Riba 2013 Overview

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www.ribaplanofwork.com

RIBA Plan ofWork 2013

Overview


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Foreword

First developed in 1963, for half a century theRIBA Plan of Work has been the definitive UKmodel for the building design and constructionprocess, also exercising significant influenceon an international stage.

The RIBA Plan of Work has been a bedrockdocument for the architects’ professionand the construction industry, providing ashared framework for the organisation andmanagement of building projects that iswidely used as both a process map and amanagement tool, and providing importantwork stage reference points used in a

multitude of contractual and appointmentdocuments and best practice guidance. Ithas been amended and updated over timeto reflect developments in design teamorganisation, changes in regulatory regimesand innovations in procurement arrangements,although these changes have generallybeen incremental and reactive to changingcircumstances rather than strategically driven.

The RIBA Plan of Work 2013 builds on thisfantastically valuable heritage and representsthe most comprehensive review anddevelopment of the RIBA Plan of Work to

be undertaken since its inception. It reflectsthe very best principles in contemporaryarchitectural project and design management,and demonstrates the commitment of theRIBA to undertaking continuous improvementof its core guidance and to providing strategicleadership at a time of rapid change in theconstruction industry.

Through its Construction Strategy, the UKGovernment has identified the need for aconstruction industry which is better integratedand more efficient and which enshrinesprinciples of sustainability as a matter ofcourse. By developing a new generation RIBAPlan of Work that incorporates sustainabledesign principles, provides the infrastructure tosupport Building Information Modelling (BIM),promotes integrated working between projectteam members, including the constructionteam, and provides the flexibility to matchprocurement approaches to client needs, theRIBA seeks to make an important contributionto this transformation of the constructionsector in the UK; one which we feel will alsohave great relevance in the international arena.

Developed alongside this Overview, theRIBA Plan of Work 2013 Online is an easy tocustomise electronic document that can beadapted to the specific needs of any practice,team or project. Traditional and non-traditionalprocurement models are both accommodatedin this edition, which has been designed tomeet the needs of businesses and projects ofevery size and degree of complexity. Whether

your work is predominantly focused on smalldomestic projects or larger projects, the RIBAPlan of Work 2013 is an essential componentin practice management and a product I amhappy to endorse and promote on behalf ofthe RIBA.

Angela BradyRIBA President

© RIBA 2013. Editor: Dale Sinclair. Published by RIBA, 66 Portland Place, London, W1B 1AD.

ISBN 978 1 85946 519 6

All righ ts reser ved. No part o f this publi cation may be reproduced, stored in a retrieval sys tem, or transmitte d, in any form or by any means, elect ronic,mechanical, photocopying, recording or otherwise, without pr ior permission of the copyright owner.

While every effort has been made to check the accuracy and quality of the information given in this publication, neither the Editor nor the Publisher acceptany responsibility for the subsequent use of this information, for any errors or omissions that it may contain, or for any misunderstandings arising from it.

The RIBA Plan of Work 2013 is endorsed by the following organisations:

Construction

Industry Council

Chartered Institute of

Architectural Technologies

Royal Incorporation

of Architects in Scotland

Royal Society of Architects

in Wales

Royal Society of

Ulster Architects


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RIBA Plan of Work 2013 03www.ribaplanofwork.com

Contents

Introduction to the RIBAPlan of Work 2013 4

Concept and comparison to theRIBA Outline Plan of Work 2007 6

Task bars 1–8 8

Project stages 0–7 11

RIBA Plan of Work 2013 Online 28

Read in conjunction with... 29

Roles 30Frequently asked questions 31

Glossary 33

Credits 38

Feedback 38

Page


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04

Purpose

The RIBA Plan of Work 2013 organises theprocess of briefing, designing, constructing,maintaining, operating and using buildingprojects into a number of key stages. It detailsthe tasks and outputs required at each stage

which may vary or overlap to suit specificproject requirements. The RIBA Plan of Work2013 template is enclosed as a fold out at theend of this document.

The RIBA Plan of Work 2013:

— acts across the full range of sectors andproject sizes

— provides straightforward mapping for allforms of procurement

— integrates sustainable design processes

— maps Building Information Modelling (BIM)

processes, and— provides flexibility in relation to (town)

planning procedures.

The RIBA Plan of Work 2013 itself is not acontractual document: it directs readersto various tools and supplementary coredocuments used by a project team, includingdocuments relating to professional servicescontracts, Schedules of Services andproject protocols, which may or may notbe contractual, and to the various forms ofcommonly used Building Contracts.

Introduction tothe RIBA Plan ofWork 2013

Using the RIBA Plan of Work 2013document

This Overview document provides a simpleintroduction to the RIBA Plan of Work 2013.Further detail is provided in RIBAPublishing’sGuide to Using the RIBA Plan

of Work 2013, which can be obtained atwww.ribabookshops.com

Within this document, terms included inthe RIBA Plan of Work 2013 and defined inthe glossary are set in bold type and theRIBA Plan of Work 2013 stages begin withcapital letters.

The RIBA Plan of Work 2013 Online is availableat www.ribaplanofwork.com. This has beendeveloped as a flexible tool that enables the

creation of a bespoke practice or project Planof Work containing the relevant procurement(tendering), programme and (town) planningactivities. The RIBA Plan of Work 2013 issuitable for many forms of procurement andcan be tailored to accommodate specificproject and client requirements.

The continuous cycle

Buildings are refurbished and reused ordemolished and recycled in a continuouscycle. If building outcomes are to improve,

better briefing processes will be required.More importantly, feedback from completedprojects must be available to informsubsequent projects. The RIBA Plan of Work2013 recognises the stages that a buildingproject goes through and promotes theimportance of recording and disseminatinginformation about completed projects.


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06

The RIBA Outline Plan of Work 2007 is partof the mind set of every architect and mostother professionals involved in the constructionindustry and is woven into their processes.This section sets out the conceptual shift fromthe RIBA Outline Plan of Work 2007 to the newRIBA Plan of Work 2013.

The RIBA Outline Plan of Work 2007 consistsof eleven stages defined by the letters A–L,a description of key tasks and reference toformer Office of Government Commerce(OGC) Gateways ™.

The RIBA Plan of Work 2013 consists of eightstages defined by the numbers 0–7, and eighttask bars as illustrated in Figure 2.

Task Bars

In the RIBA Plan of Work 2013 eight task barsreplace the ‘Description of key tasks’ in theRIBA Outline Plan of Work 2007.

Some task bars are fixed, some are variable

(containing options specific to a practice orproject specific Plan of Work) and others areselectable (able to be ‘switched’ on or off).

The fixed bars ensure consistency across allRIBA Plan of Work 2013 documents.

The ability to switch certain task bars on oroff and to vary the content of others providesa flexible ‘kit of parts’ that can be used toproduce a focused and bespoke practice orproject specific version via the RIBA Plan ofWork 2013 Online.

The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projectsinto a number of key stages. The content of stages may vary or overlap to suit specific project requirements. The RIBA Plan of Work 2013should be used solely as guidance for the preparation of detailed professional services contracts and building contracts.

CoreObjectives

ConceptDesign

DevelopedDesign

TechnicalDesign

Handoverand Close OutConstruction In Use

Preparationand Brief

StrategicDefinition

Prepare Concept Design,including outline proposalsfor structural design, buildingservices systems, outlinespecifications and preliminaryCost Information along withrelevant Project Strategies in accordance with DesignProgramme. Agreealterations to brief and issueFinal Project Brief.

