable of keeping recordsgenerated by the types of projects consideredin this guidance. A degree of adaptation to suitthe work, the client or to satisfy an individual’spreference can be expected. Best practice canbe demonstrated by the beneficial influence ofa quality assurance scheme with BritishStandard certification.

An important duty of the lead consultant is toensure the maintenance of an effective recordkeeping system. The system must facilitate thetimely recovery of data for the purposes ofeveryday activities which will include designand design co-ordination. Reviews, audits andpost completion interrogation of the designwork will rely heavily on the thorough anddiligent use of the filing system.

Good information management will help tokeep clear design objectives and to identifychange during the design and specificationprocess. A consistent and widely adoptedsystem is critical to change control andacceptance of a final design solution.

4.1 Documentation: givingdefinition and meaningEffective project communication should includeconsistent and well defined documentationbased on the following characteristics:

+ purpose; the intended use by others

+ status; the level of detail and stage ofdevelopment; and

+ content; the use of standardisedinformation and the definition of terms.

The lead consultant can use the informationcharacteristics to develop the project protocols.These are a function of the lead consultant’sco-ordination role and the protocols serve thepractice aims of achieving consistency inpresentation and interpretation.

The lead consultant is recommended to adoptthis approach as a matter of good practiceeven if the number of designers in the projectteam is limited.

On small projects, or where timescales areshort, the lead consultant may have littleopportunity to establish project specificprotocols and can often expect to rely onstandard practice and the experience of theproject team to accept and deploy a consistentlevel of protocol behaviour. A consistentapproach can be reinforced by goodcommunications and questioning but the leadconsultant will need to identify areas in thedesign and specification that may be mis-interpreted by the project team and theimmediate stakeholders

Good document definition can avoidmisunderstanding and will assist incommunicating the scope and nature of theworks to a contractor or supplier, both attender stage and during the constructionperiod. It will also assist with co-ordination,communication and the sharing of dataresources within an ICT environment such asBIM.

Textual documentation involves the preparationof written specifications in the form ofpreliminaries, materials and workmanshipclauses, and a works schedule including


general work item descriptions, assembly,components and finishing schedules.

As author or co-ordinator, the lead consultantshould ensure that the purpose of any issueddocument is clear in the context of the wholeproject and not just that chosen as relevant bythe originating designer; typically fordiscussion, approval, ordering and forconstruction.

The status of textual documents refers to thereadiness of the design and the likelihood offurther change. It should include a reference topreviously issued documents by tracking anddescribing the revision history. Familiar statuslabels can be used for prompt recognition:preliminary, working and detailed.

The lead consultant can apply purpose andstatus characteristics to define drawings andother graphic based documentation in equalterms and where in practice, such definitionsare well established in comparison with awritten specification.

Content definition for both specifications anddrawings refers to the exploitation of standardterms and presentational forms.

The level of effective control exercised by thelead consultant over third party designdefinitions will be a product of the surveyor’sown individual experience and the specialistnature of the work. Most lead consultants willfind it practical only to reinforce the principlesrather than regulate content definition in detail.Typical areas of content definition arehighlighted as follows:

+ drawing scale conventions and theimplications for detail and accuracy

+ title references; general arrangement,sketch, component, assembly, schematic

+ building grid and service/structural zoning

+ external references and the use of NRM(New Rules of Measurement) trade order,Ci/SfB tags, etc.

+ commercial standard forms found in useacross the industry, e.g. NBS; and

+ common practice terms/use of standardBSI, NBS and other standard definitions.

The use of standard terms and phraseology inproject documentation can give clear, wellunderstood and relevant definition. Such termsare part of a common technical languageapproach, the principle of which underpinsmuch of ICT systems and that has a deservedgeneral appeal to all those participating indesign and construction specification work.

Over diligent dedication to the consistent useof such language conventions may impede theeffective preparation of documents for thesmaller project types and the lead consultantshould be aware of this risk and take positivesteps to identify and effectively communicate abalanced approach to the required protocols.

Much of the more familiar terminology used inpractice does not attempt to express an overtlyquantitative attribute to work. In the past, thishad limited the usefulness of such terms in theapplication of ICT inter-relational databasesoftware.

The linking capability of today’s systems andthe predicted advances in interrogation oftextual data for the near future means that evensuch everyday descriptions attached tophrases like ‘make good to match existing’ canbe identified and valued as a useful attributethat will persist beyond the life of the project.

4.2 Standardisation andproject integration

Surveyors who practiced during the 1990s willbe aware of the rise in standard forms and thedevelopment of commercial ICT databasesystems such as the National BuildingSpecification (NBS). Today, these forms offer anopportunity for the quick production ofcomprehensive and consistent documentationand with careful application the lead consultantcan have a high degree of confidence in thecontent of the documentation issued.

The design function is supported by routinelyupdated database systems whether generatedas a commercial product like NBS or throughthe investment in internal office data models.The lead consultant should be aware of thefollowing practical limitations:


+ the indiscriminate use of irrelevant clausesand whole specification sections

+ the subtle revision of clause content,increasing the risk of reader oversight

+ inconsistent application of standard termsin supporting documentation

+ removal of detailed clauses and an overreliance on general provisions

+ obsolete cross referencing where adocument is subject to excessive revision;and

+ misinterpretation of design principlesbehind the standard clause.

Standardisation of drawn information is linkedto the growth in ICT based systems and theuse of standard libraries of symbols,components and detailed assemblies iscommon practice. These design resources areavailable for commercial exploitation but thelead consultant should be aware of the pitfallsin over reliance on generic non-specific projectdetailing.

A practical note to consider here is that currentICT database systems are frequently operatedunder a periodic licence. The initial electronicoutput files (reports) stored in an office archivesystem may require the maintenance of thelicence to recover data at some later date.

It is normally possible to have the filesconverted to a universal format (PDF or similar)either directly by a software interface or by aprint and scan method.

4.3 Building InformationModelling (BIM)

A single integrated information system can beused in the design, construction andsubsequent management of the property assetgenerated by capital projects. The dominantcharacteristics of such a system are theprinciples of effective collaboration amongstthe project team and the application of wholelife cycle management with the aim of reducingcost and waste on the project.

The industry ambition and UK governmentstrategy is to adopt these systems as a matter

of good common practice in a diversity ofproject environments across a broader range ofbuilding assets not previously envisaged orattempted. The growing capabilities of ICTresources in construction and property practiceand in particular, the more frequent use ofstandalone (packaged) data based systemshave fuelled this ambition.

In practice, BIM is currently a high-end ICTbased system for representing the whole lifecycle of a building related facility. It is anelectronic model using physical and functionalcharacteristics defined (as attributes) in termsof spatial reference and by construction asassemblies/components/products andmaterials.

The pace of change in the constructionindustry continues to accelerate and the leadconsultant should review the principles behindBIM and in particular recent developments inthe use of open source (or ‘global platform’)BIM software, which can promote the following:

+ low cost record keeping by reliable andaccessible electronic means.

+ availability and effective communication ofdata

+ use of standardised detailing in componentand assembly design

+ ability to revise and update; and

+ flexible data for evaluation of future change.

The rate of growth in professional practice maydepend on the principles of open sourceapplications being maintained so that the inputof data involves the application of established,routine and compatible ICT software and thegeneration of flexible reporting (outputs),critically without the need for specialistoperation or training.

The UK government has recognised theimportance of the BIM culture and theirindustry working group are engaged inpreparing advice on the successful applicationfor practitioners There are a number of industryinitiatives promoting the use of BIM that aim tocreate web based open source databaseresources and to promote international dataabout facilities and projects, standard namesfor objects and properties, and standardprocesses.


In working within the small to medium sizedproject environment covered by this guidancethe lead consultant is likely to encounter anestablished information system rather thanworking from first principles and such a systemmay not exhibit the ‘open (global) source’aspirations put forward by the latest industryinitiatives.

The early challenge will be to understand andto interact with a potentially unfamiliar dataenvironment and the lead consultant role couldinclude the following:

+ determine the realistic objectives for thesystem against the specific project criteria

+ identify and agree outcomes with the clientand the facilities manager (or systemadviser)

+ assess the system limitations and its effecton common/familiar practice, i.e. the earlycommitment to design

+ agree additional resources (if necessary) forthe project team, i.e. software licences,training, etc.

+ communicate the system objectives, theaims and the management procedures tothe project team; and

+ review system performance and projectinteraction.

Developments in integrated informationsystems are subject to exponential change andfull consideration of the systems available andhow they can be managed within a projectenvironment is not covered by this guidancenote.

The surveyor in a lead consultant role can beexpected to demonstrate an understanding ofBIM and an appreciation of the benefits andcurrent pitfalls in its application as a matter ofgood practice. The practical use of BIM in thesmaller project environment may remain amatter of aspiration rather than necessity forthe near future. However, the surveyor shouldbe aware of the emerging guidance andprotocols relating to BIM including:

+ PAS 1192, Part 2: Specification forinformation management

+ BIM protocol and the introduction of therole of the information manager.

+ Digital plan of work

This guidance can be obtained from the BIMGovernment Task Group.

Checklist – Design process management:

[ Assess options available for a projectbased integrated information system

[ Determine the project protocols andpromote a unified standard processbetween designers

[ Reinforce aspects of design definition andchange control

[ Identify system call on project resources.


5 Establishing the project

The remaining sections of this guidanceprovide a structured plan to the commonprocesses experienced by the practitioner. Theprocess model described is a linear sequenceof events, adopted for guidance purposes bymany of the professional institutions. The RIBAProject Plan included as part of the Job Bookis the nearest to a common industry standard.A thorough review of the Plan has beenundertaken by the RIBA and a revisedpublication is expected to be available in 2013.The lead consultant should be familiar with thelatest plan.

