4.Project Management
4.1 Sustainability Management
- 4.1.1 Work Stage 0: Engineers Influence on the Brief.
- 4.1.1.1 The client will need to explain the sustainability ambitions of the project and the Design team to provide early advice on the options available.
- 4.1.1.2 Review local policy, regulations and standards applicable and acreditation credits.
- 4.1.1.3 Review potencial regulation changes or policies that can affect the scheeme in the future and investigate oportunities.
- 4.1.1.4 Consider Offseting last option. Review oportunities: Using less material, specifying low carbon materials, reusing structural systems and/or components.
- 4.1.1.5 Consider Client Aspirations and Goals and engineer to adapt environmental agenda to theirs. [Dismountability can be explained as a hight speed construction scheeme].
- 4.1.1.6 Reducing Costs to the client implies that a reuse and adaptation can be seen as a economic option and has many advatages in terms of carbon.
- 4.1.1.7 If maintanence costs are a concern to a client, then investing in construction and materials that will last longer, may be a common objective.
- 4.1.1.8 Using natural materials like Timber can be seen as providing high quality spaces and perhaps integrated in nature and low carbon filosophy.
- 4.1.1.9 Using Timber panels has the adantage that they can be reused in other buildings and also they can be re-adapted.
- 4.1.1.10 The appointment should specify carefully the role of the S. Engineer in the project and also client should observe the extra cost this role implies. Alternatively a Low Carbon assessor can be appointed separatelly.
- 4.1.1.11 GLA Greater London authority requires a WLC analysis report submitted for medium to large projects. This is an extra scope of work and the client need to allow for it.
- 4.1.1.12 Planning Conditions often require a high level BREEAM certification.
- 4.1.2 Work Stage 1: Preparation and Briefing
- 4.1.2.1 The Design Team to initiate a coordinated journey includding the client on Sustainability matters. Structural engineer to make sure that design team is aware of all the structural options and oportunities.
- 4.1.2.2 Structural Engineers to advise the client about the appontment of a LCA role,
- 4.1.2.3 The Structural engineer to use benchmarks for similar type of scheemes and provide relevant options to the scheeme .
- 4.1.2.4 Prioritise refurbishment options. Provide Carbon preliminary calculations to allow for comparative analysis. Bring benchmarks from existign projects.
- 4.1.2.5 Maximise reuse opportunities. Inform Client of offsetting costs and reiterate hierarchy for Net Zero design
- 4.1.2.6 Talk to client and consider adaptation, via strengthening exiting members so existing structures can be reutilized.
- 4.1.2.7 Align carbon Strategy with Client Ambitions. Brief Sustainability Outcomes.
- 4.1.2.8 Avoid basement construction, Reduce overall weight and seek for lower carbon foundation solutions.
- 4.1.2.9 Consultancy firms need to be aware of the level of involvement in sustainability and nominate a qualified resource to follow that process.
- 4.1.3 Work Stage 2: Concept Design [IMG]
- 4.1.3.1 Enabling Low Carbon Design. Materiality Carbon Targets
- 4.1.3.2 Initiate coordination with the rest of the design Team on Carbon aspirations and balance between different parts of the building.
- 4.1.3.3 Engage with planners to understand the long term vision for the area.
- 4.1.3.4 Focus on Circularity, Consider dismount ability
- 4.1.3.5 Prioritise whole building longevity and reuse, component reuse, and then material recovery for recycling.
- 4.1.3.6 Review project to avoid long spans, transfers. Reduce unnecessary use of material.
- 4.1.3.7 Consider standardization opportunities regular spans etc, Cross check savings and potential reuse of material.
- 4.1.3.8
- 4.1.4 Work Stage 3: Spatial Coordination
- 4.1.4.1 Challenge the structure to see if there opportunities to influence the Operational Carbon via adapting design. Agree with Design Team method of carbon tracking compatible with the rest of design team approach.
- 4.1.4.2 Engineers start Modules A1-5 to undertake comparative analysis between different options. Carbon calculations to include demolition and enabling works. See Reference []
- 4.1.4.3 Report on the scope of your calculations
- 4.1.4.4 Communicate with the design team and the client on your progress and decisions, so savings can be coordinated.
- 4.1.4.5 Establish Carbon requirements during the tendering process.
- 4.1.4.6 Share sustainability Report with contractor so they are aware of the ambitions and priorities of the project.
- 4.1.4.7 Transfer responsibility to specialist designers. They can offer more optimum solutions. [Check Carbon impacts for using Modular, precast etc.]