Prepare Developed Design,including coordinated andupdated proposals forstructural design, buildingservices systems, outlinespecifications, CostInformation and ProjectStrategies in accordance withDesign Programme.

Prepare Technical Design in accordance with DesignResponsibility Matrix andProject Strategies to includeall architectural, structural andbuilding services information,specialist subcontractordesign and specifications,in accordance with DesignProgramme.

Offsite manufacturing andonsite Construction inaccordance with ConstructionProgramme and resolution ofDesign Queries from site asthey arise.

Administration of BuildingContract, including regularsite inspections and reviewof progress.

Conclude administration ofBuilding Contract.

Handover of building andconclusion of BuildingContract.

Undertake In Use servicesin accordance withSchedule of Services.

Develop Project Objectives,including Quality Objectives and Project Outcomes,Sustainability Aspirations,Project Budget, otherparameters or constraints anddevelop Initial Project Brief.Undertake Feasibility Studies and review of Site Information.

Prepare Project Roles Table and Contractual Tree andcontinue assembling theproject team.

Initial considerations forassembling the project team.

Identify client’s BusinessCase and Strategic Brief and other core projectrequirements.

Procurement

2 3 4 5 6 710

The procurement strategy does not fundamentally alter the progressionof the design or the level of detail prepared at a given stage. However,

Information Exchanges will vary depending on the selected procurementroute and Building Contract. A bespoke RIBA Plan of Work 2013 will setout the specific tendering and procurement activities that will occur at each

stage in relation to the chosen procurement route.

*Variable task bar

www.ribaplanofwork.com

Pre-application discussions.

Establish Project Programme. Review Project Programme. R eview Project Programme.

Pre-application discussions.

*Variabletask bar–increatingabespokeprojectorpracticespecificRIBAPlanofWork2013viawww.ribaplanofwork.comaspecificbarisselectedfromanumberofoptions. ©RIBA

Programme

(Town) Planning

Prepare SustainabilityStrategy , Maintenance andOperational Strategy andreview Handover Strategy and Risk Assessments.

Undertake third party consultations as requiredand any Research andDevelopment aspects.

Review and update ProjectExecution Plan.

Consider ConstructionStrategy , including offsitefabrication, and develop Healthand Safety Strategy .

Review and updateSustainability , Maintenanceand Operational andHandover Strategies andRisk Assessments.

Undertake third party consultations as requiredand conclude Research andDevelopment aspects.

Review and update ProjectExecution Plan, includingChange Control Procedures.

Review and updateConstruction and Health andSafety Strategies.

Review and updateSustainability , Maintenanceand Operational andHandover Strategies andRisk Assessments.

Prepare and submit BuildingRegulations submission andany other third partysubmissions requiring consent.

Review and update ProjectExecution Plan.

Review ConstructionStrategy , includingsequencing, and updateHealth and Safety Strategy .

Review and updateSustainability Strategy and implement HandoverStrategy , including agreementof information required forcommissioning, training,handover, asset management,future monitoring andmaintenance and ongoingcompilation of ‘As-constructed’ Information.

Update Construction andHealth and Safety Strategies.

Carry out activities listed inHandover Strategy includingFeedback for use during thefuture life of the building or onfuture projects.

Updating of ProjectInformation as required.

Conclude activities listedin Handover Strategy including Post-occupancyEvaluation, review of ProjectPerformance, ProjectOutcomes and Researchand Development aspects.

Updating of ProjectInformation, as required, inresponse to ongoing clientFeedback until the end of thebuilding’s life.

Prepare Handover Strategy and Risk Assessments.

AgreeSchedule of Services, Design ResponsibilityMatrix and InformationExchanges and prepareProject Execution Plan including Technology andCommunication Strategies and consideration of CommonStandards to be used.

Review Feedback fromprevious projects.

SuggestedKey SupportTasks

SustainabilityCheckpoints

SustainabilityCheckpoint — 2 SustainabilityCheckpoint — 3 SustainabilityCheckpoint — 4 SustainabilityCheckpoint — 5 SustainabilityCheckpoint — 6 SustainabilityCheckpoint — 7SustainabilityCheckpoint — 1SustainabilityCheckpoint — 0

UK GovernmentInformationExchanges

As required.

Concept Design includingoutline structural and buildingservices design, associatedProject Strategies,preliminary Cost Information and Final Project Brief.

Developed Design, includingthe coordinated architectural,structural and buildingservices design and updatedCost Information.

Completed Technical Design of the project.

‘As-constructed’Information updatedin response to ongoingclient Feedback andmaintenance or operationaldevelopments.

Initial Project Brief.

Not required. Required. Required. Required. Required.Not required. Not required.

Strategic Brief.InformationExchanges

Planning applications are typically made using the Stage 3 output. A bespoke RIBA Plan of Work 2013 will identify when the planning

application is to be made.

The procurement route may dictate the Project Programme and may result in certainstages overlapping or being undertaken concurrently. A bespoke RIBA Plan of Work

2013 will clarify the stage overlaps. The Project Programme will set outthe specific stage dates and detailed programme durations.

*Variable task bar

(at stage completion)

*Variable task bar

Tasks

S t a g e s

Updated ‘As-constructed’Information.

‘As-constructed’Information.

Figure 2

Concept and comparisonto the RIBA Outline Planof Work 2007

8 stages

8taskbars


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Stages

The stages are represented by numbersto avoid confusion with the stages in theRIBA Outline Plan of Work 2007, which wererepresented by letters.

The shift to numbers also allows the stages to

be aligned with a set of unified industry stagesagreed through the Construction IndustryCouncil (CIC). Aligning the stage numbers inthe RIBA Plan of Work 2013 with this structurehelps to achieve one of the core objectives ofthe RIBA Plan of Work 2013, namely greatercohesion within the construction industry.

The eight stages of the RIBA Plan of Work2013 are derived as follows:

Stage 0 Strategic Definition is anew stage in which a project isstrategically appraised and definedbefore a detailed brief is created.This is particularly relevant in thecontext of sustainability, whena refurbishment or extension, orindeed a rationalised space plan,may be more appropriate than anew building. Certain activities inStage 0 are derived from the former(RIBA Outline Plan of Work 2007)Stage A – Appraisal.

Stage 1 Preparation and Briefmerges the residual tasks from the

former Stage A – Appraisal – with theStage B – Design Brief – tasks thatrelate to carrying out preparationactivities and briefing in tandem.

Stage 2 Concept Design mapsexactly to the former Stage C –Concept.

Stage 3 Developed Design mapsbroadly to the former Stage D –Design Development – and partof Stage E – Technical Design.The strategic difference is thatin the RIBA Plan of Work 2013the Developed Design will becoordinated and aligned with theCost Information by the end ofStage 3. This may not increase theamount of design work required, butextra time will be needed to reviewinformation and implement anychanges that arise from commentsmade before all the outputs arecoordinated prior to the InformationExchange at the end of Stage 3.

Stage 4 Technical Design comprisesthe residual technical work of thecore design team members. At theend of Stage 4, the design work ofthese designers will be completed,although they may have to respondto Design Queries that arise fromwork undertaken on site during

Stage 5. This stage also includesand recognises the importance ofdesign work undertaken by specialistsubcontractors and/or suppliersemployed by the contractor(Performance Specified Work in JCTcontracts) and the need to definethis work early in the process in theDesign Responsibility Matrix.

Stage 5 Construction maps to theformer Stage K – Construction toPractical Completion – but alsoincludes Stage J – Mobilisation.

Stage 6 Handover and Close Outmaps broadly to the former StageL – Post Practical Completion –services.