The sequential nature of the plan should bevery familiar to the experienced surveyor and issufficiently generic to be valid for the range ofprojects covered by this guidance.

The lack of interaction and interconnectivitydescribed by the process model is inherent toits linear presentation. The model persistsbecause general clarity and a good sense ofclear orientation in time is readily gained from asequential description of the design andspecification process. The inexperiencedsurveyor engaged in design and specification isrecommended to use the model in more detailto map their role, making reference to allactivities contained in the Job Bookpublication.

5.1 Project briefing in practiceThe lead consultant should be fully involved indefining the brief. It should not beunderestimated how the effectiveness of thisstage of the project so often determines thesuccessful delivery of the whole. A poorlydrafted brief should be identified by theconsultant not the client and in this regard, thelead consultant should take the lead insecuring a good understanding of the project’sobjectives and outcomes, and the resources tobe employed.

This is achieved through well preparedexamination of the initial project parametersand open exchanges during an early structuredmeeting with the client. Be prepared, with anestablished agenda that gives the client theopportunity to reflect on the process to dateand to identify their own internal resources andexperience. One example of suitable briefingagenda is given in Appendix 2.

Briefing service may extend to a formalbusiness presentation and early advice over theprinciples of procurement and the client’scontractual relationships with the projectconsultants and the principal contractor. Thebasic format for the initial briefing session withthe client can be adapted from BS 7000-4.

The lead consultant should identify areas of thebrief that may be subject to confidentialityissues and the manner of disclosure should bediscussed with the client. The following arefrequently encountered:

+ financial limits and in particular, projectbudgets

+ ongoing legal transaction agreements; and

+ near future company restructuring.

Project outcomes need to be matched againstrealistic costs and key contingencies should beset aside for addressing unforeseen oralternative project criteria. The sensitivity of theclient’s financial commitment to the projectshould be assessed as part of a changestrategy. External environmental issues, suchas trading market conditions cannot becontrolled, yet an appreciation of these factorswill assist the lead consultant in managing thedesign process.

Whenever practical, the lead consultant shouldseek a reality check of their own interpretationof the client’s vision by drawing on acolleague’s understanding. This maynecessitate a joint attendance during earlybriefing meetings with the client. The colleague


need not be destined for detailed involvementwith the project nor need they be introduced assuch. However, factual minutes recording themeeting would benefit from a collective draftingin order to give an accurate technical definitionto the project vision and to minimise the risk ofan early ‘expectation gap’ in the client’sunderstanding of the project outcomes.

The timing of design appointments is critical tothe briefing process. The client should be madeaware of the relationship between design andproject risk and the distinction betweenconsultant (agent) and contractor (supplier) ledactivities.

There can be no sense of absolute conclusionto the briefing process and it is advisable thatthe lead consultant acknowledges the evolvingnature of the brief. However, the leadconsultant may wish to reinforce the advicethat change can involve risk and a recordedconclusion to the stage can help.

The brief should form a single documentdrafted by the lead consultant and endorsed bythe client. The report should be concise andmade available to a wider audience within theproject team and the client organisation.Circulation of the report will need to bediscussed and the lead consultant should beprepared to advise on the advantages anddrawbacks of any wider circulation issue.Reference may be made to other sources ofinformation in order to keep the documentproject specific and to promote involvement byothers without disclosing client sensitive data.

The briefing report can also provide aneffective means to communicate the followingimportant factors that can have a significantinfluence on the client’s expectations and thatmight not otherwise have been collectivelyconfirmed or updated at the end of the briefingstage:

+ opinion forming third party documents

+ design assumptions

+ areas of project uncertainty

+ strategies for change control; and

+ budgets and fiscal constraints.

5.2 FeasibilityBy this stage in a linear interpretation of theproject model, the lead consultant is assumedto have drawn out and concluded on the brief,with the technical outcomes for the projectidentified and agreed. This assists withclarifying the early process but in practice,feasibility work can be used to further developbriefing criteria and to offer options andalternatives. An important consequence of thisacceptance of the evolving brief is the leadconsultant’s need to establish and to put inpractice a system of change control.

The feasibility stage is in essence a structuredgathering of information based on knownproject criteria (or the ‘brief’), determined in amanner to highlight uncertainty and to managerisk. The lead consultant can test basic designassumptions against the gathered data. Thisstage can require the appointment of specialistsurveying and engineering companies and candemand some preliminary advice from the keyproject designers on the scope of theinvestigations required and their interpretationof the findings.

The lead consultant should acknowledge somedegree of re-drafting of project outcomesarising from the findings of the feasibility. Thelead consultant should advise the client at theearliest opportunity if the project vision isaltered and in extreme cases, a decision torecommence the project with a fresh briefshould be evaluated against the uncertainty ofproceeding with the original scheme. Arecommendation to set aside commitmentsalready made so far and to deny establishedclient expectations cannot be taken lightly.However, a duty to give strong advice thatleads to a better project outcome falls squarelywithin the role of the lead consultant.

This stage may also not appear relevant orclearly distinctive to the lead consultant inmany smaller projects. However, in practicesome form of data gathering stage as distinctfrom the briefing process is always present andthe highlighted principles and practice can berelevant.

The formal development of the project designat a feasibility stage is often limited and a


tactical role for the designer in the gathering ofsupporting data is anticipated, rather than a fulldesign service.

However, during the feasibility stage, thestrategic (or outline) project budgets are likelyto require review as a result of the followingfactors of change, which individually mayrequire some enhanced level of early designreview:

+ design assumptions at the briefing stageare challenged by the results of the siteinvestigations

+ the client’s objectives are changed byvolatile external factors, e.g. availableproject finance, a new leasing agreementwith an incoming tenant, market conditions,etc.; and

+ project outcomes are tested against thefindings of further desktop analysis andvariations to the project brief are madeeither to satisfy specific performance basedcriteria or to provide new KPIs.

The risk of budget adjustment should behighlighted by the lead consultant and whensignificant, the client should be advised overthe need for a design appointment and toengage with a cost consultant if not alreadypart of the lead consultant role.

5.2.1 Project options

It is a common requirement from theinexperienced client that the feasibility stageincludes for radical change in the project briefbased on a series of cumulative options or‘what if’ arguments that come with substantivealternative criteria. These will have afundamental impact on the further design andspecification of the project. In the first instance,the lead consultant should seek to remove asmuch of this client led uncertainty at thebriefing stage.

Persisting with broad options and alternativesshould be accompanied by a suitable warningthat in essence, project costs and programmeare left on hold pending delivery of thefeasibility and that abortive resourcing is likelyto arise. It is not unknown for the experiencedlead consultant to give in to such clientexpectations and this should be resisted unless

the uncertainty is at least matched by theclient’s leaning towards flexible projectoutcomes. As mentioned before, if the optionshave the potential to change the project vision,abortive design is inevitable.

5.2.2 The scope of investigations

The level and detail of data required for directdesign services undertaken by the leadconsultant should be well understood by anexperienced surveyor and with appropriateproject planning, the less experienced surveyorshould be capable of anticipating what needsconfirming at feasibility stage to ensure areasonable degree of design certainty at a laterdate.

Problems can arise where the lead consultantadopts a design co-ordination role and theappointment of the designer(s) does not matchwith the timing of the design duties. Atfeasibility stage, these duties can extend toformulating, participating in, and theinterpretation of the investigations.

The lead consultant as co-ordinator should becareful not to prejudice the gathering ofappropriate data through a lack inunderstanding of the uncertainty associatedwith any one area of design. More importantly,the surveyor should not be tempted to makecritical design decisions in the absence of anappointed engineer or other designer.

5.2.3 Data validation

The increasing availability of property dataoffers the opportunity for desktop review ratherthan site based measurement, testing andfurther investigation. The client may treat suchinformation as accurate, comprehensive andrelevant. The lead consultant should not acceptthe data without some basis of validation.

Issues of liability and copyright should beaddressed. At such an early design stage,assumptions drawn from inaccurate dataprovided by a third party company that hasceased trading or worse still, that continues totrade in uncertain times with no effectiveappointment, can have the potential forsignificant project risk. The lead consultantshould advise the client accordingly and as a


minimum, should provide an alternative methodof validation, either through sampling of thedata or by means of collateral agreements.

An important source of data at feasibility stagecomes from studying local authority records,public archives and other published informationrelating to the site, the project and the localenvironment. The suitability and degree ofenquiry and the interpretation of the findingsshould be undertaken by the designer whosubsequently relies on the data for their design.Where this is not possible, the lead consultantshould qualify the results of their own enquiriesand should plan for a review as soon as thedesigner is appointed.

5.2.4 Change control

The experienced lead consultant will be awarethat the feasibility stage can be characterisedas the period most likely to experiencesignificant levels of change to an alreadyestablished project brief. During the earlystages of a project, the reason for change ismore often the result of factors outside thecontrol of the professional project team ratherthan factors within their immediate influence.Nevertheless, the lead consultant should takesteps to plan for foreseeable events associatedwith a specific feasibility scheme, and anexperienced surveyor is likely to have a degreeof foresight that can also address key externalfactors as well. The early regulation andmanagement of change control is an importanttask for the lead consultant.

The lead consultant should consider thefollowing activities as part of a change controlstrategy during and at the end of the feasibilitystage:

+ integrate the potential for change into yourinformation systems

+ identify change against the brief

+ disseminate new data and co-ordinate withproject team

+ review design resources, identify residualrisks and a design close out programme;and

+ effective and timely client reporting.