- 4.1.5 Work Stage 4: Technical Design
- 4.1.5.1 Value engineering activities with the novated contractor are often required.
- 4.1.5.2 Check Material supply in the area and check the carbon impacts if you include transport carbon cost.
- 4.1.5.3 Engage with Contractor and Supply chain to have more information biased on certified data.
- 4.1.5.4 Check with client if there are insurance related issues, or cost associated linked to the use of certain materials.
- 4.1.5.5 Identify opportunities for reduction at every stage.
- 4.1.6 Work Stage 5: Manufacturing and Construction
- 4.1.6.1 Align specification to embodied carbon assessment assumptions. Refer to industry guidance on specifying low carbon Steel or concrete. Leave flexibility to concrete mix designer to achieve low carbon solutions.
- 4.1.6.2 Always request Certified Environmental Product declarations from suppliers
- 4.1.6.3 Discuss Specifications with contractors to understand limitations and opportunities. Safeguard sustainability measures against value engineering or programme pressures.
- 4.1.7 Work Stage 6: Handover
- 4.1.7.1 Real Calculation of the embodied carbon based on EPD's
- 4.1.7.2 Share results to industry databases
- 4.1.7.3 This is only one step to NZCB, just take your notes about this project and apply your experience here to the next project.
- 4.1.8 Work Stage 7: Use
- 4.1.8.1 Ensure BIM incorporated all relevant information for maintenance, dismount ability and demolition.
- 4.1.8.2 Ensure there is a plan for responsibly disposing Biogenic materials to avoid end of life emissions.
4.2 External Management [RIBA Plan of Work]
- 4.2.1 Work Stage 0: Strategic Definition
- 4.2.1.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.1.1.1 The best means of achieving the Client Requirements confirmed.
- 4.2.1.1.2 If the outcome determines that a building is the best means of achieving the Client Requirements, the client proceeds to Stage 1.
- 4.2.1.2 Core tasks during the stage [RIBA PoW]
- 4.2.1.2.1 Prepare Client Requirements;
- 4.2.1.2.2 Develop Business Case for feasible options including review of Project Risks and Project Budget;
- 4.2.1.2.3 Ratify option that best delivers Client Requirements;
- 4.2.1.2.4 Review Feedback from previous projects and
- 4.2.1.2.5 Appraisals
- 4.2.1.2.6 Undertake Site Appraisals.
- 4.2.1.2.7 (NB No design team required for Stages 0 and 1. Client advisers may be appointed to the client team to provide strategic advice and design thinking before Stage 2 commences.)
- 4.2.1.3 Core Statutory Processes during the stage [RIBA PoW]
- 4.2.1.3.1 (Planning Building Regulations Health and Safety [CDM])
- 4.2.1.3.2 Strategic appraisal of Planning considerations.
- 4.2.1.4 Procurement Route [RIBA PoW]
- 4.2.1.4.1 (Traditional, Design and Build Single Stage, Design and Build Two Stage, Management Contract/Construction Management and Contractor-led)
- 4.2.1.4.2 Appoint client team
- 4.2.1.5 Information Exchanges at the end of the stage [RIBA PoW]
- 4.2.1.5.1 Client Requirements and Busines Case.
- 4.2.1.6 Structural Engineers Input:
- 4.2.1.6.1 Early advice if the site is adjacent to Network Rail, London Underground etc. assets.
- 4.2.1.6.2 Early advice if the site is adjacent to a river, watercourse or coastal area.
- 4.2.1.6.3 Early unexploded ordnance advice if the site is either an inner-city site, greenfield or had a previous military use, obtain specialist advice.
- 4.2.1.6.4 Early structural advice regarding building form and possible foundations.
- 4.2.1.6.5 Architectural Integration of the Structure [Initial discussions and aspirations]
- 4.2.1.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.2 Work Stage 1: Preparation [Execution Plan] and Briefing
- 4.2.2.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.2.1.1 Project Brief approved by the client and confirmed that it can be accommodated on the site.
- 4.2.2.2 Core tasks during the stage [RIBA PoW]
- 4.2.2.2.1 Prepare Project Brief including Project Outcomes and Sustainability Outcomes, Quality Aspirations and Spatial Requirements:
- 4.2.2.2.2 Undertake Feasibility Studies:
- 4.2.2.2.3 Agree Project Budget:
- 4.2.2.2.4 Source Site Information including Site Surveys:
- 4.2.2.2.5 Prepare Project Programme and
- 4.2.2.2.6 Prepare Project Execution Plan.