Stage 7 In Use is a new stagewhich includes Post-occupancyEvaluation and review of ProjectPerformance as well as new dutiesthat can be undertaken during the InUse period of a building.

Procurement and tendering

Although the RIBA Plan of Work 2013 doesnot include a stage corresponding to StagesG, H and J of the RIBA Outline Plan of Work2007, which relate to the tendering activitiesassociated with traditional procurement, itincludes these activities in the Procurementtask bar.


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Each of the eight task bars that replacethe single description of key tasks in theRIBA Outline Plan of Work 2007 has aspecific purpose. These are detailed belowdemonstrating the degree of flexibility possiblewhen generating a bespoke practice or projectspecific Plan of Work.

Task bar 1: Core Objectives

In this task bar, the Core Objectives and theprincipal activities for each stage are set out.This task bar is fixed and is used in all versionsof the RIBA Plan of Work 2013.

Task bars 2, 3 & 4: The three Ps:Procurement, Programmeand (Town) Planning

Procurement, programme and (town) planningactivities vary widely from project to projectand resolving this conundrum has been oneof the biggest challenges in the creation ofthe RIBA Plan of Work 2013. To overcome thisvariability, the RIBA Plan of Work 2013 allowsusers to generate their own bespoke practiceor project specific Plan of Work (available atwww.ribaplanofwork.com ). During the processof generating a bespoke Plan, the userselects a specific task bar for each of thesethree tasks from a pull-down list and theircustomised Plan of Work is generated. The

specific activities in these task bars generatedin a bespoke RIBA Plan of Work 2013 can beseen in RIBA Publishing’s Guide to Using theRIBA Plan of Work 2013.

Task bar 2: Procurement

To allow for a number of forms of procurement,the RIBA Plan of Work 2013 template has ageneric Procurement task bar. Users generatingtheir bespoke RIBA Plan of Work 2013 Onlinecan select the type of procurement from apull-down list. Once the procurement route is

selected, the practice or project specific Planof Work that is generated will contain a taskbar that includes the specific procurement andtendering activities at each stage.

The activities for Stages 2 to 4 that would becontained in a bespoke RIBA Plan of Work2013 vary depending on the procurement routeselected. The options available are:

— traditional contract

— one-stage design and build contract

(with Employer’s Requirements defined atStage 3)

— two-stage design and build contract(with Employer’s Requirements defined atStage 4)

— management contract

— contractor-led contract

plus

— a ‘To be determined’ option where theprogramme and (town) planning strategiesare agreed but further flexibility is requiredin terms of procurement.

These options may be reviewed and extendedin the future in line with feedback received.

A fundamental part of determining theprocurement strategy for assemblingthe project team is defining the timing ofcontractor involvement. The RIBA Plan of Work2013 advocates establishing the project teamduring Stage 1. A project specific Plan of Workwould typically be generated during Stage 1;however, the variable task bars have optionsavailable that allow a Plan to be generated, orfinalised, during a later stage.

Where architects’ practices, clients or otherparticipants involved in the processesfrequently use a specific form of procurement,such as traditional or two-stage design andbuild Building Contracts, they will be able toproduce a practice specific Plan of Work thatcan be used from the outset of each project.

Task bars 1–8


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Task bar 3: Programme

The stages of the RIBA Plan of Work 2013are generally sequential and follow theprogression of a project from commencementto completion and beyond. However, theprocurement strategy, or certain client

demands, may dictate that a number ofstages have to occur simultaneously oroverlap. The Programme task bar allows abespoke practice or project specific Planof Work to illustrate and highlight thesestage overlaps. The option inserted into abespoke practice or project specific Plan ofWork is automatically selected based on theprocurement route chosen. It is accepted thata multitude of further options may be possible.However, where detailed circumstancesspecific to a given project require an alternativeapproach, this should be dealt with using theProject Programme.

This task bar underlines the need on everyproject for a Project Programme that sets outthe duration of each stage and any supportingactivities. This programme should dovetailwith the Design Programme(s) preparedby the lead designer, with contributions fromthe other designers, and the more detailedConstruction Programme prepared bythe contractor. A Project Programme hasbeen a core requirement of collaborativecontracts for some time as it ensures that eachparty is involved in the process of agreeing

timescales and is fully aware of the risks thatthe programme generates in relation to theirspecific Schedule of Services.

Task bar 4: (Town) Planning

The town planning process was identifiedas a key topic to be addressed by the RIBAPlan of Work 2013. To embrace this, thepull-down options available when generatinga bespoke practice or project specific RIBA

Plan of Work 2013 Online allow the user todetermine whether the planning applicationwill be made at the end of Stage 2 or Stage3 (the recommended stage for submitting aplanning application) and highlight the need toconclude planning condition submissions priorto work commencing on site. Notwithstandingthe two options available for selection, it isacknowledged that in some instances theresolution of planning conditions may needto be undertaken earlier (for example, whereit is a contractual imperative to do so beforea client enters into a Building Contract ). It isalso acknowledged that on certain projects

(conservation projects, for example) otherplanning matters may have to be concludedduring Stage 5. In both scenarios, the ProjectProgramme should be utilised to clarify thesespecific durations.

Where planning applications are made atthe end of Stage 2, the project lead andlead designer will have to consider the levelof detail to be prepared for the Stage 2Information Exchange. On certain projects,where it is uncertain that consent will begranted, the client may not appoint all of the

designers or may appoint them on a restrictedStage 2 Schedule of Services. In thesecircumstances it may be necessary toinclude some additional activities for theproject team at the start of Stage 3. A project’sRisk Assessment should consider theindividual project circumstances, identifyingthe risks created and setting out how theywill be managed.


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Task bar 5: Suggested Key Support Tasks

The Suggested Key Support Tasks task bar:

— clarifies the activities required to achieve theSustainability Aspirations, reducing thecarbon emissions related to the building,and those required to embed Building

Information Modelling (BIM) into theprocess

— sets out key tasks in relation to statutoryrequirements, such as those relating toBuilding Regulations submissions andproject and design management protocols,roles and responsibilities

— ensures that the project team is properlyassembled, and that buildability, healthand safety and other constructionconsiderations and logistics are consideredearly in the process by using the ProjectExecution Plan, Construction Strategy

and Health and Safety Strategy in thepreparations.

The tasks that are listed are not mandatory;however, they do provide an appropriate levelof management and assist in achieving thestated objectives at each stage.

This task bar is fixed and used in all versions ofthe RIBA Plan of Work 2013.

Task bar 6: Sustainability Checkpoints

This task bar has been developed from theSustainability Checkpoints included in the2011 Green Overlay to the RIBA Outline Planof Work 2007.

The Sustainability Checkpoints task bar isselectable and can be switched on or off ina practice or project specific Plan of Work.

Task bar 7: Information Exchanges

This task bar provides guidance on theinformation that would typically be delivered atthe Information Exchanges at the end of eachstage. The importance of agreeing the preciseextent of information and, crucially, the specificlevel of detail, is discussed in the Guide to

Using the RIBA Plan of Work 2013. Preparationof the Design Responsibility Matrix andSchedule of Services are also key tasks asthese impact who will produce what and when.

This topic is new to the RIBA Plan of Workand also to the RIBA appointment documents.However, given the degree of variabilitybetween practices and between projects, it isappropriate for the RIBA to provide guidanceon this essential subject.

This task bar is fixed and used in all versions ofthe RIBA Plan of Work 2013.