A model form of the control process isillustrated in Appendix 4.

Checklist – Establishing the project:

[ Guide the client through the briefingprocess

[ Capture the brief and record theinteractions during its preparation

[ Manage expectations, identify uncertainty

[ Prepare and issue an approved briefingreport

[ Exercise and review the change controlsystem

[ Highlight outstanding project options andestablish closure programme

[ Populate the project information systemwith validated data

[ Manage and/or co-ordinate informationgathering and site investigations

[ Summarise findings against the brief andreport.


6 Outline design and specification

The main reason for the separation of conceptand detailed design can often be obscured bythe ebb and flow of the project, the reactivenature of the feasibility stage and theseemingly inevitable comings and goings ofclient instructions. For such practical reasons,it is worth highlighting the difference.

The RIBA Outline Plan of Work 2007 describesthe concept stage as one that prepares atechnical design sufficient to co-ordinatecomponents and elements of the project and tosatisfy the information requirements forstatutory standards and construction safety.

A conceptual design represents an appropriateblend of lower project uncertainty against costof design fees. Whether undertaken directly oras part of a co-ordinating role, the leadconsultant role is to pitch the level and scopeof design so that the client is not exposed tosignificant abortive costs.

A design at this stage will assist in theidentification of construction budgets based onsite specific criteria as well as the establishedbrief. The cost consultant (or on smallerprojects, the lead consultant) should be able torefine anticipated expenditures to a new orderof estimation, backed up by a commitment todelivery made from the designers in responseto the brief and the findings of the feasibility.

The lead consultant should be prepared toreport in formal terms to the client on theoutline design and how it answers the brief,with updated costings and a projectprogramme. This stage also offers the benefitof review and reflection against the brief andthe defined project outcomes. The leadconsultant should arrange for a review meetingwith the client following the issue of the report.

This stage may also not appear relevant orclearly distinctive to the lead consultantengaged on smaller projects. However inpractice, some form of preamble design is

always present and the principles and practicedescribed here can be relevant.

6.1 Risk and uncertainty inpracticeThe lead consultant can exercise riskmanagement at any time during the project.Risk is routinely encountered by the projectteam in their everyday decisions and on manyoccasions, the encounter is managed without aconscious reference to the office handbookand professional manual or by dialogue with arisk manager. In the process of design andspecification, however, there are importantissues to address that can have a significantimpact on the project, its outcomes and thevery long term performance of the constructionasset.

Whether designing or co-ordinating, the leadconsultant role requires the surveyor to procurea scheme that best fits the project, theprogramme and the level of collected andverified data at that time. This stage is oftenthe point at which the client and theirconsultants are able to address some of thelikely gaps in design and agree a method ofmanagement with the lead consultant. Designgaps are persistent uncertainties that can arisefor the following reasons:

+ concealed or unknown site or buildingcondition – physical access restrictions

+ incomplete site survey – legal title and thirdparty occupation restrictions

+ incomplete briefing – characteristic of poorproject vision/absent project outcomes

+ poorly investigated tenant’s assumptionsincorporated into landlord’s enabling works

+ incomplete and poorly documentedlandlord’s enabling works

+ interpretive compliance against statutoryrequirements; and


+ the availability of critical systems andmaterials.

Design gaps are no different in one importantaspect from other project uncertainties in thatresolution and clarity can be improved at acost, often a combination of financial expensethrough fees and investigation, and potentialprogramme delay.

The lead consultant should acknowledge thatcompletion of the concept design can be thestage at which a less than committed clientunder advice (or not) may wish to review howthe work is procured. Faced by such anenquiring client and the prospect of losing alead design role, the surveyor should discussthe levels of commitment achieved to date andreview what work can be adapted to suit sucha radical strategic change in direction.

6.2 Contingency managementThe lead consultant should now consider howto deal, in practical terms, with those potentialdesign gaps that might be best leftunaddressed but highlighted at this schemestage.

It is worth repeating that to some degree, allmatters might be considered provisionalpending a full design. However, the leadconsultant design role here is to take theopportunity of forecasting those gaps that canpersist beyond a full design stage, and toallocate or seek an allocation of cost thatreflects the nature of the uncertainty.

Some confusion may arise in the client’s mindbetween the different allowances, therefore thelead consultant is recommended to offer adefinition specific to the project in hand. Inprinciple, it is worth noting the following.

Provisional items expressed at concept designcan be lump sum allowances or costed ratesapplied to provisional quantities. The importantcriteria for a well drafted provisional allowanceis that the sum relates closely to a narrow welldefined element of work and can be easilydistinguished from other designed parts of thescheme. A poorly defined provisional sum canbe misinterpreted and the lead consultant runsthe risk that the allowance is latterly used by

more than one designer, leading to conflict andan under-estimation of the works cost.

A widely drafted sum or general contingencydoes have a place but it requires strictercontrol by the lead consultant. The contingencyallowance must always show the level ofoverall project risk and at a scheme stage, theallowance may be split between constructioncosts and project fees.

Prime cost (‘PC’) allowances can be used toreflect a level of anticipated specification orquality in design without committing to aspecific fitting, component or finished elementmanufacturer. The stated lump sum cost or ratehighlights an allowance for the supply of thesubject item but leaves the budget to includeseparately for the fixing, waste, associatedbuilder’s work and other related costs. It is rareto use PC sums for full systems or installations.

6.3 Implementing changecontrolThe team co-ordination role exercised by thelead consultant is more important as the paceof design increases and the project calls on agrowing range of design resource. During thisproject stage, the lead consultant can establishcontrol measures that promote effectivecommunication, change management anddesign integration. The following provides someof the more frequent systems and techniquesapplicable to small and medium sized projectwork:

+ adopt the principles of a changemanagement plan

+ consider the use of a change request formand include it in the change managementlog

+ regulated and monitored access tocommon database systems

+ accurate data circulation, i.e. drawing andother key document registers

+ reference to milestones, sign offs and‘design freeze’ events; and

+ establish consistent forums for feedback.

The change management process establishesan effective procedure for tracking the


submission, coordination, review, evaluation,categorisation, and approval for release of allchanges to the project.

Common in many larger schemes in the lastten years has been the application of web-based project portals often sponsored by themain contractor as part of their sub-contractmanagement. These systems have the ability toencompass all of the above measures under asingle virtual environmental.

The development of Cloud services (remoteserver storage) and a move towards global oropen source software systems suggests thatthe surveyor will encounter the internet projectportal for small schemes and critically, theirapplication at an earlier project stage. Themanagement of an internet data portal maybecome a key role for the lead consultant.

6.4 Legislative complianceEach area of design will involve a review oflegislative compliance and an initial assessmentof the relevant conditions and requirements.

Where this can be achieved through anappointed designer at this early stage, thesurveyor acting as a lead consultant is advisedto anticipate these reviews, and to study andsummarise the findings with a client report thatdescribes the gaps and assumptions.

Client advice on their statutory obligations fromthe lead consultant will need to be suitablyqualified where specific designer appointmentsare pending, or the advice obtained fromspecialist design consultants is given inanticipation of further appointment.

Surveyors should be cautious whensummarising their client’s commitments againstrelevant property or construction relatedlegislation without the submission of formal anddetailed application, or confirmation of thirdparty consultation in writing.

6.4.1 The Town and Country PlanningActs

The appointment of planning consultants israrely seen in small to medium sizeconstruction projects unless the property had

an unusual condition in a previous planningconsent or the application attracts adversereaction from the case officer or theconsultation partners.

The lead consultant is advised to make anassessment of the likely planning issues arisingfrom the project and to evaluate what feedbackcan be obtained from the local planningauthority using data from the site history andthe record of development consent for similarworking in the locality. This may be undertakenin conjunction with or in parallel to enquiriesmade by individual designers.

In preparing an early application, the project ismore likely to be confronted by significantconditions attached to any consent, reflecting alack of detail to the submission. The leadconsultant should report on the uncertaintyarising from a conditioned consent.

The lead consultant should be able to identifythe relative risk to the project outcomesinvolved with each. The following provide broadcategories expressed in management terms(lower risk categories are given first):

+ standard prescriptive and ‘for approval’type conditions

+ site specific working method prohibition

+ non-standard prescriptive or standardperformance conditions

+ performance conditions with reference toplanning policy; and

+ significant reserved matters.

The lead consultant will need to conclude oneach condition and in consultation with theteam designers, may need to recommend theclient takes specialist advice from an externalplanning consultant. This advice might includeoptions on a project strategy for handling thedischarge of high risk conditions, appealprocedures or the merits behind a revisedapplication.

In the absence of specific environmentalrequirements from the client, the Town andCountry planning process may be the firstoccasion during which environment andsustainability driven issues are identified fordesign consideration.


6.4.2 Public health (BuildingRegulations)

The lead consultant should be confident ofadvising their client over the broadrequirements for the project arising from theBuilding Regulations. Unlike planning advice,the lead consultant may be expected to offervery specific direction in this field and it is theexception rather than the rule when a matter ofinterpretation warrants specialist advice.

The lead consultant should exerciseexperienced judgment in the handling ofconsultations made by the local authority,including initial approaches to the Fire Brigade.Adverse or inconsistent feedback may lead tothe early appointment of an approved inspectorthrough the provisions of The Building(Approved Inspectors etc) Regulations 2010.

Compliance based sustainability issues willrequire consideration and the lead consultantcan be expected to assess general as well asspecific provisions as part of the conceptdesign process.

6.4.3 Construction (Design andManagement) Regulations

The lead consultant is expected to know howthe CDM regulations are applied toconstruction project work and detailedguidance is freely available through centralgovernment web-based information systems.

