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Advisory team

At a glance

2.1 – Form advisory team

2.2 – Consider opportunities

2.3 – Establish value criteria

2.4 – Identify stakeholders

2.5 – Prioritise value criteria

2.6 – Screen options

2.7 – Translate options in Strategic Brief

2.8 – Adopt collaborative working



Workbook 2




Culture and activities

Tools and techniques

2.1 Form advisory team capable of reviewing:

  • required functionality
  • external trends and influences
  • industry norms and comparators
  • financial affordability and constraints.
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:

  • See page 9 of the Integrated Project Insurance (IPI) model guide which provides advice on value based selection under IPI. Specific guidance in relation to EU compliant procurement is provided in Section 7 on pages 22 & 23.
  • Briefing the Team: A Guide to Better Briefing for Clients (1997). Thomas Telford Ltd. ISBN: 978-0727725400
  • Construction Success: The Construction Strategy Code of Practice for Clients (1997). Thomas Telford Ltd. ISBN: 978-0727725417


2.2 Consider opportunities and alternatives, e.g.:

  • obtain speculative built facility
  • re-organise to obviate need
  • outsourcing
  • extend or refurbish
  • new build.
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.

  • Functionality–workflow needs
    • productivity enhancers
    • space, access, use
    • climate, services, lighting
    • flexibility
    • future needs.
  • Costs:
    • capital
    • running
    • maintenance
    • cashflow constraints
    • sensitivity trade-off.
    • net present value.
  • Design–aesthetic standards
    • design features that enhance business performance.
  • Health, safety and welfare
    • in construction
    • in operation
    • in maintenance.
  • Quality – quality standards for whole- life considerations
    • defects policy
    • quality standards for design.
  • Sustainability–people (core values)
    • community
    • environmental policy and standards.
  • Programme/-sequence
    • sequencing – dependency
    • key decision points
    • criticality of timescale.
Further guidance on cost criteria can be found in the Building Down Barriers Toolkit. This toolkit is available from Constructing Excellence.Useful references:

  • Building Down Barriers: A Guide to Construction Best Practice. Routledge ISBN: 978-0415289658
  • Office of Government Commerce (OGC) (archived) Achieving Excellence in Construction guides No 4: Risk and Value management
  • Value management in construction: a client’s guide (1999). CIRIA. ISBN: 9780860174523
  • Integrating value and risk in construction (2005). CIRIA. ISBN: 9780860176398

Please refer to the following British Standards:

  • BS EN 16271:2012 Value management. Functional expression of the need and functional performance specification. Requirements for expressing and validating the need to be satisfied within the process of purchasing or obtaining a produc
  • BS EN 12973:2000 Value Management PD 6663:2000 Guidelines to BS EN 12973. Value management. Practical guidance to its use and intent
  • BS 31100:2011 Risk management – code of practice and guidance for the implementation of BS ISO 31000
  • BS ISO 31000: 2009: Risk management – principles and guidelines. ISBN 9780580675713
  • BS EN 31010:2010 Risk management – risk assessment techniques
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.

  • Is it time critical?
  • Is it intended to win a design award?
  • Has it a limited lifespan?

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.

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):

  • nature of project or projects
  • periods of design/construction, operation or maintenance
  • value criteria and their priorities.
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:

  • Supply chain management – strategy, planning and operation (2012), Pearson. ISBN: 9780273765226
  • Early contractor involvement in building procurement. Contracts, partnering and project management (2009) Wiley-Blackwell. ISBN: 9781405196451
  • Partnering in the construction industry. A code of practice for strategic collaborative working (2006). Butterworth-Heinemann. ISBN: 0750664983
  • Assembling a Collaborative Project Team: Practical tools including Multi-disciplinary Schedules of Services (Due October 2013). RIBA Publishing. ISBN: 9781859464977
  • Page 2 of the Integrated Project Insurance (IPI) model guide explains why integrated collaborative working is so important and how this is applied under IPI.  Section 6.0 (pages 20-22) explains how IPI delivers value and Section 8.0 (pages 25-27) overviews the benefits.
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