- 4.2.2.2.7 (NB No design team required for Stages 0 and 1. Client advisers may be appointed to the client team to provide strategic advice and design thinking before Stage 2 commences.)
- 4.2.2.3 Core Statutory Processes during the stage [RIBA PoW]
- 4.2.2.3.1 (Planning Building Regulations Health and Safety [CDM])
- 4.2.2.3.2 Source pre-application Planning Advice Initiate collation of health and safety Pre-construction Information
- 4.2.2.4 Procurement Route [RIBA PoW]
- 4.2.2.4.1 (Traditional, Design & Build Single Stage, Design & Build Two Stage, Management Contract/Construction Management and Contractor-led)
- 4.2.2.4.2 Appoint client team (if not completed in Work Stage 0)
- 4.2.2.5 Information Exchanges at the end of the stage [RIBA PoW]
- 4.2.2.5.1 Project Brief Feasibility
- 4.2.2.5.2 Studies Site Information
- 4.2.2.5.3 Project Budget
- 4.2.2.5.4 Project Programme
- 4.2.2.5.5 Procurement Strategy
- 4.2.2.5.6 [DRM] Design Responsibility Matrix
- 4.2.2.5.7 [PIR] Project Information Requirements
- 4.2.2.5.8 [EIR] Exchange Information Requirements
- 4.2.2.5.9 [DP] Design Program
- 4.2.2.5.10 [ECP] External Communication Plan
- 4.2.2.5.11 Client to provide Project Brief
- 4.2.2.5.12 Lead Designer to provide Site information.
- 4.2.2.5.13 Expectations: Clearly agree upon and define expectations for each member of the multidisciplinary team and at each design stage.
- 4.2.2.5.14 Design contingencies and design risk assessment: Conduct assessments at every design stage.
- 4.2.2.6 Structural Engineers Input:
- 4.2.2.6.1 Obtain information on Local drainage asset details, site outfalls, Tunnel searches etc.
- 4.2.2.6.2 Early advice if the site is adjacent to Network Rail, London Underground etc. assets.
- 4.2.2.6.3 Early advice if the site is adjacent to a river, watercourse or coastal area.
- 4.2.2.6.4 Early unexploded ordnance advice if the site is either an inner-city site, greenfield or had a previous military use, obtain specialist advice.
- 4.2.2.6.5 Early structural advice regarding building form and possible foundations.
- 4.2.2.6.6 Research of archive structural information if the development includes an existing building. (contact Local Authority archives or existing engineer if known)
- 4.2.2.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.3 Work Stage 2: Concept Design
- 4.2.3.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.3.1.1 Architectural concept approved by the client and aligned to the Project Brief.
- 4.2.3.1.2 The brief remains .live. during Stage 2 and is derogated in response to the Architectural Concept
- 4.2.3.2 Core tasks during the stage [RIBA PoW]
- 4.2.3.2.1 Prepare Architectural Concept incorporating Strategic Engineering requirements and aligned to Cost Plan, Project Strategies and Outline Specification:
- 4.2.3.2.2 Agree Project Brief Derogations:
- 4.2.3.2.3 Undertake Design Reviews with client and Project Stakeholders and
- 4.2.3.2.4 Prepare stage Design Programme
- 4.2.3.3 Core Statutory Processes during the stage [RIBA PoW]
- 4.2.3.3.1 (Planning Building Regulations Health and Safety [CDM])
- 4.2.3.3.2 Obtain pre-application Planning Advice:
- 4.2.3.3.3 Agree route to Building Regulations compliance and
- 4.2.3.3.4 Option to submit outline Planning Application.
- 4.2.3.4 Procurement Route [RIBA PoW]
- 4.2.3.4.1 (Traditional, Design & Build Single Stage, Design & Build Two Stage, Management Contract/Construction Management and Contractor-led)
- 4.2.3.4.2 Design & Build Two Stage - issue Employers Requirements.
- 4.2.3.4.3 Management Contract/Construction - appoint Contractor.
- 4.2.3.4.4 Management and Contractor-led - issue Employers Requirements.
- 4.2.3.5 Information Exchanges at the end of the stage [RIBA PoW]
- 4.2.3.5.1 Project Brief Derogations:
- 4.2.3.5.2 Signed off Stage Report:
- 4.2.3.5.3 Project Strategies:
- 4.2.3.5.4 Outline Specification and
- 4.2.3.5.5 Cost Plan
- 4.2.3.5.6 Confirm DRM,
- 4.2.3.5.7 Initiate Cost Plan
- 4.2.3.6 Structural Engineers Input:
- 4.2.3.6.1 Early discussions with Network Rail, London Underground etc. if the site is adjacent to their assets.