An early assessment of the constructionresources likely to stem from the conceptdesign should be undertaken by the leadconsultant in order to determine the client’sproper duties under the Regulations.

Even where the scale and simplicity of aproject falls outside of the F10 notice criteria,the lead consultant is advised to reflect onmatters of good practice enshrined in the CDMregulation guidance. The absence of a separateCDM co-ordinator should not frustrate orotherwise stop the lead consultant fromadopting the following in respect of design andspecification:

+ promotion of health and safety precautionsin formulating the project design

+ separate reporting on project health andsafety issues

+ assessing resources in terms of teamexperience; and

+ generating and co-ordinating early designrisk assessment.

Designers can be expected to have their ownrisk assessment methods for the expressduties set out in the CDM Regulations. As partof the design team, the lead consultant will berequired to satisfy the provisions but if thesurveyor’s role falls short of express designresponsibilities, it is important for the leadconsultant to anticipate the need for designrisk assessments whether or not the projecthas engaged a CDM Co-ordinator.

The early issue of clear and relevant design riskassessments demonstrates a key task set outby the Regulations to link effective design witha safe construction environment and toaddress good safety practice followingcompletion of the project and the occupationof the building.

6.4.4 Control of AsbestosRegulations 2012The lead consultant should be familiar with theprovisions of the Asbestos Regulations. Forprojects working in or around existingbuildings, the Regulations impose specificprecautions in the identification andmanagement of the risks associated withasbestos containing materials found in olderbuilding stock.

6.4.5 General legislationIndividual designers might be expected toreview their early work against other project orsite specific legislation. The surveyor acting aslead consultant is advised to promote thisprecautionary work and establish a reportingprocedure to the client that is open andinclusive to all project participants.

6.5 Design presentation andownershipUnderstanding how a designer intends toprepare their work will be important to the lead


consultant and at concept stage, the guidanceand direction gained from it will set the scenefor the larger complex project. For the lessresource intensive smaller projects, a goodunderstanding of even a limited designcommitment will assist in maintaining efficientteam relationships by minimising the risk ofabortive or corrective design.

6.5.1 Design presentation

The lead consultant should already have agood idea of how a conceptual design shouldbe presented and it is more often the case thatdecisions over the form of presentation willinfluence the manner by which the detaileddesign is subsequently produced.

The four most familiar forms of designpresentation at this stage are: a written outlinespecification (or textual statement); sketches/drawings (2D and 3D graphics); physicalmodelling and mathematical calculation. Aproject may employ more than one formalthough calculations are rarely used atconcept design stage other than for thepresentation of cost.

In addition to general considerations of projectscale, complexity and programme, thefollowing factors can determine an appropriatechoice of presentation:

+ client preference or their key decisionadvisers, e.g. the use of BIM

+ project team capabilities and practice

+ standardisation in design; and

+ external resourcing, i.e. manufacturer’sdesign information.

For small scale simple projects, thepresentation of a scheme design may be asimple matter of a few paragraphs in a writtenexchange between the lead consultant andtheir client. A description of the proposed workmight be included in a larger report, the subjectof which is related but forming only part of adistinctly separate preamble instruction. Theterms, concept and scheme are rarely used.

The concept design stage is likely to be thefirst point at which the product of the ICTenvironment is clearly demonstrated in theissue of draft design presentations.

The development of PC based global softwareplatforms, such AutoCAD, can offer a highdegree of co-ordination potential at conceptstage. Those engaged in the simplest designactivities should be expected to employ a CADsystem and the lead consultant should confirmthis on appointment.

Designers may still prefer to use hand drawnsketches. This method may suit the project,particularly at concept stage when the designerbelieves the principles of their work are betterreflected through this medium rather than usinga technician or CAD operator. The merits of thisapproach involve arguments beyond the scopeof this guidance. However, it is worthhighlighting that there is an increasing trend fordesigners to by-pass the operator in favour ofdirect use with the onset of powerful and moreuser friendly CAD system interfaces.

The lead consultant has an opportunity toagree the use of universal software media suchas the portable download format (PDF) format.

6.5.2 Design ownership

The lead consultant is advised to review theemerging design and specification at this stageand to identify any residual design elementsthat may result from third party technicalreports used as part of the project briefing andfeasibility.

Documents that can contain an early level ofimplied design include the following areas ofprofessional advice:

+ legal interest transaction reports (purchaserand vendor surveys)

+ heads of terms and agreements to lease(third party rights)

+ property and construction condition anddefect reports

+ feasibility reporting on an unrelated project

+ property compliance reporting; and

+ schedules of dilapidations.

Under such circumstances, the formulation of adesign is unlikely to involve a strong or projectspecific brief from the client and the author ofthe established report, schedule or agreementwill have been required to make someimportant presumptions as to the client’s future


intentions. These documents are rarelyprepared with a specific project brief in mind.

If the lead consultant has been instructed tocontinue, it is important to seek clientendorsement of the assumptions made and aformal briefing review may be required even forthe simplest of projects.

The lead consultant may or may not be theauthor of the initial client advice and in somecases, the message conveyed to the client bya third party report can become unclear ordiluted through unrecorded verbal exchangesbetween the client and the author. A projectsurveyor in the lead consultant role should beprepared to test the client’s expectationsagainst a reasonable interpretation of thedocument and where practical, to address anysignificant deviation with the author if theirdocument is still part of the project design

A lead consultant who inherits and adopts athird party report should exercise greatercaution. The ambiguity in the definition ofdesign can lead to issues of copyright andliability on all types of work. In practice, the riskof infringing rights or accepting third partyliabilities is low for smaller project work butthere remains the chance that a crucial yetinvalid or inaccurate assumption may havebeen made by the original author. At best, thiscould lead to abortive detail design workwithout a thorough review of the initial advice.

For larger or more involved work, any designdecisions drawn from an earlier advicedocument should be fully reviewed once thebasis of the project brief has been established,whether or not the advice was authored by thelead consultant. This guidance has previouslyhighlighted how consultation with the client’sopinion formers at the briefing stage can assistin understanding and defining project vision.Such property reports should be treated in asimilar fashion and the lead consultant isadvised to consult with the external party, or aninternal colleague, in the case of a reportpreviously prepared by the lead consultant’sown multi-disciplinary practice.

Early advice provided by external professionalconsultants can be of sufficient authority andpersistent influence over the project vision that

the lead consultant might consider whether ornot to engage the consultant as a projectdesigner.

6.6 Review and the designreportDuring the concept stage, the lead consultantshould promote and participate in a regularreview of the evolving design. The experiencedsurveyor will be aware that this processrequires finalisation and this is best achievedby the issue of a written design report and afinal review meeting with the client.

The reporting exercise is a form of internalreview undertaken by the author. The leadconsultant on a larger project will co-ordinatethe output of several authors of the design andtheir collective reporting should be integratedinto one document with an overview by thelead consultant.

A smaller or less complex project may notrequire such a co-ordinating role and the leadconsultant should take ownership of thedocument noting where the design task hasbeen delegated and who has responsibility forthe presentation.

Common to all reporting exercises duringconcept design is the objective of ensuring thatthe brief and particularly the client’s vision andmodified expectations, are fulfilled by thepresentation. Elements of cost control,compliance and auditing techniques will form apart of the report although these considerationswill become more important during the detaileddesign stage.

An example of a suitable design review form isincluded in Appendix 3.

The design report also provides the leadconsultant with an opportunity to test anyenduring project assumptions through anindependent review of the document in draftform. This can be achieved under a robustquality assurance check using seniorcolleagues who may have only a peripheralknowledge of specific project but who can usetheir experience to comment with a freshoverview.


For the surveyor acting as lead consultant in asmall practice, an independent review can besought from another professional within theproject team. The task of the reviewer shouldbe clearly stated under these circumstancesand any shortcomings in disclosure carefullymanaged. A trusted third party reviewer who isfully committed to the project and the aims ofthe client can assist in the drafting of anincisive and informative design report.

Checklist – Outline design and specification:

[ Assess design against areas of uncertainty

[ Decide on methods of contingencyplanning

[ Review design progress through thechange control systems

[ Identify relevant legislation and reviewcompliance

[ Review against the project brief, identifychange and performance

[ Provide a design report

[ Take the opportunity to obtain anindependent review.


7 Preparing for detailed design

This guidance describes the processesinvolved in a front loaded design approach,where contractor or other post tender designactivities are contemplated in minor form only.A further important assumption made here is inthe use of traditional single stage selectivetendering, although the guidance will touch onother methods and how these can affect thedetailed design documentation. A short butauthoritative reference on the subject oftendering procedures is the NBS guide totendering.

The process of detailed design andspecification involves the anticipation of thecontract form and the respective duties of thesurveyor and consultant, post tender.Reference should be made to the RICSguidance note Contract administration (2011)for a thorough guide, as such matters aretouched on here only in broad terms.

The lead consultant can now turn to thequestions posed by the project outcomes withthe intention of providing a detailed andfinalising response. Of particular interest will bethe way in which the design answers thespecific performance criteria laid down by theKPIs and how the works are then defined forthe purposes of efficient and effectiveconstruction.

The growing influence of the facilitiesconsultant on the brief has been highlightedbefore and their perspective should be soughtagain by the lead consultant to acknowledgethe likely importance of the longer term KPIs.

7.1 Prescription orperformanceA completed design process requires thespecification to develop from descriptionsdefining the required performance of work toone that determines what is needed to achieve

the project requirement. The lead consultantmight note that this familiar two stage processconfirms that design occurs in both stages ofthe process.

