If briefing is about anything, it is about communication. Like value chains in the supply process, each stage of the project must take the brief and add to it. Each group must possess the key skills of listening and perception. The message must be communicated clearly and received in equal clarity.
Briefing is crucial for building services as the functionality of the final system will be determined by the continuity between a project's stages. The project requirements need to be communicated clearly from the top, right down to the specific tactical actions undertaken by individuals. The end success of the system will be determined by the ability of each step to be linked in the chain from client ideal to technological function.
The design process is the traditional ground of briefing. As joined-up procurement, such as prime contracting and integrated arrangements, gain popularity, the briefing process becomes more complex. However, it is in the design process where client desires are transformed into specific requirements, thereby dictating specific supply strategies. Within these integrated procurement routes, contractors must gain the skills of good briefing practices.
Starting out
Good briefing should begin with understanding the client's overall mission (either corporate or personal), the general goals the organisation wishes to achieve and the particular objectives of the project.
During the first stages of a project, most clients will state their building services requirements in general and broad terms. At this stage it is paramount to concentrate on concepts and principles – only in the final stages of design should the brief cover the specifics.
Briefing is similar to a translation procedure: taking the general descriptions and determining the actual specific requirements. Contractors have been encouraged to become involved at the early stages of a project, as they provide a direct link between broad requirement and actual function. However consultants usually have greater access to modelling programs, where various options can be considered earlier in the process.
It is important during this stage to precisely determine:
Most clients will share all these requirements, but place them in different orders of priority. For example, clients will rate the three traditional requirements of cost, time and quality in varying percentages. The role of the consultant is to design a system which matches whatever order the client chooses.
In essence, this is value management, a technique which attempts to link and integrate the development of a single project to the corporate strategy and operation of a client's business.
The development of the tender documents is a key stage in project briefing. At this point all the accumulated detail in the client requirements must be set down for others to understand and develop.
Even today, tender documents are obsessed with the legal context of the project, rather than explanation of the goals and project objectives. Clearly, greater success can be accomplished if the tender stage is far less adversarial. By plainly stating the requirements in an open forum, problems on both sides can be pre-empted, evaluated and eliminated.
If briefing is about anything, it is about communication
By taking a pro-active approach during the tender stage, the brief becomes a teamwork document. All parties commence the project with full understanding of what is required, but more importantly, how each can achieve the common goal.
The role of communication
As stated previously, good briefing revolves around good communication. This aspect can be broken down into three elements:
During each stage of briefing these three elements are used to communicate the client's mission. Inevitably, interference will enter the message as it is relayed between parties. Current trends in procurement have attempted to minimise the interference by ensuring the contractors are involved early enough to participate in the development of the detailed brief.
This arrangement provides direct response to the main constituents of briefing. The information produced by the design team will be directly compatible with the contractors' needs. Also, communication is direct between client and the provider of the functioning system.
The debriefing stage is crucial as it allows all parties to obtain feedback on their performance. By accepting it as constructive criticism, performance can be improved.
Typical benefits obtained from debriefing include:
Detailed feedback to unsuccessful tenderers should be undertaken by all clients. Indeed, government clients are legally obliged to provide detailed feedback to contractors. Under EC regulations, Government must provide specific reasons for not selecting contractors, together with details of the successful party.
Business benefits can be gained with tender feedback by encouraging suppliers to submit further bids in accordance with the lessons learned. It can also assist suppliers and buyers in improving performance and procedures.
By demonstrating interest in suppliers' proposals and business, both client and tenderer will be educated on each others' future requirements, which will itself increase competition in future bids.
Why adopting best practice is important to you
Change is inevitable. This is accepted in all industries, and many firms use it to their commercial advantage. The Construction Best Practice Programme (CBPP) is attempting to instill the virtues of change into the entire construction industry, writes Chris Marsh. CBPP’s 15 key themes will address not only the commercial issues, but the people, environmental and political issues. BSRIA has won the responsibility to undertake the building services element of this programme. Working with Building Services Journal, the BSRIA will deliver the information required for companies to undertake the necessary reforms. Over the coming months we will be identifying areas of best practice, recording them and enabling others to benefit from this knowledge. The CBPP programme is all encompassing, but more importantly it is designed as a self-help programme. Rather than force-feed initiatives into an already punch-drunk industry, the programme is meant to act as a knowledge base. Companies can visit at their own pace and indulge as required. A word of warning: adopting best practice means change and change means risk. We are all averse to risk and look for reassurance that new ideas will work. An important part of the programme is to develop case studies showing how best practice has already helped companies to achieve business excellence. We would like to hear from companies that have improved their performance through better business and project management. By sharing your experience you not only raise your company’s profile, but improve an entire industry. What the industry cannot be is complacent. As Marks & Spencer has learnt, consumer expectation has increased. What has traditionally been seen as good value no longer holds true. Customer expectations will continue to increase as other industries and competitors deliver higher levels of service. That is why change is inevitable. What the building services industry must do is show its already high levels of quality service and build upon them to deliver higher value to the customer. By accepting each theme into your business, change will not only occur, but will eventually become second nature. Christopher Marsh is Manager of the Best Practice Group at the BSRIA.Best practice themes
Over the next 18 months, Building Services Journal will be working with the Building Services Research and Information Association (BSRIA) to provide best practice advice on the following themes:Source
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