Rib a Plan of Work 2013 Presentation

www.ribaplanofwork.com

RIBA Plan of Work 2013


The RIBA Plan of Work 2013: an overview

1. What are the key benefits?

2. Why now?

3. How was it developed?

4. What is new?

5. What does it mean for users?

PresenterPresentation NotesThis presentation provides an overview to the RIBA Plan of Work 2013 for architects and other construction industry stakeholders. It is divided into five sections, each taking the viewer through different aspects of the RIBA Plan of Work 2013 and provides references for further information.


What is the RIBA Plan of Work 2013?

The RIBA Plan of Work 2013 organises the process of briefing, designing, constructing, maintaining, operating and using building projects into eight Work Stages

It is not a schedule of services document

It is not intended to be contractual

but it does set the scene


Landscape relating to the Plan of Work

Complex contract cartography

Constantly changing

PresenterPresentation NotesThis diagram illustrates the complex landscape of standards, appointment agreements, contracts, reference materials and codes of practice which may use the RIBA Plan of Work as a framework or reference point.


RIBA Plan of Work 2013: Key benefits

Fit for purpose for the construction industry in the 21st century to help deliver capital and operational efficiencies, carbon reductions and better briefing and outcomes

More efficient design processes

Suitable for all size and type of project

Suitable for all procurement routes

For use by the whole project team

Simple and adaptable online tool

PresenterPresentation NotesRIBA consultation has confirmed that many practices undertake significant amounts of straightforward and traditionally procured work, but at the same time the use of design and build and other procurement approaches continues to increase.

The RIBA Plan of Work 2013 is suitable for both simple and complex projects and can cover a range of procurement options.

The language used has been carefully considered to ensure it is clear and jargon free.

A major new initiative in the RIBA Plan of Work 2013 is the online version enabling practices to develop project specific versions.




2. Why now?


4. What is new?



RIBA Plan of Work: History

1967 1973 1998 2007 2013

1963 Plan of Work for Design Team Operations

PresenterPresentation NotesRIBA Plan of Work: history

Definitive model for building design and construction processes since 1963 launch Simplicity in its stages and tasksNon-contractualEvolution via regular updates - the latest in 2007No major review of the structure until nowPreviously focused on the activities of the design team.


RIBA Outline Plan of Work 2007 STRENGTHS

Simplicity

Stages A D clearly understood WEAKNESSES

Simplicity

Stages E and F loosely defined

Traditional procurement bias

Planning not embedded

Soft landings/whole life cycle emphasis not included

Performance specified work not covered

PresenterPresentation NotesThe RIBA Outline Plan of Work 2007 is widely used and referenced throughout the construction industry.


RIBA Plan of Work: Why make changes?

To reflect the increasingly complex construction landscape including:

UK Government Construction Strategy

Changing procurement processes

Need for earlier collaboration and project team assembly

Importance of client briefing

Importance of handover and post occupancy work

Increasing use of information management including BIM

Complexity of design stages including specialist subcontractor design

Changes in approach to town planning

PresenterPresentation NotesWhy change the RIBA Plan of Work?Procurement options Design ResponsibilityPlanning ApplicationsMajor conceptual shift from focus on the Design Team to the Project Team which includes clients and contractors.




2. Why now?


4. What is new?




Continuing dialogue with construction

industry

BIM Overlay

RIBA members

consultation

Green Overlay

CPD & further

Industry Engagement

May Aug Oct

2012 2013 2014 Feb 21 May

UK Government Digital Plan

of Work

PresenterPresentation NotesRIBA Plan of Work 2013: How was it developed?

Winter 2011/2012: RIBA Plan of Work Review Group establishedSummer 2012: RIBA member and expert advisory group consultationAutumn 2012: RIBA Council in principal approvalWinter 2012/13: Continuing dialogue with external stakeholders & other professional institutes including CIC & Cabinet OfficeSpring 2013: Detailed guidance and online versions finalised and testedMay 2013: RIBA Plan of Work 2013 goes live




2. Why now?


4. What is new?



RIBA Plan of Work 2013: core components

Eight Stages & Eight Task Bars

Simplicity retained, Flexibility added

Maps to Governments Digital Plan of Work

New topics included

Defined terms & project strategies


RIBA Plan of Work 2013: Eight Task Bars

Each task bar is either:

Eigh

t Tas

k Ba

rs Fixed or

Variable or Switchable

PresenterPresentation NotesThe RIBA Plan of Work 2013 recognises that many aspects of construction projects vary from project to project. The Task Bars have been introduced to allow flexibility and to enable customised versions of the RIBA Plan of Work 2013 to be produced to suit specific project or practice requirements.

[Click] The Core Objectives, Key Support Tasks and Information Exchanges are fixed and applicable to every project.

[Click] The Procurement, Programme and Planning task bars are variable and can be customised to suit the particular procurement method being used, creating flexibility to adjust the timing of planning applications, tendering activities and to allow overlapping of stages if required.

[Click] The Sustainability Checkpoints and UK Government Information Exchanges, or Gateway task bars are switchable and can be turned on or off depending on client requirements.