A specification that identifies only the first partof the process will leave the contractor,manufacturer or supplier to determine theprecise form and dimensions of the subjectwork. If this condition persists as an expressobligation of the contractor beyond the tenderstage, the specification creates contractordesign.

Further guidance on recognising a performancebased specification can be found in the JCTpublication The use of performancespecifications (2001).

Incomplete design is not uncommon in detailedspecification practice and the lead consultantshould identify those items containing anysignificant level of performance specification sothat the resulting project risk can be managed,either by:

+ completing the design process at thisstage; or

+ identifying an agreed means to completeand by who.

Deferred design undertaken by the leadconsultant can be justifiable and by example,further reference is made to the factorspreviously mentioned under defined provisionaland prime cost allowances. Typically, these caninvolve areas of work where the condition ofthe building is unknown and the cost ofinvestigation and exposure is prohibitiveagainst the envisaged scope of works.Reference to further service testing inanticipation of identifying remedial works isanother potential deferment.

Design by a specialist services or systemcontractor may also be deferred by intention,


either because of time constraints or throughan earlier project decision to pass the risk onto the contractor.

Issues can arise when projects aredocumented with substantial prescription butan area of performance specification is left thatinvolves ill-defined builder’s works or othersuch attendances.

The lead consultant may be familiar with thoseinternal refurbishment projects that haveexpanded in scope, possibly due to the client’sincreasing confidence in their budgetarycommitment. There will come a point when thelead consultant realises that the introduction ofHVAC mechanical service work is sufficient tohave warranted, in hindsight, an earlierappointment of an M/E consultant.

Setting aside the clarity of responsibility in thissimple example, the lead consultant may berequired to manage the design process throughperformance criteria and not by a critical halt inthe detailed design process.

Management issues arising from the defermentof design beyond the tender stage of a projectare not covered by this guidance note. Thelead consultant is, however, advised toanticipate the following issues:

+ co-ordination in anticipation of a particulardesign solution

+ competence of the design resource; and

+ contractual flexibility in identifying andrecognition of future design liability.

Useful further reading on the performancespecifications is available through the guidancepublished by CPIC.

7.2 Expressing quality;verifying designThe detailed design process should aim toprovide a clear definition of quality in allaspects of the project, both physical provision(materials, products and systems) and in themanner of delivery (workmanship). Quality willform a strong initial determinant in the client’sproject vision and the lead consultant shouldunderstand how these factors can developthrough the project.

Quality can be measured by the extent towhich needs are met, functions are facilitatedand the outcomes are sustainable for theintended purpose.

The briefing stage should be used to provideas a minimum, a broad definition of quality interms of the project outcomes. For anexperienced client, the lead consultant canexpect to review more specific definitions ofquality in the form of a developmentperformance specification or similar documentrefined by repeated past ‘successful’ projects.A less experienced client can tend to relyheavily on the lead consultant for technicalquality assurance but may still maintain a moreobscure image of the completed building orspace. The surveyor acting as lead consultantshould be prepare to guide the client throughthe briefing process and in the case of theexperienced client, the lead consultant rolemay require examination of the performance ofpast projects used to model the establishedspecification.

An effective concept design will offer the clienta chance to visualise the scheme and to reflecton the construction cost associated with theproject outcomes. General levels of projectquality may be reviewed, but frequently this isstill undertaken in broad terms with conclusionsdrawn over the direction of quality level ratherthan any significant expression of detail.

Detailed design is, therefore, the stage at whichquality is fully expressed and in terms ofworkmanship, possibly the first occasion whenthe lead consultant can include and review themanner by which individual trade based projectdelivery is prescribed. The complete range ofdesign media (textual, graphic and physicalmodelling) will be used to demonstrate qualityand the following distinct non-graphic internaland external project expressions are used:

Internal authority (self-contained references):

+ prescriptive dialogue for distinct work items/areas authored by the individual designer

+ specific item standard clauses selected asappropriate by the designer from adatabase

+ general standard clauses under broad tradeheadings (selected as above); and


+ previously completed work and/or samples.

External authority (related standards, codes andcertification):

+ relevant compliance standards, e.g. BSI,Agrement; and

+ trade/professional body guidance givenexpress authority by the designer.

The above expressions will populate thebuilding specification and can be used asnotation on the detailed design drawings, eitherthrough duplication or by suitable numericcross referencing.

Whether fully annotated or otherwise, all drawninformation provides an indication of projectquality and the detailed design stage on largerprojects will see the preparation of a range ofworking drawings and a significantdevelopment in the content of the generalarrangement plans and elevations appropriateto the scale and nature of the work in hand.

The expression of quality at a detailed designstage should address how the subsequentverification of that design can be achievedduring construction. The specificationmethodology adopted will depend on manyproject variables, not least those decisionsmade about the construction contract form. Forthe range of projects envisaged here, the leadconsultant can anticipate the role of thecontract administrator, and their powers toenforce the specification are discussed in theRICS guidance note Contract Administration.

7.2.1 Nominated material andproduct quality

A practical way of expressing quality comesfrom reference to a specific manufacturer orsupplier. This allows the designer to exploit theinfrastructure of quality management processesadopted by an established and reputablesupplier. Frequently, this gives an opportunityto select from a manufacturer’s range ofmaterials or products that are expressly definedby their quality. In this way, the designer isshowing a clear decision over project quality.

Accuracy in nominated material and productspecification is key to exploiting design clarity.The tendency for manufacturers and suppliers

to change their ranges and modify theirspecifications should be anticipated by the leadconsultant and the repeated use of officestandard specifications can have proprietaryreferences that are quickly out of date.

The potential clarity in terms of quality whendeciding to nominate can come withimplications on programme and cost. Diligentenquiries by the lead consultant during thespecification process will limit these effects butthe passage of time between design and workcommencement and the reluctance of suppliersto commit to stock levels can leave the bestmade efforts obsolete and worse, misleading.

This risk can be limited by the use of phrasessuch as ‘or as similar/equivalent approved’,with the support of suitably drafted provisionsthat explain to the contractor how alternativescan be agreed.

The lead consultant should acknowledgehowever, that this tactic is not without practicaldifficulty in that closely specified requirementsin support of the nomination may limit thecontractor’s choice in practice.

7.2.2 Third party testing andcertification

With the demise of the clerk of works and themove towards contract administration ratherthan supervision, the specification writer willneed to give even greater emphasis onprocedures and site practice that can showquality compliance during and on completion ofthe works.

Verification can be expressed by reference tothe scrutiny of delivery notes, packaging andmanufacturer’s batching data. Areas of workcan be identified for specific attention with theuse of phrases like ‘subject to joint inspection’or ‘retain access for CA inspection’. Thespecification can include reference toproprietary schemes which use marks, barcodes and other types of designations,discreetly visible on installed products andmaterials.

There has been a growing trend towards theuse of testing houses and other third partyverification services. The Accredited Industry


Quality Scheme was established during the1990s and the lead consultant can use themembership list to identify a suitable testingcompany. The decision to use third partyaccreditation will involve the followingconsiderations:

+ experience and skills within the projectteam and their scope of appointments

+ professional indemnity, works insuranceand contractual link with the client

+ extent of the designed work

+ the measure of proposed work against thescale and complexity of the existingcomponent, element or system

+ contractors’ experience and skill sets; and

+ linkage to warranties and guarantees.

7.2.3 Supplier warranties andguarantees

The surveyor acting as a lead consultant isadvised to assess what is expected from thepotential protection afforded to the project fromthe many forms of warranty and guaranteemade available by material, component andsystem suppliers.

This subject area is involved and detailedguidance on legal and insurance related factorsfalls outside of this guidance. The RICSguidance note Construction insurance (2009)provides a useful overview on latent defectinsurance and collateral warranties. The leadconsultant can provide broad advice to theclient, but even the most experienced surveyorshould exercise caution and avoid steppinginto the field of legal consultation andbrokerage.

In practice, there is often a gap between clientexpectation and the assurances offered by thesupplier’s standard agreement. The leadconsultant should identify key warranties andurge their client to seek appropriate specialistadvice. Early consideration should be given tothe following important factors:

+ identifying the beneficiary, the ultimatepolicy provider and any assignment issues

+ the work covered (i.e. material, the productand/or the installation) and what is notcovered

+ protection periods, financial limitations andany insurance backed protection; and

+ express or implied conditions over futuremaintenance obligations.

The lead consultant can also provide advice tothe client that supplements feedback from theinsurers with the following considerations:

+ drawbacks of nomination of a supplier/contractor at such an early project stage

+ identifying the party who is authorised tosign off the completed works; and

+ criteria for managing a dispute during andafter completion of the works.

A poorly drafted warranty or one that reliesheavily on implied terms will provide littlecertainty as to the quality and performance ofthe design and specification. Nevertheless, thelead consultant is advised to measure theirpessimism against the effect of the agreementin practice.

A trade-based warranty can be offered by amanufacturer through a list of approvedinstallers. The express policy provider may bewith the sub-contractor and the link to thelarger corporate manufacturer is notestablished by the wording of the warrantyagreement. This is common industry practicefor some roofing systems, for example.However, the relative value of the proposedcontract between contractor and the client canbe low in comparison with the turnover of workbetween the contractor and their client’smanufacturer. Under these circumstances, thewarranty may have the effect of driving upquality.

Having sought appropriate specialist advice,the client may still be inclined to accept apoorly drafted standard warranty instead ofredrafting delays and inflated premiums. Anexperienced lead consultant can offerpragmatic advice in this respect.