- 4.2.3.6.2 Early discussions with the Environmental Agency and Local Authorities if the site is adjacent to a river, watercourse or in a coastal area.
- 4.2.3.6.3 Early negotiations with the Local Authority for drainage discharge rates and outfall positions.
- 4.2.3.6.4 Confirm the minimum structural grade of any basements, lift pits, tanks etc. required and what architectural enhancements are required for areas such as electrical switch rooms, habitable rooms etc.
- 4.2.3.6.5 Desk top study report for any unexploded ordnance from a specialist consultant. (Even if the site is a green field site its previous use or location UXB could still be a risk.)
- 4.2.3.6.6 Produce a Designers Risk Assessment applicable for a Stage 2 design, this is the Health and Safety risks specific to the proposed design, these are construction risks and not financial which is dealt with below. (This covers abnormal risks resulting from the design concept, it is not to include general construction risks which are the responsibility of the Contractor.) [this document is a live document and must be updated at each stage as the design progresses]
- 4.2.3.6.7 Produce a list of elements not designed at this stage which may have a financial implication to the project, this list should go into the Cost Consultants cost risk report. Financial risks could include assumptions made for foundations without the benefit of a site investigation report. (This list of financial design risks included in the Stage 2 report produced at the end of this stage will be the developed in the following Stage 3 report to ensure that the financial design risks are more developed for the tendering of the project.) [ these financial risks remain as a live document that is reviewed at each stage to be eliminated as the design progresses]
- 4.2.3.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.4 Work Stage 3: Spatial Coordination
- 4.2.4.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.4.1.1 Architectural and engineering information spatially coordinated.
- 4.2.4.2 Core tasks during the stage [RIBA PoW]
- 4.2.4.2.1 Undertake Design Studies, Engineering Analysis and Cost Exercises to test Architectural Concept resulting in Spatially Coordinated design aligned to updated Cost Plan, Project Strategies and Outline Specification:
- 4.2.4.2.2 Initiate Change Control Procedures and
- 4.2.4.2.3 Prepare stage Design Programme
- 4.2.4.3 Core Statutory Processes during the stage [RIBA PoW]
- 4.2.4.3.1 (Planning Building Regulations Health and Safety [CDM])
- 4.2.4.3.2 Review design against Building Regulations Prepare and submit Planning Application.
- 4.2.4.3.3 (Planning Note: Planning Applications are generally submitted at the end of Stage 3 and should only be submitted earlier when the threshold of information required has been met. If a Planning Application is made during Stage 3, a mid-stage gateway should be determined, and it should be clear to the project team which tasks and deliverables will be required.)
- 4.2.4.4 Procurement Route [RIBA PoW]
- 4.2.4.4.1 (Traditional, Design & Build Single Stage, Design & Build Two Stage, Management Contract/Construction Management and Contractor-led)
- 4.2.4.4.2 Design & Build Two Stage - Commencement of Pre-contract services agreement.
- 4.2.4.4.3 Management and Contractor-led - Commencement of Preferred bidder.
- 4.2.4.5 Information Exchanges at the end of the stage [RIBA PoW]
- 4.2.4.5.1 Signed off Stage Report
- 4.2.4.5.2 Project Strategies
- 4.2.4.5.3 Updated Outline Specification:
- 4.2.4.5.4 Updated Cost Plan and
- 4.2.4.5.5 Planning Application
- 4.2.4.6 Structural Engineers Input:
- 4.2.4.6.1 Geotechnical Site Investigation results should inform the foundation design, concrete mix design and from part of the information provided for the Contractor to price his temporary works design if applicable.
- 4.2.4.6.2 Results of the tunnel searches should be reflected in the Stage 3 design.
- 4.2.4.6.3 Discussions with Network Rail, London Underground etc. should continue if applicable, any design constraints agreed to date should be reflected in the Stage 3 design.
- 4.2.4.6.4 Discussions with Environmental Agency and Local Authorities should continue if applicable, any design constraints agreed to date should be reflected in the Stage 3 design.
- 4.2.4.6.5 Drainage discharge rates and outfall positions agreed with the Local Authority during the Stage 2 design period should be reflected in the Stage 3 design with the initial drainage scheme developed further to be issued for costings.
- 4.2.4.6.6 Undertake a co-ordination exercise with the Architect and Services Engineer to ensure that the three disciplines are co-ordinated, this is likely to be the co-ordination of the Revit model and a clash detection exercise. This co-ordination exercise is important to be concluded prior to progressing on to the stage 4 design.
