RIBA Plan

After the solution has been agreed and funding allocated, a project is formed. The Terms of Reference defines the vision, charter, scope and deliverables for the project. It also provides the plan tree diagram, which is a summarized plan of the activities, resources and funding required to undertake the project. Finally, any risks, issues, planning assumptions and constraints are listed.

Goals in planning involve completing the project on time and under budget, with a high quality of workmanship. Determining and organizing available resources involves preparing contracts for sub-contractors and choosing a site superintendent. Daily correspondence with the site

Description of the impetus for proposed project, clear demonstration or statement of current practice (i.e. environmental scan) the gap or need identified, and detail of perceived value of project outcome.

A construction project should always start with a clear brief from the client. In order to obtain or write a clear brief it is advisable to follow a recognised process. An example of this would be the Royal Institute of Building Architects(RIBA). In 2013 the RIBA plan of work became the ultimate process for the building and construction industry.

The first step will be to look at the goals of the project, and align them with the mission of the company. Systematically, the project will be broken into phases: Planning, Organizing, Staffing, Directing, Coordinating, Budgeting, Evaluating, and Reporting. Each phase will be further broken down into tasks and placed into a work breakdown structure. From this view, one is able to see the entire project duration, critical path, and milestones. The Planning phase is integral in any project. This phase of the project defines project objectives, mission, goals, and approach. In addition, outlining key elements of the project is critical: performance expectations, risks analysis, and contingency plans. However, after completion

What are the boundaries of the project? What is to be included and what is to be excluded from the project?

‘Project management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements’ (Project Management Institute, 2009, p12). Once a project has been approved a project manager is assigned to the project, and ‘is expected to integrate all aspects of the project, ensure that the proper knowledge and resources are available when they are needed, and ensure that the results are produced in a timely, cost-effective manner’ (Meredith and Mantel, 2010, p5). In order to allow this to happen there are several key aspects of a project which need to be carefully thought out and controlled.

The nature and scope of a project is determined at the initiation stage. This involves analyzing the business needs, developing goals, budgets, tasks, deliverables, and the stakeholder analysis. The project planning stage determines the planning team, develops the scope, and identifies work breakdown structure and activities that will be needed to complete deliverables. The planning stage also estimates time and cost activities, develop schedule and risk plan, and gain formal approval for work to begin. The executing stage involves all processes used to meet the project requirement and involves managing people and resources. The process that entails the identification of potential problems and

Stage 0 is the first stage in the RIBA Plan of Work (Royal Institute Of British Architects, 2013), it is used mainly to establish a Business Case and a Strategic brief. A Business Case is often a document / presentation which explains the reason behind initiating a project, it is used to collate and analyse ideas and often includes information about cost and whether a project is economically viable. The strategic brief is to do within defining the client’s needs and requirements this document will provide a basis to start the Initial Project brief which comes under Stage 1.

In this work related project analysis various information will be for gathering information. Some of the areas that will be covered are; methods of searching, interviewing techniques to gather the information, agreement for articulating requirements, and strategies to gather information for computerization. Requirements must

Table of Contents Section I. II. III. Executive Summary Introduction Project Organization Organization Chart Project Responsibilities Staffing Plans IV. Management Process Management Objectives Priorities Monitoring/Controlling Mechanisms V. Technical Process Plan Computing System Project Plan Modification Process Computer Usage Policies Construction Guideline Support Project Acceptance Process Lessons Learned Documentation VI. Work Packages, Dependencies, Schedules & Budgets Work Packages Dependencies

1. Project assessment 1 – requiring you to do presentation and submit incident report, risk analysis and updated risk register

When choosing a type of procurement it is based on the clients experienced and knowledge of construction that the client has and there requirements. Once this has been decided then the relevant contracts can be drawn up outlining the relevant responsibilities shared and risk taken into consideration and also meeting the correct legislation and the Housing Grants, Construction and Regeneration Act 1996. With regards to the Housing Grants, Construction and Regeneration

• who will be responsible for planning and management of project operations as well as the roles of other bodies and organizations associated with the project

Another key area that is necessary for the successful completion of the client construction project is the organization for the site meetings. Through a properly planned and conducted site meeting, much can be accomplished since well planned meetings enhance positive achievement, (Shmueli, Pliskin & Fink, 2016, pg 400). However, meetings with no pre-planning will tend to accomplish very little, and always result into a waste of time which is one of the most valuable resources. According to (Shmueli, Pliskin & Fink, 2016, pg 399), for the construction project, personnel have the right to call on the meetings which can be convened by both the Principal Contractor and the organization’s Key Personnel such as the construction Manager, Project Manager, Estimator and the Accountant. In the meeting some of the most important issues that can be discussed comprise of the feasibility of the Project. Generally, feasibility of the any project is based on the project’s Tender Documents.