7.3 Design method reviewThe review process is a constant taskundertaken by the designer and by the leadconsultant through their co-ordination andclient reporting role. The process of design will


affect how a design is presented as an answerto the brief. In preparing for detailed finaldesign, the experienced lead consultant willalso have an understanding of how prescriptiveor performance based design, and the use ofnomination and third party certification, canhave wider project consequences over themethod of works procurement and the optionsavailable for asset management and buildingmaintenance.

On smaller project work, a review of designmethod may be made as part of the conceptstage or as a concluding report during theinitial feasibility work.

The adaptation of performance based designmethods can have a profound impact on thechoice of the building contract used to executethe works. A detailed understanding of howthis occurs falls outside of the guidance.Nevertheless, the lead consultant is expectedto report on such matters at an early stage andreference should be made to the latest RICSguidance notes for their review.

A design review at this stage should be lessabout persisting assumptions in design andmore a technical appraisal of solutions chosenby the designer(s). Again, reference to asuitably experienced independent reviewer canhelp to validate the methodology of thedetailed design against the project brief. Thelead consultant should promote a ‘sensecheck’ against the detailed proposals and onsmaller projects this may prove to be oneprocess of review rather than a two stageoutline and detailed appraisal.

Checklist – Preparing for detailed design:

[ Identify areas of prescription andperformance

[ Identify methods of expressing quality andits verification

[ Assess the requirement for warranties andother design undertakings

[ Review design method and report.


8 Design production

Under traditional project design, thespecification moves from a performance relateddocument (with functional or spatial sub-division headings that respond to the briefingoutcomes) to a fully prescriptive text (in theory)at the detailed design stage using a commonarrangement of work sections (CAWS).

The lead consultant should identify residualareas of functional performance as part of areview procedure and determine how this workwill be presented in the subsequent tenderingstage in terms of provisional allowances orthrough contractual obligation, i.e. contractordesign.

The definition of a production specification isgiven by CPIC as:

‘Written information prepared by the designteam for use by the construction team, themain purpose of which is to define theproducts to be used, the quality of work, anyperformance requirements and the conditionsunder which the work is to be executed.’

The near universal of use of the CAWSconvention updated by CPIC in 2005 hasallowed practitioners to develop a familiarityand good initial understanding of a compliantthree part specification and in particular, thePreliminaries (Section One) and the materialsand workmanship or ‘preambles’ (Section Two)parts of the document.

The lead consultant should expect thespecification to communicate the following:

+ work that is specific to the project

+ descriptions and clause forms that promotepricing certainty and accuracy; and

+ the ability (or state otherwise) to orderproducts and materials.

Some of the pitfalls in drafting a specificationbased on an editable standard form arehighlighted previously. A concise draft offers

clarity to the reader and this can be achievedby observing the following associatedguidance:

+ avoid repetition

+ use generic descriptions in place ofnumerous examples; and

+ give justification for design only where thisassists understanding.

Past problems in identifying an appropriatelevel of workmanship detail have largely beensuperseded by the advent of the standardbuilding specification and the application of ICTdata based systems, such as the NBS.However, there remains a relatively limiteddegree of standard clause selection and thelead consultant may wish to include veryproject specific requirements that might bederived from the nature of the work, or aparticular need in the brief.

Workmanship can also form part of amanufacturer’s recommendations and may belinked into the conditions of a warranty orguarantee. The lead consultant should beaware that a balance needs to be struckbetween close control of the works andunnecessary provisions that lead to exclusionof otherwise competent sub-contractors.

The workmanship clause should first andforemost define the characteristics of thefinished work. A description of how to achievethe work risks straying into the unnecessaryprescription of the contractor’s ownresponsibilities, their chosen methods andliabilities for safe workings.

The lead consultant can choose to identifyareas of workmanship that are subject to pre-start sample and mock-up tasks by thecontractor. Such provision is a good method ofaddressing the more ambiguous qualities ofappearance (colour, texture, grain, consistency)that can otherwise require extensive detailed


descriptions. In addition to the potential forconsensus of interpretation between thespecifier and the contractor, the sample panelcan act as a measurable reference point usedsubsequently by the trade operatives.

The specification should cover, in sufficientdetail, those obligations envisaged by thebuilding contract. The lead consultant cananticipate the form of contract at a detaileddesign stage. However, there will be a need toreview these assumptions and update theproduction specification before it is issued as atender document.

The lead consultant should also be aware thatproduction specifications are not arecommended medium for exploringoutstanding work options, the ‘what if?’provisional clause or the excessive use of extraover provisions. When required, and used inconjunction with a standard form ofspecification, a significant mix and match(‘shopping list’) approach will inevitablyincrease the risk of the pitfalls highlightedabove.

8.1 Scheduling of worksFor the smaller project scheme, a schedule ofworks can be the ‘front line’ section of abuilding specification document, used by thecontractor for the submission of costs andrates.

In practice, some lead consultant’s maydiscover that it is the only section of thespecification read in advance by the tenderingcontractor. The lead consultant should takecare to ensure technical clarity by the full useof the conventions, language sets and standardreferencing discussed earlier.

The schedule of work should often fulfil thefollowing purposes in addition to the pricingrole:

+ product and material purchasing

+ for construction; and

+ quality control.

Such good practice does not mean however,that the document is presented in strict tradeorder using NRM without regard for the scale

or sequencing of work. The lead consultantmay be aware that an inexperienced client willstruggle to understand a fiercely structuredwork schedule in trade order and in theabsence of drawings, the Part 3 schedule maybe the only realistic reference point for theclient to make their own review of the finaldesign.

The skills of the lead consultant will be fullyexploited in the choice of format and thedrafting of the schedule or, if taking on a reviewrole of a co-designer’s document, in theconstructive criticism over their equivalentdecisions.

The preparation of a schedule of works forsmaller projects where drawings are limitedshould give emphasis to the following factors:

+ location reference by sub-heading andthrough item description

+ consistent trade order sequencing withinlocation headings

+ relevant and accurate cross reference tothe accompanying parts 1 and 2; and

+ clause drafting demonstrating location,purpose and technical description.

The structure of the schedule can reflect thegeneral class of the project works. Internalrepairs and alterations are often best coveredwith titled reference to locations and wherealterations do not involve significant changes ininternal building layout, the work could bereferenced on a room by room basis. Thisapproach would assist in the following ways:

+ thorough and comprehensive scoping ofthe works by the lead consultant

+ client understanding where drawings arelimited

+ clear direction for the contractor duringtheir limited time on site prior to tender;and

+ assessment of client-led variations.

The lead consultant may anticipate thepotential for excessive repetition and this canbe prevented by good planning of the clausewording, with cross reference to repair types.

For external work of a similar kind, theschedule can resort to elemental headings


beneath which the clauses are arranged intrade order. Existing buildings may demandearlier reference to location.

Work schedules for new extensions can bepresented in elemental order. This approachwould assist in the following ways:

+ identification of construction cost duringthe tender stage; and

+ post contract clarity (ordering and valuationtasks).

The CAWS elemental work sections arefrequently adopted in performancespecifications. The lead consultant may wish toconsider their use in the schedule of workssection of a largely prescriptive projectspecification where it has been determined andaccepted that a full and comprehensive designis not to be completed. The use of CAWS canhelp to give definition to the boundariesbetween types of work with different levels ofcompleted design. The elemental approachalso tends to provide a better medium ofcommunication with the client:

+ each clause to refer to a single trade withinthe CAWS definition

+ use of stated quantities that cannot bereasonably obtained from the contractor’ssite inspection; and

+ avoid repetition by drafting of clauses tofirst define the common attributes of a workitem and thereafter scheduling thedifference and identifying similarity in itemsbetween separate headings; replacing oneclause with a suitable cross reference.

8.1.1 Scheduling formsThe surveyor acting as lead consultant ischarged with bringing together a number ofproject information sources into a coherentdocument and there is the opportunity todetermine a format of schedule that can bereadily co-ordinated, that handles repetitionand provides additional spatial reference in asingle effective presentation. The commontypes of alternative form include:

+ accommodation schedules (finishes andfittings)

+ finishes schedules, based on finish typewith location reference

+ door and window schedules; and

+ specialist component schedules

8.1.2 Bill of Quantities (BOQ) andmeasurement standards

A fully detailed Bill of Quantities (BOQ)prepared during the pre-construction phase ofthe project is rare for the scale and nature ofprojects envisaged by this guidance.

The decline in the use of the BOQ over the last30 years has been significant. Clients havebecome increasingly concerned at theeffectiveness of the document, as fees forpreparation are scrutinised and it becamecommon practice for contractors to generatetheir own bill. Today, most contractors wouldbe genuinely surprised to see a fully detailedand comprehensive BOQ when asked to give acompetitive price for the type of worksanticipated here.

Why is this relevant to design andspecification? The answer lies in anunderstanding of both processes and thepractical interaction between them. Anexperienced quantity surveyor may well recallthat the application of their BOQ skills ofteninvolved taking an incomplete design andfinalising it with clear specification, presented ina standardised form which could be interpretedby the contractor.

At the heart of the BOQ was the standardmethod of measurement (now referred to asNRM – New Rules of Measurement); a protocolthat provides a comprehensive and structureddescription of typical work items using afamiliar technical language and at the end ofthe categorisation, assigns a unit ofmeasurement for the taking off process againstthe project scale drawings.

The lead consultant is advised to exercise suchdiscipline when preparing their specification orreviewing others. The legacy left by the BOQ isNRM and in particular, the strength of definitiongiven to the trade order and the descriptiveterminology.


8.2 Working (or production)drawings

Approved concept design drawings and agreedrevisions (if any) to the brief will allow thedesign of the larger project work to developwith the production of detailed layouts,sections and large scale construction detailing.The lead consultant should take thisopportunity to anticipate further co-ordinationissues between multiple designers and topromote a common systematic approach to thepreparation of the drawings.