- 4.2.4.6.7 Confirm the minimum structural grade of any basements, lift pits, tanks etc. required and what architectural enhancements are required for areas such as electrical switch rooms, habitable rooms etc.
- 4.2.4.6.8 Discuss striking and un-propping of concrete structures with Contractor to align concrete curing strengths with Contractor's programme, additional early concrete cube strength results may be required to ensure that the early striking of formwork does not compromise the structural integrity of the concrete frame.
- 4.2.4.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.5 Work Stage 4: Technical Design
- 4.2.5.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.5.1.1 All design information required to manufacture and construct the project completed
- 4.2.5.1.2 (NB: Stage 4 will overlap with Stage 5 on most projects.)
- 4.2.5.2 Core tasks during the stage [RIBA PoW]
- 4.2.5.2.1 Develop architectural and engineering technical design
- 4.2.5.2.2 Prepare and coordinate design team Building Systems information
- 4.2.5.2.3 Prepare and integrate specialist subcontractor Building Systems information and
- 4.2.5.2.4 Prepare stage Design Programme
- 4.2.5.2.5 (NB: Specialist subcontractor designs are prepared and reviewed during Stage 4)
- 4.2.5.3 Core Statutory Processes during the stage [RIBA PoW]
- 4.2.5.3.1 (Planning Building Regulations Health and Safety [CDM])
- 4.2.5.3.2 Submit Building Regulations Application:
- 4.2.5.3.3 Discharge pre-commencement Planning Conditions:
- 4.2.5.3.4 Prepare Construction Phase Plan and
- 4.2.5.3.5 Submit form F10 to HSE if applicable.
- 4.2.5.3.6 (F10 is the form submitted to the Health and Safety Executive (HSE) of a notifiable construction project- this is submitted by the Principal Designer)
- 4.2.5.4 Procurement Route [RIBA PoW]
- 4.2.5.4.1 (Traditional, Design & Build Single Stage, Design & Build Two Stage, Management Contract/Construction Management and Contractor-led)
- 4.2.5.4.2 Traditional - Tender and appoint Contractor
- 4.2.5.4.3 Design & Build Single Stage - Employers requirements, Contractor's proposals and appoint Contractor.
- 4.2.5.4.4 Design & Build Two Stage - Completion of Pre-contract services agreement,
- 4.2.5.4.5 Contractor's proposals and appoint Contractor.
- 4.2.5.4.6 Contractor-led - Completion of Preferred bidder, Contractor's proposals and appoint Contractor.
- 4.2.5.5 Information Exchanges at the end of the stage [RIBA PoW]
- 4.2.5.5.1 Manufacturing Information:
- 4.2.5.5.2 Construction Information:
- 4.2.5.5.3 Final Specifications:
- 4.2.5.5.4 Residual Project Strategies and
- 4.2.5.5.5 Building Regulations Application
- 4.2.5.6 Structural Engineers Input:
- 4.2.5.6.1 Discussions with Network Rail, London Underground etc. should continue if applicable, any design constraints agreed to date should be reflected in the Stage 4 design.
- 4.2.5.6.2 Discussions with Environmental Agency and Local Authorities should continue if applicable, any design constraints agreed to date should be reflected in the Stage 4 design.
- 4.2.5.6.3 Drainage discharge rates and outfall positions agreed with the Local Authority during the Stage 2 and 3 design periods should be reflected in the Stage 4 design with the Stage 3 drainage scheme developed further to a construction standard.
- 4.2.5.6.4 Complete the co-ordination exercise with the Architect and Services Engineer to ensure that the three disciplines are co-ordinated, this is likely to be the co-ordination of the Revit model and a clash detection exercise. This co-ordination exercise is important to be concluded during the stage 4 design period.
- 4.2.5.6.5 Discuss with the appointed contractor their erection sequence and confirm if there are special requirements for un-propping or jacking of steelwork and/or concrete structures. (These abnormal erection procedures should be included in the designers risk assessment.)
- 4.2.5.6.6 Discuss striking and un-propping of concrete structures with Contractor to align concrete curing strengths with Contractor's programme, additional early concrete cube strength results may be required to ensure that the early striking of formwork does not compromise the structural integrity of the concrete frame. (These abnormal striking and un-propping procedures should be included in the designers risk assessment.)
- 4.2.5.6.7 Discuss with the appointed contractor their temporary works scheme for any elements requiring temporary support or restraint during both the demolition and enabling works period (if applicable) or during the construction period.
