The RIBA Plan of Work describes the activities from appraising the client’s requirements through to post construction. The stages are also used in the appointment of architects and help to identify consultant services and indicate the resource and fee total by Work Stage.
The information below is in accordance with CABE principles (Creating Excellent Buildings: A guide for clients, 2003, CABE and Being involved in School Design, 2004, CABE)) and the RIBA Plan of Work.
The choice of procurement route has a fundamental influence on how different Work Stages proceed. This is summarised in outline as far as possible but the exact way in which different Stages are conducted within the overall project programme needs careful consideration at the outset. It is worth noting that the RIBA Plan of Work was originally developed to reflect the needs of Traditional contract forms. The subsequent development of alternative contract forms such as PFI, BSF and partnered contracts means that RIBA Stages don’t necessarily fit precisely with discrete stages in these alternative contract forms. The Achieving Excellence in Construction Procurement guide 11 Sustainability identifies the intervention points for larger programmes such as BSF including PFI. See www.ogc.gov.uk.
Any project needs a vision and key performance indicators to be identified up front. They should be assessed at each stage to monitor achievement and check that they are still appropriate. For a project that wants to integrate sustainability in all aspects of a project this is even more important, as for many clients it will involve some changes to conventional methods and new ways of working need strong management support if they are to be successfully implemented. KPIs should be identified in the early project stages for the whole of the Prepare, Design, Construct and Use cycle.
| |RIBA Work |People |Purpose of work and decisions |Tasks to be undertaken | | |Stage (Common |involved |needed | | | |name) | | | | |PREPA|RIBA Stage A |All client |Identification of Client's |Set up project steering group or equivalent and | |RATIO|Appraisal |interests, |requirements and any possible |identify the vision and key performance indicators | |N |(Briefing) |architect/ |constraints on development. |(KPIs) for the project. | | | |lead designer |Preparation of studies to enable |Consider funding and procurement route– BSF, | | | |(depending on |the Client to decide whether to |Academy, DfES bid, LEA resources, school, other | | | |procurement route) |proceed and to select the probable |agencies. | | | | |procurement method. The latter is a|Traditional contract: | | | | |particularly important decision, as|Submit funding bid to DfES | | | | |it will determine the way in which |Appoint Design Team | | | | |project resources, responsibilities|PFI/BSF contract: | | | | |and risks are apportioned between |Prepare option appraisals | | | | |the Client and its consultants and |Submit outline business case (OBC) | | | | |contractors....