The strategic definition phase

The design and construction phase

The occupation phase

Identification of business need or commercial potential of project.

Identification of key business objectives and outcomes.

Identification and appraisal of options for delivery of business objectives.

Identification of site(s).

Definition of project scope, time-scale and available budget based on business needs and objectives.

May include the appointment of some of the following: project manager, lead designer and cost consultant.

The timing of the appointment of the key consultants will vary depending on the complexity of the scheme, the level of detail or accuracy required at these initial stages and the skills the developer/employer has 'in house'.

The lead designer is usually the architect.

May be a different team from the one that develops the detailed designs and oversees construction.

The preparation of a written document that encompasses the developers/employers requirements for the project. The content and level of detail will vary depending on the relative complexity of the project and the procurement route being selected.

Strategic briefs are explained in greater detail below, but in summary it may include: a statement of corporate needs and objectives, strategic statement of intent, key design and aesthetic aspirations, design and construction requirements, an assessment of options supported by feasibility studies, an assessment of procurement options, an assessment of value for money and affordability, project structure, future-proofing, programme constraints and budget.

The form, content and even the existence of the Project Brief will be entirely dependent on the particular characteristics of the project and the client.

If the project is complex or if there is a choice of options then it may be necessary to undertake one or more feasibility studies to amend or clarify the Project Brief.

The appointed consultants will visit the sites and undertake an initial appraisal of each.

Procurement and construction options will be appraised.

A development budget will be prepared and compared with the available budgets. This may lead to further amendments of the project brief.

This stage may be re-visited on several occasions until the scope, output and cost of the project meets the business case and strategy.

Preparation of basic site plans, elevations, and construction principles in written and drawn format.

Cost plan generated based on the outline proposals.

Outline proposals prepared and assessed against the developers brief and the project budget.

Outline proposals amended as often as is necessary to ensure exact fit with developers brief and project budget.

The timing and formulation of these briefs (and even their names) will depend on the nature, scale, complexity and procurement of the project. Some projects may have a number of different briefs, or 'sub-briefs' covering specific aspects of the design and construction such as the urban environment or equipping requirements. Most briefs will develop in stages with more and more detail being added.

Design and construction briefs are discussed in greater detail below.

Outline design may form the basis of a planning application for outline planning permission or the agreeing of a Planning brief with the Local Planning Authority. (There is little point in developing a scheme in greater detail without outline consent).

Negotiations/discussions held with other statutory authorities such as Building Control/Approved Inspector or Highways Authority.

Amendment made to outline proposals if required by statutory authorities.

The content of the design team will be dependent on the nature of the development and the skills required.

The timing of the remaining appointment will similarly be dependent on the nature of the project and the chosen procurement route.

For example a mechanical and electrical service consultant or a structural engineer may be appointed much earlier in the process if it is warranted by the complexity of the scheme.

Outline proposal developed in greater detail to indicate for example spatial arrangements, materials and appearance.

Cost plan updated and scheme design revised if required to meet project budget and developers brief.

Depending on the chosen procurement route, a very detailed design and construction brief may be issued. These are particularly important where there are substantial elements of contractor's design.

Further consultations with planning and other statutory authorities undertaken.

Revisions made to scheme design as necessary and full applications made for detailed planning consent, building regulation consent, highways consent etc as necessary.

Detailed design developed from approved scheme design to a level of detail appropriate for construction. Detailed reference will also be made to the design and construction brief.

Further approvals and discussions with the statutory authorities undertaken.

Cost plan updated.

Detailed design revised as necessary to meet budget requirements and requirements of statutory authorities.

NB: detailed design of some elements of the development scheme are likely to take place after the main contractor has been appointed. For example a subcontractor may be designing the lighting or a passenger lift based on a "scheme design" performance specification. This design would typically take place with construction well under way. The total duration of this stage is variable.

Further consultations also take place with statutory authorities. In particular elements of the scheme designed late in the construction sequence will be subject to further discussion, amendment and approval by the statutory authority.

Following tender action the main contractor or the construction manager will be appointed.

The timing of the appointment will vary enormously depending on the chosen procurement route.

For example in design and build or traditional two stage contracting the contractor will have great input into the design stages of the project and is likely to be appointed at approximately scheme design stage.

Novation may also take place at this stage for example in design and build schemes. This is the process whereby the employment of a design team is novated from the employer to the contractor. It is then their role to develop the detail of the design on behalf of the contractor.

As noted above the timing of the subcontracts (and the design responsibilities of the subcontractors) will vary enormously. The design responsibility of the subcontractors is of great relevance in ensuring appropriate accessibility.

With traditional construction, subcontractors may have agreed fixed price contracts with the main contractor based on a detailed design provided by the design team prior to the main contract being lead. The appointment of a subcontractor might therefore be "back-to-back" with the main contract.

However with construction management, trade contracts will only be tendered as and when necessary, often long after other contracts have been completed.

The sequential delivery of the construction project to the designs provided by the various designers.

Completion of the project to include completion of all snagging.

The successful completion of a snagging period which may include proving of mechanical and electrical services.

The provision of operating and maintenance manuals including as installed drawings.

Training of staff in the operation of the mechanical and electrical services.

The successful occupation and use of the building.

The delivery of appropriate staff training and familiarisation with the environment and facilities.

In particular with PFI projects, the services the facilities manager (FM) provider is contractually obliged to deliver must be properly tailored to meet the needs of end users and occupiers.

The post occupation review of both the design and construction process and the use of the building by the occupants. The constructive use of lessons learned for the benefit of future projects.