- 4.2.5.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.6 Work Stage 5: Manufacturing and Construction
- 4.2.6.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.6.1.1 Manufacturing, construction and Commissioning completed
- 4.2.6.1.2 There is no design work in Stage 5 other than responding to Site Queries
- 4.2.6.1.3 (NB: RIBA states no design work during this stage, however there may be structural design required due to site unforeseen events, Contractor errors, Client changes, Architectural changes, procurement issues.)
- 4.2.6.2 Core tasks during the stage [RIBA PoW]
- 4.2.6.2.1 Finalise Site Logistics:
- 4.2.6.2.2 Manufacture Building Systems and construct building:
- 4.2.6.2.3 Monitor progress against Construction Programme:
- 4.2.6.2.4 Inspect Construction Quality:
- 4.2.6.2.5 Resolve Site Queries as required:
- 4.2.6.2.6 Undertake Commissioning of building and
- 4.2.6.2.7 Prepare Building Manual.
- 4.2.6.2.8 (NB: Building handover tasks bridge Stages 5 and 6 as set out in the RIBA Plan for Use Strategy.)
- 4.2.6.3 Core Statutory Processes during the stage [RIBA PoW]
- 4.2.6.3.1 (Planning Building Regulations Health and Safety [CDM])
- 4.2.6.3.2 Carry out Construction Phase Plan:
- 4.2.6.3.3 Comply with Planning Conditions related to construction.
- 4.2.6.4 Procurement Route [RIBA PoW]
- 4.2.6.4.1 (Traditional, Design & Build Single Stage, Design & Build Two Stage, Management Contract/Construction Management and Contractor-led)
- 4.2.6.4.2 Completed at this stage.
- 4.2.6.5 Information Exchanges at the end of the stage [RIBA PoW]
- 4.2.6.5.1 Building Manual including Health and Safety File and Fire Safety Information:
- 4.2.6.5.2 Practical Completion certificate including Defects List and
- 4.2.6.5.3 Asset Information.
- 4.2.6.5.4 (NB: If Verified Construction Information is required, verification tasks must be defined.)
- 4.2.6.6 Structural Engineers Input:
- 4.2.6.6.1 Undertake site inspections during the construction period and produce an ongoing Non-Conformance register (snagging list) highlighting items of constructions that require remedial works or that do not comply with the Employers Requirements document. (This document should be based on a traffic light system, green for items completed, amber for items with a solution agreed but as yet not completed and red for items that have no solution agreed and are outstanding.)
- 4.2.6.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.7 Work Stage 6: Handover
- 4.2.7.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.7.1.1 Building handed over.
- 4.2.7.1.2 Aftercare initiated and Building Contract concluded
- 4.2.7.2 Core tasks during the stage [RIBA PoW]
- 4.2.7.2.1 Hand over building in line with Plan for Use Strategy:
- 4.2.7.2.2 Undertake review of Project Performance:
- 4.2.7.2.3 Undertake seasonal Commissioning:
- 4.2.7.2.4 Rectify defects:
- 4.2.7.2.5 Complete initial Aftercare tasks including light touch and
- 4.2.7.2.6 Post Occupancy Evaluation.
- 4.2.7.2.7 (NB: Building handover tasks bridge Stages 5 and 6 as set out in the RIBA Plan for Use Strategy.)
- 4.2.7.3 Core Statutory Processes during the stage [RIBA PoW]
- 4.2.7.3.1 (Planning Building Regulations Health and Safety [CDM])
- 4.2.7.3.2 Comply with Planning Conditions as required.
- 4.2.7.4 Procurement Route [RIBA PoW]
- 4.2.7.4.1 (Traditional, Design & Build Single Stage, Design & Build Two Stage, Management Contract/Construction Management and Contractor-led)
- 4.2.7.4.2 Completed at this stage.
- 4.2.7.5 Information Exchanges at the end of the stage [RIBA PoW]
- 4.2.7.5.1 Feedback on Project Performance:
- 4.2.7.5.2 Final Certificate and
- 4.2.7.5.3 Feedback from light touch Post Occupancy Evaluation
- 4.2.7.6 Structural Engineers Input:
- 4.2.7.6.1 Undertake a final site inspection and assess against the Non-Conformance register noted above and provide a letter to the client/project manager confirming that subject to any outstanding Non-Conformance items being completed the structure complies with the Employers Requirements document.
- 4.2.7.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.8 Work Stage 7: Use
- 4.2.8.1 Stage outcome at the end of the stage [RIBA PoW]
- 4.2.8.1.1 Building used, operated and maintained efficiently.