The advance of ICT based information systemsis most advanced in the graphic medium andparticularly, the production of generalarrangement plans and of elevations andsections to a lesser extent. The CI/SfBclassification system has been widely adoptedfor architectural design and is one suchapproach.

The lead consultant may find that differentclassification systems (if any) are used bystructural, building services and otherconsultant disciplines. This should beestablished at an early stage for the largerproject schemes and the lead consultant canobtain a register of anticipated drawings fromeach designer source. Architectural workingdrawings fall into four broad categories:

+ general arrangement

+ assembly/detailing

+ component; and

+ location.

The production of assembly drawings, morefrequently referred to as ‘working details’ is theleast advanced form of ICT compatible designpresentations and the lead consultant may findthat the level of graphic detailing is limited or ifpresent, comes as a hand drawn sketch. Thelatter is not normally an issue providing thework is suitably cross referenced and co-ordinated.

The slower adoption of assembly typedrawings may be explained by the following:

+ poor detailing skills exercised by thecurrent designer community

+ disconnection between experienceddesigners who demonstrate a high degreeof skill in detailing and their poorknowledge of and/or less than enthusiasticattitude towards ICT

+ technical shortfalls in early ICT systems andtheir inability to co-ordinate drawninformation across graphics views (plans,elevations, sections); and

+ low returns of productivity in the use ofgraphic based ICT on smaller projects.

The provision of detailed notes on theproduction drawings can be difficult to controlwhere a project involves more than one majordesign resource. The lead consultant canchoose to restrict these notes to numeric crossreferences within a single specificationdocument. In this way, co-ordination is simplerand the risk of the contractor by-passing thespecification in favour of a relatively quickreference to the drawing is minimised. Strongreferencing back to a central specification willgive authority to the contents and avoidance ofthe provisions is not implied or otherwiseencouraged.

Robust standard detailing is a central source ofworking details developed as a database, withthe principal aim of achieving a minimum levelof regulatory compliance. The initiative hastaken hold possibly as a direct result of recenttrends in project documentation appearingwithout proper working details.

Incentives for the ICT preparation of fullworking drawings appear set to grow asportfolio owning clients become moreknowledgeable of BIM and other cradle tograve systems through their facilitiesmanagement advisers.

8.3 Reviews and auditsFor larger project work during detailed design,the lead consultant role is expected to includeregular meetings with the design team and thebenchmarking of key events.

A recommendation will need to be made to theclient for a tendering stage or other means oftaking the project forwards. The lead consultantmay wish to provide a context to the advice in


the form of a detailed design report. The reportmay need to address a number of the followingissues:

+ highlight design gaps, resilient uncertainty;review provisional and contingent sums;advise on risk management techniques

+ measure remaining design options againstcost

+ advise on project and external compliance

+ identify procurement methods in light ofachieved design levels

+ consider programme and further designresourcing; and

+ conclude on financial budgets and cashflow.

The co-ordination and review role undertakenby the lead consultant may involve identifyingwhere a project designer has resorted to apartial design solution, possibly contrary toagreed commission requirements. Suchdocuments are rarely labelled ‘PerformanceSpecification’. The lead consultant shouldquickly identify aspects of deferred design andthe following provide a list of commoncharacteristics found in the text to consider:

+ regular reference in critical works areas togeneral industry or trade guidance

+ products and materials identified by thesestandards as ‘to be approved’

+ significant testing, sampling and reliance onobtaining certification

+ high levels of provisional (defined orotherwise) and contingent allowances

+ general disregard given to definingattendance and builder’s work; and

+ reference to demonstrating complianceincluding the submission of calculations.

During the review process, the lead consultantshould report on costs and the broad range ofcompliance issues, sometimes involvingcommentary by more detailed design reportingfrom the design team as a supplement to themain report. The effective completion of theconcept stage should avoid the necessity for areview of the fundamentals.

The legitimacy of the review process can oftenbe enhanced by reference to a qualityassurance standard.

Checklist – Design production:

[ Determine the form and presentation of theproduction information

[ Manage the use of data based informationsystems for specification writing

[ Control and review document consistency,coverage and co-ordination

[ Identify change and manage within theproject environment

[ Review the design against the briefobjectives and the project outcomes

[ Report on detailed design and makerecommendations.


9 Towards building occupation

The detailed design is substantially completeand the lead consultant role moves on to theprocurement stage, construction and finalproject completion. The full project involvementof the surveyor as lead consultant is assumedhere and although this guidance goes nofurther than detailed design, the surveyor isencouraged to think about the critical linkbetween design practice, construction,occupation and total asset life cycle.

As an organisational entity, the project willinteract with the surrounding environment thatexists during the project’s own timeframe but itwill also influence what comes afterwards.

How much the project organisation caninfluence post completion factors will dependon the scale and complexity of the project.However, even in the creation of the simplestmaintenance projects, the lead consultant willfind opportunities to apply their role based onan understanding of the broader managementprocess, and an effective project organisationwith only a short lifespan can still generatemodel template behaviour for future projects.

9.1 Construction andcommissioning

This guidance has assumed that design issubstantially determined prior to theconstruction phase of the project. Given theclient’s commitment to front end design, theexperienced surveyor will recognise how bestpractice can lower construction risk but canalso establish a project environment withinwhich residual uncertainty can be managed.

Common sources of uncertainty can be foundin the following post-design phase:

+ changes in briefing outcomes

+ deviations in contractual obligations, duties,responsibilities and rewards

+ variants against initial complianceinterpretations

+ reactions to site revelations, reality checksagainst persistent assumptions; and

+ environmental changes external to theproject.

Some of these matters will be closed offthrough a best practice approach at finaldesign stage. Not all uncertainty can howeverfall within the control of the project team ortheir client and as has been previouslymentioned, some areas of risk managementmight attract a disproportionate cost offset.

The lead consultant will be better placed tomanage residual uncertainty if the projectenters the construction phase with theattributes and clarity described by thisguidance. In particular, the lead consultantshould be able to draw on the following:

+ a detailed brief against which change canbe measured

+ established clear and consistent lines ofcommunication within the project team

+ a project design history against whichchanges can be identified and recorded;and

+ a project culture that can acknowledgechange and is responsive.

Commissioning is a term closely associatedwith the building service system andinstallations. Nevertheless, the general ethosbehind the commissioning process isapplicable to the broader aspects ofconstruction completion, one of measuredverification against the project outcomes and inparticular, the technical specification.

The surveyor in the lead consultant role isadvised to review the specification and todetermine the extent and degree to whichoutcomes can be measured and verified inpractical terms. Issues under consideration caninclude the following:


+ What are the practical measures ofsuccessful performance apparent oncompletion?

+ When can these attributes be measuredeffectively?

+ Who is best placed to undertake thecommissioning process?

+ What provisions are in place for rectifyingnon-performance?

9.2 Facility managementThe degree to which management of the facilityinfluences the early definition of projectobjectives and outcomes will largely depend onwhether or not the final occupier is known tothe project team and their client.

For small projects involving maintenance andrepair of an existing occupied property, thelead consultant will be able to work closely, forexample, with a freehold owner occupier clientand if available, their property managementadvisers, from the scoping of the repairs tocommissioning of completed remedial works.This may be less technical than a largerscheme where planned maintenance regimesand complex specialist repair contractsabound. However, the relative influence againstthe scale of working in this class of project willbe similar and the lead consultant shouldassess and plan for the interaction at an earlystage.

An initially speculative project may involve thesudden application of very specific userrequirements during the course of the designand specification. To some extent, a surveyormay be able to use their experience at projectinception to judge the risk but a leadconsultant is advised to work closely with theclient’s marketing agents to determine broadstandards of facility.

Reference can be made to previouslycompleted projects in the local market, to theagent’s own market reports and their marketingmaterial and to national guidance that isintended to provide a standard for anticipatinga specific market use.

Wherever practical, the lead consultant shouldengage directly with the end user and their

management team, having regard to the projectclient’s requirements and their own serviceobligations.

The facilities manager (FM) will be able toadvise on the long term management cost andsustainability issues based around theestablished strategies for an existing propertyin the following fields:

+ occupational need

+ maintainability; and

+ fitness for purpose – measured throughwhole life costs.

The FM can assist in a regular feedbackprocess during the detailed design andspecification stage. The benchmarking of aproduct, service process or any constructionrelated activity can be done in conjunction withthe FM using their experience and data skills.The lead consultant can find out more aboutthe participation of the FM in the 2011 RICSguidance note The strategic role of facilitiesmanagement in business performance, 2ndedition.

Another source of longer term KPIs containedin the brief may be found from the specificmaintenance strategy adopted by the FM. Thelead consultant should bear this in mind whenadopting value engineering principles to theirdesign or reviewing others. Over engineering inthis context can lead to a compromising effecton maintainability and the FM should beconsulted in support of the decision makingprocess.

The RICS publication Building maintenance:strategy, planning and procurement givesbackground guidance on formulating policy andhow designs decision are key to that process.

9.3 Life cycles andperformance feedback

For those clients with an established whole lifecycle approach to their property, the leadconsultant can review their policy and pastproject work to determine previous criteria andthe likely level of client commitment for thespecific project in hand.


Clients may be open to the application of lifecycle practice who have little or no suchestablished policy but who express acommitment to whole life management in theirtrading or non-construction activities. This maybe introduced into the specific project as amodel approach for future constructionprocurement.

The lead consultant should exercise cautionnot to underestimate the level of resourceneeded to effectively adapt an existingsuperficial policy or indeed, to formulate a newframework of assessing cost (i.e. cost benefitanalysis) against the design and specificationof work over the whole life cycle.