Task bar 8:UK Government Information Exchanges

The UK Government Information Exchangestask bar has been introduced to encourageconsideration of the stages that the UKGovernment requires information to beexchanged. This task bar highlights the factthat the UK Government has its own particularviews on this important subject, derived fromits 2011 Construction Strategy.

The UK Government recognises that, as aclient, it does not need to be involved in everyInformation Exchange. It requires particularand specific information at certain stages inorder to answer the questions pertinent to agiven stage. Furthermore, the UK Governmentis seeking data-rich information that can beused post occupancy to manage its entireestate and to allow stringent benchmarkingactivities to occur.

This is a developing subject and furtherinformation is best obtained from

www.bimtaskgroup.org, including detailsof COBie, which will be the principal vehiclefor delivering information to the UKGovernment as client on projects instigatedin the near future.

This task bar is selectable and can beswitched on or off in a bespoke practice orproject specific Plan of Work.


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The RIBA Plan of Work 2013 consists of eight stagesidentified by the numbers 0–7.

While the stages generally follow in sequence, oncertain projects some aspects of the design will haveto be developed earlier than others, or the constraintsof the procurement strategy may make it necessary tooverlap certain stages.

In this section italic text represents guidance that doesnot appear in the RIBA Plan of Work 2013 Template.

Project stages 0–7

www.ribaplanofwork.com RIBA Plan of Work 2013 11


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Summary

Stage 0 is used to ensure that the client’sBusiness Case and the Strategic Brief have been properly considered before theInitial Project Brief is developed.

The Strategic Brief may require a review

of a number of sites or alternative options,such as extensions, refurbishment or newbuild. By asking the right questions, theconsultants, in collaboration with the client,can properly define the scope for a project,and the preparation and briefing processcan then begin.

Mapping to RIBA Outline Plan ofWork 2007

Stage 0 is a new stage in which a projectis strategically appraised and definedbefore a detailed brief is created. Thisis particularly relevant in the context of

sustainability, when a refurbishment orextension, or indeed a rationalised spaceplan, may be more appropriate than a newbuilding. Certain activities in Stage 0 arederived from the former (RIBA Outline Planof Work 2007) Stage A.


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14

Preparationand Brief

Stage 1

Core Objectives Develop Project Objectives, including Quality Objectives and ProjectOutcomes, Sustainability Aspirations, Project Budget, other parameters orconstraints and develop Initial Project Brief. Undertake Feasibility Studies and review of Site Information.

Prepare Handover Strategy and Risk Assessments.

Agree Schedule of Services, Design Responsibility Matrix and InformationExchanges and prepare Project Execution Plan including Technology and Communication Strategies and consideration of Common Standards

to be used.The support tasks during this stage are focused on ensuring that the projectteam is properly assembled and that consideration is given to the handover ofthe project and the post-occupancy services that are required.

Suggested KeySupport Tasks

Prepare Project Roles Table and Contractual Tree and continue assemblingthe project team.

Pre-application discussions may be required during this stage to discuss anddetermine the suitability of Feasibility Studies.

Review Project Programme.


•Conrm that formal sustainability targets are stated in the Initial Project Brief .

•Conrm that environmental requirements, building lifespan and future climate parameters are stated in the Initial Project Brief .

•Have early stage consultations, surveys or monitoring been undertaken as necessary to meet sustainability criteria or assessment procedures?

•Check that the principles of the Handover Strategy and post-completion

services are included in each party’s Schedule of Services.•Conrm that the Site Waste Management Plan has been implemented.


Required.

Initial Project Brief.InformationExchanges(at stage completion)

Task Bar Tasks

Procurement Variable task bar

Programme Variable task bar

(Town) Planning Variable task bar


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Summary

Several significant and parallel activities needto be carried out during Stage 1 Preparationand Brief to ensure that Stage 2 ConceptDesign is as productive as possible. Thesesplit broadly into two categories:

— developing the Initial Project Brief andany related Feasibility Studies

— assembling the project team and definingeach party’s roles and responsibilities andthe Information Exchanges.

The preparation of the Initial Project Brief isthe most important task undertaken duringStage 1. The time required to prepare it willdepend on the complexity of the project.

When preparing the Initial Project Brief, it isnecessary to consider:

— the project’s spatial requirements— the desired Project Outcomes, which may

be derived following Feedback from earlierand similar projects

— the site or context, by undertaking siteappraisals and collating Site Information,including building surveys

— the budget.

A project Risk Assessment is requiredto determine the risks to each party. Thedevelopment of the procurement strategy,Project Programme and, in some instances,

a (town) planning strategy are all part of thisearly risk analysis.

The importance of properly establishing theproject team cannot be underestimated,given the increasing use of technology thatenables remote communication and projectdevelopment using BIM. For Stage 2 tocommence in earnest, it is essential that theteam is properly assembled.


Stage 1 merges the residual tasks from theformer Stage A with the Stage B tasks thatrelate to carrying out preparation activitiesand briefing in tandem.


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Core Objectives

ConceptDesign

Prepare Concept Design, including outline proposals for structural design,building services systems, outline specifications and preliminary CostInformation along with relevant Project Strategies in accordance withDesign Programme. Agree alterations to brief and issue Final Project Brief.

Stage 2

Prepare Sustainability Strategy , Maintenance and Operational Strategy and review Handover Strategy and Risk Assessments.

Undertake third party consultations as required and any Research andDevelopment aspects.

Review and update Project Execution Plan.

Consider Construction Strategy , including offsite fabrication, and developHealth and Safety Strategy .

During this stage a number of strategies that complement the design are prepared. These strategies consider post-occupancy and operational issues along with the consideration of buildability. Third party consultations are also essential.



• Conrm that formal sustainability pre-assessment and identication of key areas of design focus have been undertaken and that any deviation from theSustainability Aspirations has been reported and agreed.

• Has the initial Building Regulations Part L assessment been carried out?

• Have ‘plain English’ descriptions of internal environmental conditions and seasonal control strategies and systems been prepared?

• Has the environmental impact of key materials and the ConstructionStrategy been checked?

• Has resilience to future changes in climate been considered?


Required.

Concept Design including outline structural and building services design,associated Project Strategies, preliminary Cost Information and FinalProject Brief.

InformationExchanges


The Procurement activities during this stage will depend on the procurement route determined during Stage 1.

The RIBA Plan of Work 2013 enables planning applications to be submitted at the end of Stage 2. However, this is not the anticipated norm, but rather anoption to be exercised only in response to a specic client’s needs and withdue regard to the associated risks.

Review Project Programme.

Task Bar Tasks





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Summary

During Stage 2, the initial Concept Design isproduced in line with the requirements of theInitial Project Brief.

The project team also develops, in parallelwith the Concept Design, a number ofProject Strategies. Their importance atthis stage will depend on how they are toinfluence the Concept Design. For example,the Sustainability Strategy is likely to bea fundamental component of the ConceptDesign, whereas a security strategy may haveminimal or no impact and can therefore bedeveloped during a later stage.

It is essential to revisit the brief during thisstage and it should be updated and issuedas the Final Project Brief as part of theInformation Exchange at the end of Stage 2.

In parallel with design activity, a number ofother related tasks need to be progressed inresponse to the emerging design, includinga review of the Cost Information, thedevelopment of a Construction Strategy ,a Maintenance and Operational Strategy and a Health and Safety Strategy andupdating of the Project Execution Plan.


Stage 2 maps exactly to the former

Stage C.


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DevelopedDesign

Stage 3

Core Objectives Prepare Developed Design, including coordinated and updated proposalsfor structural design, building services systems, outline specifications,Cost Information and Project Strategies in accordance with DesignProgramme.