- 4.2.8.1.2 (NB: Stage 7 starts concurrently with Stage 6 and lasts for the life of the building.)
- 4.2.8.2 Core tasks during the stage [RIBA PoW]
- 4.2.8.2.1 Implement Facilities Management and Asset Management:
- 4.2.8.2.2 Undertake Post Occupancy Evaluation of building performance in use, and
- 4.2.8.2.3 Verify Project Outcomes including Sustainability Outcomes
- 4.2.8.2.4 (NB: Adaptation of a building (at the end of its useful life) triggers a new Stage 0)
- 4.2.8.3 Core Statutory Processes during the stage [RIBA PoW]
- 4.2.8.3.1 (Planning Building Regulations Health and Safety [CDM])
- 4.2.8.3.2 Comply with Planning Conditions as required.
- 4.2.8.4 Procurement Route [RIBA PoW]
- 4.2.8.4.1 (Traditional, Design & Build Single Stage, Design & Build Two Stage, Management Contract/Construction Management and Contractor-led)
- 4.2.8.4.2 Appoint Facilities Management and Asset Management teams, and strategic advisers as needed.
- 4.2.8.5 Information Exchanges at the end of the stage [RIBA PoW]
- 4.2.8.5.1 Feedback from Post Occupancy Evaluation, and
- 4.2.8.5.2 Updated Building Manual including Health and Safety File and Fire Safety Information as necessary
- 4.2.8.6 Structural Engineers Input:
- 4.2.8.6.1 Undertake an end of defects liability period site inspection and assess against the Non-Conformance register noted in Work Stages 5 and 6 above and provide a letter to the client/project manager confirming that subject to any outstanding Non-Conformance items being completed the structure complies with the Employers Requirements document.
- 4.2.8.6.2 Usually, the only other structural input at this stage is either working on behalf of a tenant undertaking structural changes as part of this fit out works or acting on behalf of the client checking tenant proposals.
- 4.2.8.1 Stage outcome at the end of the stage [RIBA PoW]
4.3 Internal Management
- 4.3.1 Tender Submissions for Engineering Works. Scope Schedule, Resource Planning, Workforce Required Schedule and Cash flow [IMG]
- 4.3.1.1 Once the scope of works is finalized, the required resources and durations for each phase must be defined. Resource competency and relevant experience should be demonstrated to ensure effective project delivery.
- 4.3.1.2
- 4.3.1.3
- 4.3.2 Structural Engineers Contract [Scope of works / Design Responsibility Matrix / Delivery Program] [image]
- 4.3.2.1 ACE Standard Conditions
- 4.3.2.2 The ROLE and SCOPE of the structural engineer must be clearly defined before entering into a contractual agreement. Structural engineers should assess potential risks associated with their scope and price their services accordingly.
- 4.3.2.3 The Design Responsibility Matrix (DRM) is an essential tool for defining roles and responsibilities among consultants and contractors, especially in projects involving novation. It typically outlines levels of detail and specification types, ensuring clarity in design scope and responsibilities:
- 4.3.2.4 A) Prescriptive Specification No design required by the contractor. B). Performance Specification Not in Context design required by the specialist contractor. C). Performance Specification In Context Design required by the specialist contractor.
- 4.3.2.5 The DRM serves as the contractual foundation for all consultants and contractors, ensuring alignment and accountability across the project team.
- 4.3.2.6
- 4.3.3 Project Plan
- 4.3.3.1 The Project Plan outlines the strategy and framework for executing and managing the project. It serves as the guiding document for the project director and should provide comprehensive details to enable smooth leadership transition if a new director takes over.
- 4.3.3.2 This plan acts as a roadmap for the project team, stakeholders, and all involved internal parties, detailing the objectives, scope, timeline, resources, deliverables, and processes required to meet the project's goals.
- 4.3.4 The Project Plan will reference the following: [IMG]
- 4.3.4.1 Contact Details - Information for all relevant project stakeholders.
- 4.3.4.2 Communication Plan - A strategy for how information will be shared and communicated.
- 4.3.4.3 Contractual Information - Key details and terms of the project contract.
- 4.3.4.4 Financial Performance Objectives and Performance - Planned project costs, anticipated profit, and contingency plans.
- 4.3.4.5 Technical Approach - The methodology and technical strategy for the project.
- 4.3.4.6 Allocated Resources and Responsibilities - Clear distribution of resources and individual responsibilities.
- 4.3.4.7 Quality Assurance Plan - Including peer reviews and other quality checks.
- 4.3.4.8 Quality Control Plan - Strategies to ensure the project meets defined quality standards.