RIBA Plan of Work 2013 includes:

Procurement options

Design Responsibility

Planning Application options

Design Team to Project Team

Whole Life / Sustainability

Intelligent Briefing / Project Outcomes

Soft Landings / Project Handover

Information Exchanges

Health & Safety


RIBA Plan of Work 2013: Mapping

PresenterPresentation NotesThere are five main strategic changes in the RIBA Plan of Work 2013:

The creation of a new Stage 0 (Strategic Definition) underlines the need to strategically appraise and define a project prior to developing an Initial Project Brief.

Stage 3 (Developed Design) maps broadly to the former stage D and part of stage E. The difference is that in the RIBA Plan of Work 2013 the Developed Design will be co-ordinated and aligned with the Cost Information by the end of the stage. This may not increase the amount of design work required but will necessitate additional time for reviewing and co-ordinating information.

At the end of Stage 4, the design work of these designers will be completed, although they may have to respond to Design Queries that arise from work undertaken on site during Stage 5. This stage also includes and recognises the importance of design work undertaken by specialist subcontractors and/or suppliers employed by the contractor (Performance Specified Work in JCT contracts) and the need to define this work early in the process in the Design Responsibility Matrix.

To allow the RIBA Plan of Work 2013 to be used in conjunction with different procurement approaches, a procurement task bar replaces work stages G, H and J and sets out the key tendering and contract tasks occurring at each stage. Stage 7 (In Use) has been introduced to recognise that Post-occupancy Evaluation and other new duties can be undertaken during the In Use period of a building.


RIBA Plan of Work 2013: Stage 0 Core Objectives

Identify clients Business Case and Strategic Brief and other core project requirements.

PresenterPresentation NotesStage 0 is used to ensure that the clients Business Case and the Strategic Brief have been properly considered before the Initial Project Brief is developed.The Strategic Brief may require a review of a number of sites or alternative options, such as extensions, refurbishment or new build. By asking the right questions, the consultants, in collaboration with the client, can properly define the scope for a project, and the preparation and briefing process can then begin.



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

PresenterPresentation NotesSeveral significant and parallel activities need to be carried out during Stage 1 Preparation and Brief to ensure that Stage 2 Concept Design is as productive as possible. These split broadly into three categories:Developing the Initial Project Brief and Feasibility StudiesDeveloping the procurement and (town) planning strategies and the Project ProgrammeAssembling the project team and defining each partys roles and responsibilities and the Information Exchanges.The preparation of the Initial Project Brief is the most important task undertaken during Stage 1. The time required to prepare it will depend on the complexity of the project. When preparing the Initial Project Brief, it is necessary to consider: The projects spatial requirementsThe desired Project Outcomes, which may be derived following Feedback from earlier and similar projectsThe site or context, by undertaking Site Appraisals and collating Site Information, including building surveysThe budget, considering the relationship between brief, site or context and Project Budget.A project Risk Assessment is required to determine the risks to each party. The development of the procurement strategy, Project Programme and in some instances, a (town) planning strategy are all part of this early risk analysis.The importance of properly establishing the project team cannot be underestimated, given the increasing use of technology that enables remote communication and project development using Building Information Modelling (BIM). For Stage 2 to commence in earnest, it is essential that the team is properly assembled. The process necessary to achieve this, and to produce the various documents required to accompany each team members appointment, is considered in greater detail in the Guide to Using the RIBA Plan of Work 2013.



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

PresenterPresentation NotesDuring Stage 2, the initial Concept Design is produced in line with the requirements of the Initial Project Brief. The project team also develops, in parallel with the Concept Design, a number of Project Strategies. Their importance at this stage will depend on how they influence the Concept Design. For example, the Sustainability Strategy is likely to be a fundamental component of the Concept Design, whereas a security strategy may have minimal or no impact and can therefore be developed during a later stage. It is essential to revisit the brief during this stage and it should be updated and issued as the Final Project Brief as part of the Information Exchange at the end of Stage 2.In parallel with design activity, a number of other related tasks need to be progressed in response to the emerging design, including a review of the Cost Information and procurement strategy, the development of a Construction Strategy, a Maintenance and Operational Strategy and a Health and Safety Strategy and updating of the Project Execution Plan.



Prepare Developed Design, including coordinated and updated proposals for structural design, building services systems, outline specifications, Cost Information and Project Strategies in accordance with Design Programme.

PresenterPresentation NotesDuring this stage, the Concept Design is further developed and, crucially, the design work of the core designers is progressed until the spatial coordination exercises have been completed. This process may require a number of iterations of the design and different tools may be used, including design workshops. By the end of Stage 3, the architectural, building services and structural engineering designs will all have been developed, and will have been checked by the lead designer, with the stage design coordinated and the Cost Information aligned to the Project Budget. Project Strategies that were prepared during Stage 2 should be developed further and in sufficient detail to allow the client to sign them off once the lead designer has checked each strategy and verified that the Cost Information incorporates adequate allowances. Change Control Procedures should be implemented to ensure that any changes to the Concept Design are properly considered and signed off, regardless of how they are instigated.