Review and update Sustainability , Maintenance and Operational and Handover Strategies and Risk Assessments.

Undertake third party consultations as required and conclude Research andDevelopment aspects.

Review and update Project Execution Plan, including Change ControlProcedures.

Review and update Construction and Health and Safety Strategies.

During this stage it is essential to review the Project Strategies previously

generated.



• Has a full formal sustainability assessment been carried out?

• Have an interim Building Regulations Part L assessment and a design stagecarbon/energy declaration been undertaken?

• Has the design been reviewed to identify opportunities to reduce resourceuse and waste and the results recorded in the Site Waste Management Plan?


Required.

Developed Design, including the coordinated architectural, structural andbuilding services design and updated Cost Information.

InformationExchanges(at stage completion)


It is recommended that planning applications are submitted at the end ofthis stage.

The RIBA Plan of Work 2013 enables this stage to overlap with a number ofother stages depending on the selected procurement route.

Task Bar Tasks





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Summary

During this stage, the Concept Design isfurther developed and, crucially, the designwork of the core designers is progresseduntil the spatial coordination exercises havebeen completed. This process may requirea number of iterations of the design anddifferent tools may be used, including designworkshops.

By the end of Stage 3, the architectural,building services and structural engineeringdesigns will all have been developed, and willhave been checked by the lead designer, withthe stage design coordinated and the CostInformation aligned to the Project Budget.

Project Strategies that were preparedduring Stage 2 should be developed furtherand in sufficient detail to allow the client tosign them off once the lead designer has

checked each strategy and verified that theCost Information incorporates adequateallowances.

Change Control Procedures should beimplemented to ensure that any changes tothe Concept Design are properly consideredand signed off, regardless of how they areinstigated.

While specialist subcontractors will undertaketheir design work at Stage 4, they may provideinformation and guidance at Stage 3 in orderto facilitate a more robust developed design.


Stage 3 maps broadly to the former Stage Dand part of Stage E. The strategic differenceis that in the RIBA Plan of Work 2013 theDeveloped Design will be coordinated and

aligned with the Cost Information by theend of Stage 3. This may not increase theamount of design work required, but extratime will be needed to review informationand implement any changes that arise fromcomments made before all the outputsare coordinated prior to the InformationExchange at the end of Stage 3.


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TechnicalDesign

Stage 4

Core Objectives Prepare Technical Design in accordance with Design Responsibility Matrix and Project Strategies to include all architectural, structural and buildingservices information, specialist subcontractor design and specifications, inaccordance with Design Programme.

Review and update Sustainability , Maintenance and Operational and

Handover Strategies and Risk Assessments.Prepare and submit Building Regulations submission and any other third partysubmissions requiring consent.

Review and update Project Execution Plan.

Review Construction Strategy , including sequencing, and update Healthand Safety Strategy .

A further review of the Project Strategies and documentation previously generated is required during this stage.

Suggested Key

Support Tasks


• Is the formal sustainability assessment substantially complete?

• Have details been audited for airtightness and continuity of insulation?

• Has the Building Regulations Part L submission been made and the design stage carbon/energy declaration been updated and the future climate

impact assessment prepared?• Has a non-technical user guide been drafted and have the format and

content of the Part L log book been agreed?

• Has all outstanding design stage sustainability assessment information been submitted?

• Are building Handover Strategy and monitoring technologies specied?

• Have the implications of changes to the specication or design been reviewed against agreed sustainability criteria?

• Has compliance of agreed sustainability criteria for contributions by specialist subcontractors been demonstrated?

Completed Technical Design of the project.InformationExchanges



The RIBA Plan of Work 2013 suggests that any conditions attached to a planning consent are addressed during this stage, prior to work starting on site during Stage 5.


Task Bar Tasks


Not required.





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Summary

The architectural, building services andstructural engineering designs are now furtherrefined to provide technical definition of theproject and the design work of specialistsubcontractors is developed and concluded.The level of detail produced by each designerwill depend on whether the construction onsite will be built in accordance with theinformation produced by the design team orbased on information developed by a specialistsubcontractor. The Design ResponsibilityMatrix sets out how these key designinterfaces will be managed.

Using the design coordinated during theprevious stage, the designers should nowbe able to develop their Technical Designsindependently, with a degree of autonomy.The lead designer will provide input to certainaspects, including a review of each

designer’s work.

Once the work of the design team has beenprogressed to the appropriate level of detail, asdefined in the Design Responsibility Matrix and the Design Programme, specialistsubcontractors and/or suppliers undertakingdesign work will be able to progress theirdesign work. The lead designer and otherdesigners, where required as part of theirSchedule of Services, may have duties toreview this design information and to ensurethat specialist subcontractor design work isintegrated with the coordinated design.

By the end of this stage, all aspects of thedesign will be completed, apart from minorqueries arising from the site during theconstruction stage. In many projects, Stage 4and 5 work occurs concurrently, particularlythe specialist subcontractor design aspects.


Stage 4 comprises the residual technicalwork of the core design team members. Atthe end of Stage 4, the design work of thesedesigners will be completed, although they

may have to respond to Design Queries that arise from work undertaken on siteduring Stage 5. This stage also includes andrecognises the importance of design workundertaken by specialist subcontractorsand/or suppliers employed by the contractor(Performance Specified Work in JCTcontracts) and the need to define thiswork early in the process in the DesignResponsibility Matrix.


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Core Objectives Offsite manufacturing and onsite Construction in accordance with theConstruction Programmeand resolution of Design Queries from siteas they arise.

Review and update Sustainability Strategy and implement HandoverStrategy , including agreement of information required for commissioning,training, handover, asset management, future monitoring and maintenanceand ongoing compilation of ‘As-constructed’ Information.

Update Construction and Health and Safety Strategies.

Support tasks are now focused on health and safety on site and ensuring thatthe project handover and post-occupancy activities, determined earlier, are properly facilitated.



• Has the design stage sustainability assessment been certied?

• Have sustainability procedures been developed with the contractor and included in the Construction Strategy ?

• Has the detailed commissioning and Handover Strategy programme been

reviewed?• Conrm that the contractor’s interim testing and monitoring of construction has been reviewed and observed, particularly in relation to airtightness andcontinuity of insulation.

• Is the non-technical user guide complete and the aftercare service set up?

• Has the ‘As-constructed’ Information been issued for post-construction sustainability certication?

‘As-constructed’ Information.InformationExchanges(at stage completion)

Administration of Building Contract, including regular site inspections andreview of progress.

There are no specic activities in the RIBA Plan of Work 2013, howeverthe contractor will need to comply with any construction-specic planningconditions, such as monitoring of noise levels.


Construction

Stage 5

Task Bar Tasks


Not required.





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Summary

During this stage, the building is constructedon site in accordance with the ConstructionProgramme. Construction includes theerection of components that have beenfabricated off site.

The procurement strategy and/or thedesigner’s specific Schedule of Services willhave set out the designer’s duties to respondto Design Queries from site generatedin relation to the design, to carry out siteinspections and to produce quality reports.

The output of this stage is the ‘As-constructed’ Information.


Stage 5 maps to the former Stage K –Construction to Practical Completion – butalso includes Stage J – Mobilisation.


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Core Objectives Handover of building and conclusion of Building Contract.

Carry out activities listed in Handover Strategy including Feedback for useduring the future life of the building or on future projects.

Updating of Project Information as required.