- 4.3.4.9 Regulatory Documents and References - Relevant legal and regulatory requirements.
- 4.3.4.10
- 4.3.5 Structural Design program (RIBA Stages)
- 4.3.5.1 The project program must be clearly defined before the engineer commits to any contractual documents. The allocation of engineering resources is directly tied to the delivery schedule.
- 4.3.5.2 The RIBA Plan of Work provides an industry-standard framework in the UK and should guide the project program. Adherence to this structure ensures consistency and alignment across all stages of the project.
- 4.3.6 Budgeting, invoice schedule
- 4.3.6.1 Given the extended duration and multiple stages of most construction projects, resource allocation will vary over time and must be costed accordingly. An invoice schedule should be established to ensure consistent cash flow and coverage of expenses throughout the project lifecycle.
- 4.3.7 Internal Audits Efficiency Analysis [IMG]
- 4.3.7.1
- 4.3.7.2
- 4.3.7.1
- 4.3.8 Risk Management
- 4.3.8.1 Structural design often relies on incomplete information during the planning phase. Early quantification of risks associated with these uncertainties is critical to informing the business plan.
- 4.3.8.2 1) Risks identified by the engineer must be communicated to the client. 2) Structural design will evolve alongside contributions from other consultants, with progress often dependent on third parties. 3) Engineers should identify uncertainties early and incorporate design contingencies to mitigate risks effectively.
- 4.3.9 Communication plan, Internal and External Stakeholders
- 4.3.9.1 Effective communication is vital for successful project development. A detailed communication plan and protocols should be established in the early stages to ensure seamless coordination among external stakeholders, including: Consultants, Clients, Contractors, Relevant Authorities, Building Control etc
- 4.3.9.2 Document control protocols will be essential to manage and track the flow of information. Consultants should remember that most documents they produce will form the foundation for third-party contracts, carrying associated economic liabilities once referenced in agreements.
- 4.3.10 Internal Communication. Meeting protocols, Video Presentations, Internal Reporting.
- 4.3.10.1 Internal communication is crucial for project management. Key components include: Meeting minutes, Internal reports, Calculation trackers, Design reports, Site visit documentation etc.…
- 4.3.10.2 Each document must have an associated timeline to guide decision-making and maintain project progress.
- 4.3.11 Project specific Procedures
- 4.3.11.1 Every project will be influenced by company methodologies as well as unique, project-specific processes. These procedures should be defined early and made accessible to all team members.
- 4.3.11.2 Providing a video presentation to explain these processes can enhance understanding and serve as a valuable reference throughout the project.
- 4.3.12 Statutory Obligations: Building Control
- 4.3.12.1 Early engagement with Building Control is essential, especially for large projects. Defining expectations and requirements at the outset will streamline compliance and reduce delays.
- 4.3.13 Asset management, Communication with relevant bodies
- 4.3.13.1 Asset management representatives should be engaged early in the project. Engineers must understand their expectations, protocols, and associated costs. Input from specialist consultants may be required to address specific requirements.
- 4.3.14 Quality Management plan, Project controls, and metrics
- 4.3.14.1 A project-specific Quality Management Plan must be developed and incorporated into the Project Plan from the outset. This plan should outline project controls, quality assurance measures, and metrics to evaluate progress and ensure deliverables meet required standards.
Case study: Ealing Filmworks
This project was selected as an exemplary case due to its outstanding project management approach. It is a mixed-use development that includes 209 residential units, 11 retail spaces, and a cinema. The scope also features outdoor areas and the retrofitting of an existing listed façade.
Architects and engineers were challenged to deliver the project under an intense schedule, with construction commencing before the stage 4 design was fully complete. Given its location within a dense urban environment, the project had to navigate several complex interfaces, including working adjacent to existing buildings, excavating near a road, modifying urban services, and jacking a listed façade. Additional complications arose when demolition revealed unforeseen site conditions.
A highly dynamic and collaborative design team was essential, working relentlessly over several years to address these challenges while keeping the project on schedule. The architects and engineers grew together throughout this process, and we take great pride in what has been accomplished.
Close collaboration with the client, St. George West, played a pivotal role. The project involved multiple contractors, and numerous changes were seamlessly integrated during construction, showcasing the team's adaptability, coordination, and problem-solving capabilities.
The cross-discipline teams have actively participated in a valuable `lessons learned` process, making this project a transformative experience for all of us. This collaborative effort has deepened our expertise and reshaped our approach to future projects. The project management schedule displayed here incorporates several key elements derived from those insights, reflecting the growth and adaptability gained throughout the project.