Performance feedback can be seen as a sixstage process and the lead consultant whofollows through to project completion shouldanticipate a pre-emptive role in the followingtasks:

+ defining the process of post project review

+ establish information gathering procedures

+ undertake data collection

+ commence review exercises

+ provide conclusive summaries and developaction programmes; and

+ communicate lessons learned.


Bibliography

Surveyors with a lead consultant role over thewhole project term are advised to read thispublication in conjunction the latest companionguidance and professional informationpublished by RICS and, in particular, thefollowing:

+ Managing the design delivery (2012)

+ Development management (2009)

+ The management of risk (2000)

+ Developing an appropriate procurementstrategy

+ Contract administration (2011)

+ The strategic role of facilities managementin business performance (2011)

+ Public sector asset management guidelines(2008)

+ New rules of measurement – Order of costestimating and elemental cost planning

+ Building maintenance: strategy, policy andprocurement (2009)

+ Sustainability and the RICS property lifecycle (2009).

In addition, the guidance makes reference tothe following key external publications:

+ CABE Defining the brief (AdvisoryDocuments).

+ Architect’s job book, 8th edition, RIBA,2008.

+ Common arrangement of work sections(CAWS), 2nd edition, CPIC, 1997.

+ Production information: a code ofprocedure for the construction industry, 1stedition, CPIC, 2003.

+ Applying facilities expertise in buildingdesign, BRE, 2001.

+ Achieving whole life value, BRE, 2005.

+ Building Information Modelling (BIM) taskgroup website www.bimtaskgroup.orgDepartment of Business, Innovation andSkills.



Appendix 1: Lead consultant services

A range of professional services associated with the design and specification role undertaken by, or co-ordinated through, the lead consultant appointment and covered by this guidance. These services are abstracted from the list of services published by RICS for appointment purposes.

Basic core services are those activities common to the design and specification process.

Supplementary services are areas of work that apply to a specific project type or outcome and may be peripheral to activities covered in this guide.

Basic core services Supplementary services

GenerallyAttend client, design, project, site and other meetings as provided under the appointment.

Liaise with the client and the professional team to determine the client’s requirements and to develop the client’s brief. Establish review, approval, variation and reporting procedures. Prepare recommendations for the client’s approval.

Advise the client on specialist services, including consultants, contractors, sub-contractors and suppliers required in connection with the project.

Prepare regular reports. Advise the client of any decisions required and obtain authorisation.

Liaise with the professional team and advise the client on its obligations under the CDM Regulations.

Comply with the CDM Regulations insofar as they relate to the lead consultant appointment.

Advise the client on the selection, the terms of appointment and the fee structures for the professional team. Conduct negotiations with, and prepare and complete the forms of appointment for, the professional team.

Feasibility, building & measured surveys

Visit the site and review record drawings/information provided by the client. Prepare a written report for the client on the adequacy of the information supplied.

Carry out specialist investigations, arrange specialist access, commission testing on behalf of the client, obtain an engineering services review, drainage survey, etc.

Evaluate and report to the client with recommendations for any further investigation works.

Prepare a written report for the client describing the existing condition of the site/project and identifying any particular features that may affect the client’s future interest.



Assess the cause of any defects and prepare a written report for the client with recommendations for rectification work.

Advise on the employment of consultants/contractors to carry out rectification work. Inspect work on behalf of the client and on completion, prepare a written report.

Carry out or obtain a measured survey of the site and prepare survey drawings and other documents.

Undertake fire audits and surveys. Prepare recommendations for client approval.

Undertake or obtain asbestos surveys. Prepare recommendations for client approval.

Undertake or obtain accessibility surveys. Prepare recommendations for client approval.

Liaise with the client and professional team and prepare feasibility proposal(s) for the project including advice and recommendations on the technical feasibility of the works required, the quality standards, their approximate costs, design and programme and any statutory or other approvals. Prepare recommendations for client approval.

Advise the client on any statutory or other consents that may affect the feasibility proposals including planning, legal, building regulations and ownership/neighbourly matters.

Liaise with the client and the professional team and advise the client on alternative development options, including re-development, refurbishment or alterations.

Liaise with the client’s legal advisers and the professional team and advise the client on matters concerning ownership, including boundaries and technical rights (party walls, rights of way, etc.)

Advise on grants and other financial assistance applicable to the project.

Provide specialist services in connection with conservation works including historical/archaeological research and specialist recording. Carry out exceptional negotiations with statutory and non-statutory bodies.

Design

Liaise with the professional team and prepare a scheme design or similar report for the project.

Prepare and maintain a project execution plan or similar management tool.

Advise on the programme for the design and construction of the project.

Advise the client on demolition, strip out and enabling works required before the building contract.

Prepare (or have prepared) and submit planning, Building Regulations or other statutory applications. Conduct negotiations on behalf of the client.



Carry out exceptional negotiations with planning, building control and other statutory authorities.

Liaise with the professional team and identify any long delivery building components, materials and systems. Prepare a report for the client.

Liaise with the professional team and prepare detailed design proposals.

Liaise with the professional team and establish a structure and procedure for design and quality management. Establish reviews, approval, variations and reporting procedures. Prepare recommendations for client approval.

Prepare or obtain from the professional team, life cycle cost studies and estimates of annual running costs.

Advise the client on the need for staff resident on the site.

Advise on the cost of the project. Advise on the cost of alternative design and construction options.

Confirm the scope of the building contract to the client and advise on additional works required by third parties.

Carry out off-site inspections of sub-contractor and supplier premises.

Post design, construction and occupation

Provide services for the client or third party organisational move to new/alternative premises.

Provide services for the client or third party fitting out/direct works contracts.

Facilitate, set up and manage an electronic document management system.

Facilitate, set up and manage a value engineering exercise.

Prepare a programmed maintenance plan.


Date Subject

Location Reference

Attendees

Topic

1.0 Project introduction

1.1 Outline project description

1.2 Defining stakeholders

1.3 Critical success factors

2.0 The team/project resources

2.1 Roles and responsibilities – initial/forecast

2.2 Project directory and appointment planning

2.3 Communications

2.4 Relevant asset information/knowledge sources

3.0 Uncertainty and risk management

3.1 Initial risk registers and ownership

3.2 Feasibility requirements

3.3 Designer assessments

3.4 Contingency planning

4.0 Data management

4.1 Reliance and confidentiality

4.2 Document control systems

4.3 ICT protocols

5.0 Programme and cost management

5.1 Planning activities, milestones

5.2 Change control

5.3 Reporting requirements, sign off and approvals

Appendix 2: Briefing agenda


Topic

6.0 Summary and team review

7.0 Any other business

8.0 Date of next review meeting:

Circulation


Appendix 3: Initial design review

Initial design review

Page 1 of 5

Project title

Project stage

Client Construction value

Programme period Contract type

Designer 1 Designer 3

Designer 2 Other

Lead consultant

Reviewer 1

Reviewer 2

Date

1.0 The brief

Guide notes:

Is the brief defined?

Is the brief achievable?

Do the team members fully understand the client’s requirements and constraints?

Are the building areas defined?

Has the net to gross area been defined?

Has the previous project stage been signed off by the client – were there any caveats?

Information, drawings or action required:



Page 2 of 5

2.0 Response to site

Guide notes:

Brief

Concept robustness

Orientation

Plan, section and elevation

Entrance

Form and massing

Approach to sustainability

Approach to CDM


3.0 Response to building

Guide notes:

Brief

Concept robustness

Orientation

Plan, section and elevation

Entrance

Form and massing

Approach to sustainability

Approach to CDM




Page 3 of 5

4.0 Technical issues

Guide notes:

Is it buildable in the budget?

Coordination within the design team?

Low energy solutions for building fabric?

Technical solution for MEP including renewables?

Is it working (escape, toilet provision, lifts, etc.)?

How good is the quality of the outputs?

Have engineering technical reviews taken place?


5.0 Response to stakeholders

Guide notes:

Have planning authorities been consulted?

Have building control been consulted?

Have other stakeholders been consulted or involved?


6.0 Safety in design



Page 4 of 5

Guide notes:

Has a CDM-C been appointed?

What consideration has been given to limiting construction, maintenance and operational safety risks in our design?

Have safety aspects associated with material selection and detailing been considered?

Is plant access and maintenance provision adequate?


7.0 Contractual issues arising

Guide notes:

What is the programme?

What is the contract type?

What are the design and specification obligations?

Have they been fulfilled?

Information or action required:

8.0 Summary



Page 5 of 5

Any major actions required:

By when:

Any exemplar issues identified:

Any escalation necessary:

By when:

Other feedback:

By when:

Signatures:

Reviewer 1 ……………………………………………………………………

Reviewer 2 ……………………………………………………………………

Lead consultant to confirm they have ............................................................................................

read the review findings


Appendix 4: Design change request

Design Change Request

Employer: Lead consultant:

Project: Reference

Request no.

Issue date:

Section A – Details of the design change:

Reason for change:

Description of change:

Appended drawings and documents:

Section B – Cost and programme implications:

a) Implications (if any) on the established budgets with reasons:

b) Please separately identify changes to design fees.

c) Delay implications (if any) of instructing the change.

days

d) If applicable, latest date for instruction of this change so as not to cause a delay to the works.

Date:

Issue:

Client Lead consultant Designer 1 QS File

Designer 2 Designer 3 Stakeholder 1 Stakeholder 2 CDM coordinator

1 of 1

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RICS Professional Guidance, UK

1st edition, guidance note

GN 110/2013

Design and specification