The priority during this stage is the successful handover of the building andconcluding the Building Contract with support tasks focused on evaluating performance and providing Feedback for use on future projects. Fine tuning ofthe building services is likely to occur.


• Has assistance with the collation of post-completion information for nal sustainability certication been provided?

Updated ‘As-constructed’ Information.Information

Exchanges(at stage completion)

Conclude administration of Building Contract.

There are no specic activities in the RIBA Plan of Work 2013.


Handoverand Close Out

Stage 6

Task Bar Tasks



Required.





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Summary

The project team’s priorities during this stagewill be facilitating the successful handoverof the building in line with the ProjectProgramme and, in the period immediatelyfollowing, concluding all aspects of theBuilding Contract, including the inspection

of defects as they are rectified or theproduction of certification required by theBuilding Contract.

Other services may also be required duringthis period. These will be dictated by projectspecific Schedules of Services, whichshould be aligned with the procurement andHandover Strategies. Tasks in relation to theHandover Strategy can be wide-ranging andmay include:

— attending Feedback workshops

— considering how any lessons learned might

be applied on future projects— undertaking tasks in relation to

commissioning or ensuring the successfuloperation and management of the building.


Stage 6 maps broadly to the former StageL services.


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Core Objectives Undertake In Use services in accordance with Schedule of Services.

Conclude activities listed in Handover Strategy including Post-occupancyEvaluation, review of Project Performance, Project Outcomes and

Research and Development aspects.Updating of Project Information, as required, in response to ongoing clientFeedback until the end of the building’s life.


• Has observation of the building operation in use and assistance with netuning and guidance for occupants been undertaken?

• Has the energy/carbon performance been declared?

‘As-constructed’ Information updated in response to ongoing clientFeedback and maintenance or operational developments.

InformationExchanges





In use

Stage 7

Task Bar Tasks

Suggested Key

Support Tasks


As required.





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Summary

This is a new stage within the RIBA Plan ofWork. It acknowledges the potential benefitsof harnessing the project design information toassist with the successful operation and use ofa building.

While it is likely that many of the handoverduties will be completed during Stage 6,prior to conclusion of the Building Contract,certain activities may be required or necessaryafterwards. These should be confirmed in therelevant Schedule of Services.

While the end of a building’s life mightbe considered at Stage 7, it is more likelythat Stage 0 of the follow-on project orrefurbishment would deal with these aspectsas part of strategically defining the future ofthe building.


Stage 7 is a new stage which includesPost-occupancy Evaluation and review ofProject Performance as well as new dutiesthat can be undertaken during the In Use

period of a building.


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To use the RIBA Plan of Work 2013 Onlineand to create your own project or practicespecific Plan of Work please visitwww.ribaplanofwork.com. The Onlineversion provides users with step by stepguidance on how to select the variousoptions available and includes definitionsof the terms used.

Project specific Plan of Work

The RIBA Plan of Work 2013 template canbe used and be functional on a projectduring Stage 0 and Stage 1, beforedecisions have been made about theselectable and variable task bars. DuringStage 1, a project specific Plan of Workcan be generated and the three genericversions of the variable task bars will be

replaced with specific task bars.

Practice specific Plan of Work

A practice can select options in thevariable task bars to create a practicespecific Plan of Work that reflects thecommon working methods of the practicethereby creating a Plan of Work suitable forall, or the majority, of their projects.

RIBA Plan ofWork 2013Online


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In order to be successful, the RIBA Plan ofWork 2013 needs to work in conjunctionwith a number of supporting documents.The ‘kit of parts’ required to assemblea successful project team is outlined inRIBA Publishing’s Guide to Using the RIBAPlan of Work 2013 and detailed in RIBAPublishing’s Assembling The CollaborativeProject Team: Practical Tools includingMulti-disciplinary Schedules of Services. Guide to Using the RIBA Planof Work 2013 In addition to providing further informationon the subjects set out in this document,RIBA Publishing’s Guide to Using the RIBAPlan of Work 2013:

— explains the importance of the project

team and details the suite of documentsrequired to assemble a successfulcollaborative project team

— underlines and considers theimportance of life cycle costs

— highlights the importance of ProjectOutcomes and why they are anessential briefing consideration

— clarifies how the RIBA Plan of Work2013 enables the most progressive ofBuilding Information Modelling (BIM)

projects— considers how the RIBA Plan of Work2013 engenders best practice in healthand safety, and

— demonstrates how the RIBA Plan ofWork 2013 assists the implementationof sustainability measures.

The 2012 BIM Overlay to the RIBAOutline Plan of Work 2007 highlightedthe fact that 2D computer-aided design(CAD) processes had developed without

Common Standards being adoptedthroughout the industry. The varying CADmanuals and standards in use by differentpractices make it difficult for designers to

move seamlessly from one project team toanother. To ensure that the new emergingstandards relating to BIM gain propertraction across the industry, clear guidanceis essential and this is covered in the Guideto Using the RIBA Plan of Work 2013 whichalso clarifies how the RIBA Plan of Work2013 can be successfully harnessed on aproject using BIM. Supporting RIBA appointmentdocuments

The RIBA’s consultation on proposalsfor the RIBA Plan of Work 2013 revealedthat nearly 50 per cent of architects’appointments use RIBA Agreements, while40 per cent are bespoke appointments,with the remainder using other standard

forms of appointment.

In response to this finding, RIBAPublishing’s Assembling a CollaborativeProject Team: Practical Tools includingMulti-disciplinary Schedules of Services,which is fully compatible with the RIBAPlan of Work 2013, defines the followingoutputs:

— Project Roles Table and the Contractual Tree

— Schedule of Services

— Design Responsibility Matrix and Information Exchanges

— Project Programme and DesignProgramme(s), and

— Project Execution Plan

The RIBA is preparing these supportingdocuments to act either as appendicesto the RIBA Agreements and/or asappendices suitable for use with bespokeor other forms of appointment, in a mannerthat allows, where appropriate, documentsfrom different publishers to be used on thesame project.

Read in conjunction with...


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As part of the development of the RIBAPlan of Work 2013, it has been necessaryto redefine the roles that will be containedin the updated RIBA appointmentdocuments. These will now comprise:

— client

— client advisers

— project lead

— lead designer

— architect

— building services engineer

— civil and structural engineer

— cost consultant

— construction lead

— contract administrator

— health and safety adviser.

In addition to these core roles, specialistinput may be required in relation todesign or information management,masterplanning, sustainability,landscaping, planning, fire engineering,external lighting, acoustics, interiordesign, catering or other specialist andsupport roles. Even on a small project aspecialist might be required (for example,an acoustician to comment on particular

details adjacent to a boundary andin line with comments arising duringplanning discussions). RIBA Publishing’s Assembling a Collaborative ProjectTeam sets out how to successfullyincorporate these specialist advisorsinto the project team.

Roles


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Frequentlyasked questions

Q Is it possible for the RIBA Plan ofWork 2013 to be ‘all things to allpeople’ and useable on small andlarge projects alike?

A The consultation process undertakenby the RIBA during summer 2012suggested that traditional procurementprocesses are used on most smallerprojects. The RIBA Plan of Work 2013allows a practice specific Plan of Workto be generated, based on traditional ornon-traditional procurement methodsbut derived from the same templateformat, facilitating flexibility within aconsistent overall framework.

Q How will the RIBA Plan of Work 2013affect fees and what guidance willthe RIBA provide in relation to this?

