At a glance
Workbook 2 |
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Step |
Process |
Culture and activities |
Tools and techniques |
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| 2.1 | Form advisory team capable of reviewing:
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An advisory team can be formed from internal resources, ongoing relationships or specific one-off short-term appointments. It should be populated by people skilled in translating business needs into physical requirements, and who have strategic knowledge of the working (especially clusters) of the construction environment. | Simple brief to every member of advisory team, confirming the nature of the appointment, the basis of remuneration, expected duration and freedom to act in the selection and utilisation of additional resources. In cases of one-off short-term appointments, where no framework exists, a letter of appointment should be used. Please refer to the following guides:
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| 2.2 | Consider opportunities and alternatives, e.g.:
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Process of challenging and questioning of business needs. This requires people with the vision to think outside of the problem and the communication skills to be able to challenge in a constructive way. This is the stage at which the decision needs to be made that a built solution is required. Other alternatives must first be identified and eliminated. |
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| 2.3 | Establish value criteria | These are the criteria that will be used throughout the project to measure the suitability and performance of the solutions being considered and delivered.
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Further guidance on cost criteria can be found in the Building Down Barriers Toolkit. This toolkit is available from Constructing Excellence.Useful references:
Please refer to the following British Standards:
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| 2.4 | Identify internal and external stakeholders | It is important to understand who the key stakeholders are, what their level of commitment is and how they wish to be involved and/or consulted. In particular, it is essential to understand who represents the client and what authority they have at different stages. | Client definition including Stakeholder Mapping and Management Plan. | |||
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| 2.5 | Prioritise the value criteria | The relative priority of the value criteria will set the philosophy for the whole project, e.g.
The risks associated with the elements of the criteria need to be carefully assessed in reaching decisions about the relative merits and priorities. This will require interaction with appropriate key stakeholders. |
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| 2.6 | Screen the options and alternatives using the prioritised criteria | Select those options most likely to meet the highest priority criteria. | ||||
| 2.7 | Translate the screened options and alternatives and value criteria into the Strategic Brief | These will form the initial goals and objectives of the project and should be signed off by the client as the definition of the business need to be met. | Strategic Brief, covering (provisionally):
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| 2.8 | Decide to adopt collaborative working | The prioritised value criteria and the level of support of key stakeholders will determine whether a collaborative approach will deliver the expected benefits. | There are several specialists providing training about collaborative working principles, supplier selection, managing change, integrating procedures, measuring performance and continuous improvement.Guidance about supply chain management is available from the Chartered Institute of Purchasing and Supply (CIPS)Please also refer to the following guide:
The following documents provide useful guidance about partnering and supply chain management:
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