A There are many aspects impactingon fees, including BIM and marketconditions. In this context it is notpossible for the RIBA to advise onappropriate fee levels, but these shouldreflect the resources required to deliverthe agreed services. In this documentthe strategic changes from the Outline

Plan of Work 2007 to the RIBA Planof Work 2013 have been mapped toassist practices and clients to considerhow fees might be reapportionedbetween stages.

Q How is a Plan of Work created if theprocurement strategy is not finalisedat the end of Stage 1?

A While it is recommended that a projectspecific Plan of Work is created by theend of Stage 1, the pull-down options inthe electronic version allow a degree offlexibility. If the procurement strategy, the(town) planning strategy or the ProjectProgramme has not been determinedby the end of Stage 1, a ‘holding’ barcan be placed in the project specificPlan of Work and a new Plan generatedwhen these items have been finalised.

Q Is the RIBA Plan of Work 2013 likely

to be amended in the future?

A The RIBA Plan of Work 2013 will needto continue to respond and adapt toemerging and evolving trends. Big Data,Geodata and various initiatives aroundharnessing information in an openway will fundamentally change manyindustries, including the constructionindustry. These technologies will also,for example, enable automated buildingcontrol tests and other tasks to be

undertaken, and the RIBA Plan of Work2013 will need to respond to thesedevelopments. From a constructionperspective, the transition from site andcraft based construction technologiesto an increase in offsite and modularconstruction will continue, makingconstruction faster and safer.


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Q Many of our projects areinternational. How will the RIBAPlan of Work 2013 affect our workoverseas?

A Work has been undertaken to mapthe RIBA Plan of Work 2013 to similarproject delivery plans in other countries.In countries where the RIBA Plan ofWork 2013 is utilised, or where systemsare derived from the RIBA Plan ofWork 2013 – in certain commonwealthcountries, for example – this documentwill act as a briefing tool. Many Britishpractices working overseas will be ableto act as ambassadors for the RIBAPlan of Work 2013. Furthermore, workis under way in partnership with UKTrade & Investment (UKTI) to consider

how the RIBA Plan of Work 2013 can bepromoted overseas; particularly as manycountries are very interested in the UKGovernment’s BIM strategy and how thishas been rolled out.

Q We are frequently commissionedto undertake only the work up tosubmitting a planning application.How can we make the RIBA Plan

of Work 2013 relevant to ourcommissions?

A The RIBA Plan of Work 2013 sets out aholistic process for briefing, designing,constructing, maintaining, operating andusing building projects. It is not intendedto define the duties or obligations of oneparticular party in the process. Projectspecific Schedules of Services andappointments would be required forthis purpose. However, the RIBA Plan ofWork 2013 does allow the specific town

planning requirements of a project to bealigned to each project stage.

Q What happens if fabrication drawingsneed to be reviewed as part of thetender process?

A Fabrication drawings would typically bereviewed during Stage 4. There may bea need to review proposals preparedby specialist subcontractors earlier. It iscrucial to remember that the RIBA Planof Work 2013 is a guidance documentonly and that it cannot possibly dealwith the specific needs of every project.Detailed Schedules of Services andProject Programmes, as well as othertools, are required to address eachproject’s precise requirements.

Q Will the reduction from four to threedesign delivery stages impact on thequality of design produced?

A It is clear that the former Stage Ewording has been interpreted andused in many different ways. The newStage 3 Developed Design and Stage 4Technical Design, aligned with the useof Information Exchanges, provideclarity, but in different ways. The Stage2 design should be coordinated and this

provides greater clarity regarding thestatus of the overall design. Dependingon their working methods, the architectmay require the production of ‘exemplar’or ‘key’ details, which are crucial to thedesign at Stage 3. The core differenceis that the information to be producedat Stage 3 will be strategically agreed atStage 1, along with the fee levels.


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Glossary

A number of new themes and subject matters have been included in the RIBA Plan ofWork 2013. The following table presents a glossary of all of the capitalised terms that areused throughout the RIBA Plan of Work 2013. Defining certain terms has been necessaryto clarify the intent of a term, to provide additional insight into the purpose of certain termsand to ensure consistency in the interpretation of the RIBA Plan of Work 2013.

‘As-constructed’Information

Information produced at the end of a project to representwhat has been constructed. This will comprise a mixture of‘as-built’ information from specialist subcontractors and the‘final construction issue’ from design team members. Clientsmay also wish to undertake ‘as-built’ surveys using newsurveying technologies to bring a further degree of accuracyto this information.

Building Contract The contract between the client and the contractor for theconstruction of the project. In some instances, the BuildingContract may contain design duties for specialist subcontractorsand/or design team members. On some projects, more than

one Building Contract may be required; for example, onefor shell and core works and another for furniture, fitting andequipment aspects.

Building InformationModelling (BIM)

BIM is widely used as the acronym for ‘Building InformationModelling’, which is commonly defined (using the ConstructionProject Information Committee (CPIC) definition) as: ‘digitalrepresentation of physical and functional characteristics of afacility creating a shared knowledge resource for informationabout it and forming a reliable basis for decisions during its lifecycle, from earliest conception to demolition’.

Business Case The Business Case for a project is the rationale behind theinitiation of a new building project. It may consist solely of areasoned argument. It may contain supporting information,financial appraisals or other background information. It shouldalso highlight initial considerations for the Project Outcomes.In summary, it is a combination of objective and subjectiveconsiderations. The Business Case might be prepared in relationto, for example, appraising a number of sites or in relation toassessing a refurbishment against a new build option.

Change ControlProcedures

Procedures for controlling changes to the design and constructionfollowing the sign-off of the Stage 2 Concept Design and the FinalProject Brief.


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Common Standards Publicly available standards frequently used to define projectand design management processes in relation to the briefing,designing, constructing, maintaining, operating and use ofa building.

CommunicationStrategy

The strategy that sets out when the project team will meet, howthey will communicate effectively and the protocols for issuinginformation between the various parties, both informally and at

Information Exchanges.

ConstructionProgramme

The period in the Project Programme and the BuildingContract for the construction of the project, commencing on thesite mobilisation date and ending at Practical Completion.

ConstructionStrategy

A strategy that considers specific aspects of the design thatmay affect the buildability or logistics of constructing a project,or may affect health and safety aspects. The ConstructionStrategy comprises items such as cranage, site access andaccommodation locations, reviews of the supply chain andsources of materials, and specific buildability items, such as thechoice of frame (steel or concrete) or the installation of larger items

of plant. On a smaller project, the strategy may be restricted tothe location of site cabins and storage, and the ability to transportmaterials up an existing staircase.

Contractor’sProposals

Proposals presented by a contractor to the client in responseto a tender that includes the Employer’s Requirements.The Contractor’s Proposals may match the Employer’sRequirements, although certain aspects may be varied basedon value engineered solutions and additional information maybe submitted to clarify what is included in the tender. TheContractor’s Proposals form an integral component of theBuilding Contract documentation.

Contractual Tree A diagram that clarifies the contractual relationship between theclient and the parties undertaking the roles required on a project.

Cost Information All of the project costs, including the cost estimate and life cyclecosts where required.

Design Programme A programme setting out the strategic dates in relation to thedesign process. It is aligned with the Project Programme butis strategic in its nature, due to the iterative nature of the designprocess, particularly in the early stages.

Design Queries Queries relating to the design arising from the site, typicallymanaged using a contractor’s in-house request for information(RFI) or technical query (TQ) process.

DesignResponsibilityMatrix

A matrix that sets out who is responsible for designing eachaspect of the project and when. This document sets out the extentof any performance specified design. The Design ResponsibilityMatrix is created at a strategic level at Stage 1 and fine tuned inresponse to the Concept Design at the end of Stage 2 in orderto ensure that there are no design responsibility ambiguities atStages 3, 4 and 5.

Employer’s

Requirements

Proposals prepared by design team members. The level of

detail will depend on the stage at which the tender is issued tothe contractor. The Employer’s Requirements may comprisea mixture of prescriptive elements and descriptive elementsto allow the contractor a degree of flexibility in determining theContractor’s Proposals.


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Feasibility Studies Studies undertaken on a given site to test the feasibility of theInitial Project Brief on a specific site or in a specific context andto consider how site-wide issues will be addressed.

Feedback Feedback from the project team, including the end users,following completion of a building.

Final Project Brief The Initial Project Brief amended so that it is aligned with

the Concept Design and any briefing decisions made duringStage 2. (Both the Concept Design and Initial Project Brief areInformation Exchanges at the end of Stage 2.)

Handover Strategy The strategy for handing over a building, including therequirements for phased handovers, commissioning, training ofstaff or other factors crucial to the successful occupation of abuilding. On some projects, the Building Services Research andInformation Association (BSRIA) Soft Landings process is usedas the basis for formulating the strategy and undertaking a Post-occupancy Evaluation ( www.bsria.co.uk/services/design/soft-landings/ ).

Health and SafetyStrategy

The strategy covering all aspects of health and safety on theproject, outlining legislative requirements as well as other projectinitiatives, including the Maintenance and Operational Strategy .

InformationExchange

The formal issue of information for review and sign-off by theclient at key stages of the project. The project team may also haveadditional formal Information Exchanges as well as the manyinformal exchanges that occur during the iterative design process.

Initial Project Brief The brief prepared following discussions with the client toascertain the Project Objectives, the client’s Business Case

and, in certain instances, in response to site Feasibility Studies.

Maintenance andOperationalStrategy

The strategy for the maintenance and operation of a building,including details of any specific plant required to replacecomponents.

Post-occupancyEvaluation

Evaluation undertaken post occupancy to determine whether theProject Outcomes, both subjective and objective, set out in theFinal Project Brief have been achieved.

PracticalCompletion

Practical Completion is a contractual term used in the BuildingContract to signify the date on which a project is handed over tothe client. The date triggers a number of contractual mechanisms.

Project Budget The client’s budget for the project, which may include theconstruction cost as well as the cost of certain items required postcompletion and during the project’s operational use.

Project ExecutionPlan

The Project Execution Plan is produced in collaborationbetween the project lead and lead designer, with contributionsfrom other designers and members of the project team. TheProject Execution Plan sets out the processes and protocols tobe used to develop the design. It is sometimes referred to asa project quality plan.


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Project Information Information, including models, documents, specifications,schedules and spreadsheets, issued between parties duringeach stage and in formal Information Exchanges at the end ofeach stage.

Project Objectives The client’s key objectives as set out in the Initial Project Brief.The document includes, where appropriate, the employer’sBusiness Case, Sustainability Aspirations or other aspects that

may influence the preparation of the brief and, in turn, the ConceptDesign stage. For example, Feasibility Studies may be requiredin order to test the Initial Project Brief against a given site,allowing certain high-level briefing issues to be considered beforedesign work commences in earnest.

Project Outcomes The desired outcomes for the project (for example, in the caseof a hospital this might be a reduction in recovery times). Theoutcomes may include operational aspects and a mixture ofsubjective and objective criteria.

Project Performance The performance of the project, determined using Feedback,

including about the performance of the project team andthe performance of the building against the desired ProjectOutcomes.

Project Programme The overall period for the briefing, design, construction and post-completion activities of a project.

Project Roles Table A table that sets out the roles required on a project as well asdefining the stages during which those roles are required and theparties responsible for carrying out the roles.

Project Strategies The strategies developed in parallel with the Concept Design tosupport the design and, in certain instances, to respond to theFinal Project Brief as it is concluded. These strategies typicallyinclude:

— acoustic strategy

— fire engineering strategy

— Maintenance and Operational Strategy

— Sustainability Strategy

— building control strategy

— Technology Strategy .

These strategies are usually prepared in outline at Stage 2 and in

detail at Stage 3, with the recommendations absorbed into theStage 4 outputs and Information Exchanges.

The strategies are not typically used for construction purposesbecause they may contain recommendations or information thatcontradict the drawn information. The intention is that they shouldbe transferred into the various models or drawn information.

Quality Objectives The objectives that set out the quality aspects of a project. Theobjectives may comprise both subjective and objective aspects,although subjective aspects may be subject to a design qualityindicator (DQI) benchmark review during the Feedback period.

Research andDevelopment

Project specific research and development responding to theInitial Project Brief or in response to the Concept Design as itis developed.


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Risk Assessment The Risk Assessment considers the various design and otherrisks on a project and how each risk will be managed and theparty responsible for managing each risk.

Schedule ofServices

A list of specific services and tasks to be undertaken by a partyinvolved in the project which is incorporated into their professionalservices contract.

Site Information Specific Project Information in the form of specialist surveys orreports relating to the project or site specific context.

Strategic Brief The brief prepared to enable the Strategic Definition of the project.Strategic considerations might include considering different sites,whether to extend, refurbish or build new and the key ProjectOutcomes as well as initial considerations for the ProjectProgramme and assembling the project team.

Sustainability Aspirations

The client’s aspirations for sustainability, which may includeadditional objectives, measures or specific levels of performance

in relation to international standards, as well as details of specificdemands in relation to operational or facilities managementissues.

The Sustainability Strategy will be prepared in response to theSustainability Aspirations and will include specific additionalitems, such as an energy plan and ecology plan and the designlife of the building, as appropriate.

SustainabilityStrategy

The strategy for delivering the Sustainability Aspirations.

TechnologyStrategy

The strategy established at the outset of a project that sets outtechnologies, including Building Information Modelling (BIM) andany supporting processes, and the specific software packagesthat each member of the project team will use. Any interoperabilityissues can then be addressed before the design phasescommence.

This strategy also considers how information is to becommunicated (by email, file transfer protocol (FTP) site or using amanaged third party common data environment) as well as the fileformats in which information will provided. The Project ExecutionPlan records agreements made.

Work in Progress Work in Progress is ongoing design work that is issued betweendesigners to facilitate the iterative coordination of each designer’soutput. Work issued as Work in Progress is signed off by theinternal design processes of each designer and is checked andcoordinated by the lead designer.


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The RIBA Plan of Work 2013 ReviewGroup included:

Dale Sinclair Dyer (chair)

Ian Davies DLP Design

Marianne Davys Marianne Davys Architects

Richard Fairhead bblur architecture

Phil Holden Pascall & Watson

Alistair Kell BDP

John Orrell DLA Design

Bill Gething Sustainability + Architecture

Paul FletcherThrough Architecture

Stuart Chalmers RIBA Practice Department

Adrian Dobson RIBA Practice Department

The RIBA Plan of Work 2013 Overviewwas produced by:

Dale SinclairDyer (Editor)

Sarah Beck RIBA Practice Department

Alex Tait RIBA Practice Department

Design www.darkhorsedesign.co.uk

The RIBA Plan of Work 2013 cannotforesee or address every issue thatmight arise and it is anticipated that earlyrevisions may be required. Your feedback,queries and comments would thereforebe greatly appreciated and should be sentto [email protected], or you can providefeedback using the electronic version viawww.ribaplanofwork.com.

Credits

Feedback


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ISBN 978-1 85946 5196

Documents

Riba 2013 Overview