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

PresenterPresentation NotesThe architectural, building services and structural engineering designs are now further refined to provide technical definition of the project and the design work of specialist subcontractors is developed and concluded. The level of detail produced by each designer will depend on whether the construction on site will be built in accordance with the information produced by the design team or based on information developed by a specialist subcontractor. The Design Responsibility Matrix sets out how these key design interfaces will be managed.

Using the design coordinated during the previous stage, the designers should now be able to develop their Technical Designs independently, with a degree of autonomy. The lead designer will provide input to certain aspects, including a review of each designers work.

Once the work of the design team has been progressed to the appropriate level of detail, as defined in the Design Responsibility Matrix and the Design Programme, specialist subcontractors and/or suppliers undertaking design work will be able to progress their design work. The lead designer and other designers, where required as part of their Schedule of Services, may have duties to review this design information and to ensure that specialist subcontractor design work is integrated with the coordinated design.



Offsite manufacturing and onsite Construction in accordance with Construction Programme and resolution of Design Queries from site as they arise.

PresenterPresentation NotesDuring this stage, the building is constructed on site in accordance with the Construction Programme. Construction includes the erection of components that have been fabricated off site. The procurement strategy and/or the designers specific Schedule of Services will have set out the designers duties to respond to Design Queries from site generated in relation to the design, to carry out site inspections and to produce quality reports. The output of this stage is the As-constructed Information.



Handover of building and conclusion of Building Contract.

PresenterPresentation NotesThe project teams priorities during this stage will be facilitating the successful handover of the building in line with the Project Programme and, in the period immediately following, concluding all aspects of the Building Contract, including the inspection of defects as they are rectified or the production of certification required by the Building Contract.Other services may also be required during this period. These will be dictated by project-specific Schedules of Services, which should be aligned with the procurement and Handover Strategies. Tasks in relation to the Handover Strategy can be wide-ranging and may include: attending Feedback workshopsconsidering how any lessons learned might be applied on future projectsundertaking formal Post-occupancy Evaluation that considers whether the desired Project Outcomes have been achievedundertaking tasks in relation to commissioning or ensuring the successful operation and management of the building.



Undertake In Use services in accordance with Schedule of Services.

PresenterPresentation NotesThis is a new stage within the RIBA Plan of Work. It acknowledges the potential benefits of harnessing the project design information to assist with the successful operation and use of a building.While it is likely that many of the handover duties will be completed during Stage 6, prior to conclusion of the Building Contract, certain activities may be required or necessary afterwards. These should be confirmed in the relevant Schedule of Services.While the end of a buildings life might be considered at Stage 7, it is more likely that Stage 0 of the follow-on project or refurbishment would deal with these aspects as part of strategically defining the future of the building.


RIBA Plan of Work 2013: Procurement Task Bar

PresenterPresentation NotesThe Procurement Task Bar can be customised to reflect the procurement method.


RIBA Plan of Work 2013: Procurement Options available when generating a practice or project specific Plan of Work

PresenterPresentation NotesStage activities relating to procurement and tendering are adjusted to reflect the selected procurement method.


RIBA Plan of Work 2013: Programme Task Bar

PresenterPresentation NotesSimilarly, the programme task bar can be customised to reflect where parallel or overlapping stage activities occur, depending upon a chosen procurement method.


RIBA Plan of Work 2013: Programme Options available when generating a practice or project specific Plan of Work

PresenterPresentation NotesOverlapping and parallel activities may occur in stages 3, 4 or 5.


RIBA Plan of Work 2013: (Town) Planning Task Bar

PresenterPresentation NotesThe RIBA Plan of Work 2013 also offers flexibility around the timing of planning applications to reflect commercial realities.


RIBA Plan of Work 2013: Planning Options available when generating a practice or project specific Plan of Work

PresenterPresentation NotesNormally planning applications will be made at the end of Stage 3, but in some circumstances clients may wish planning applications to be made on the basis of Stage 2 information.

The RIBA Plan of Work 2013 can accommodate this, but the client needs to be made aware of the inherent risks of such an approach.


RIBA Plan of Work 2013: The template

PresenterPresentation NotesThis template provides an overall summary of the RIBA Plan of Work 2013 in one diagram.




2. Why now?


4. What is new?



RIBA Plan of Work 2013: how to use it

Online tool www.ribaplanofwork.com Customise a practice,

or project, specific RIBA Plan of Work 2013

Free to use Available now Practice Project

Template

PresenterPresentation NotesA small practice using predominantly traditional procurement may only need a single bespoke practice RIBA Plan of Work 2013.

A practice which utilises a range of different procurement approaches may instead choose to generate project specific versions of the RIBA Plan of Work 2013.


RIBA Plan of Work 2013: Defined Terms & Project Strategies

All terms in the Plan of Work template are defined in plain English in the glossary

The defined terms include a series of project strategies

Project strategies are prepared, reviewed, updated and implemented at differing stages


RIBA Plan of Work 2013: Building a continuous cycle of improvement

Start at the end

Defining outcomes

Making early decisions on handover strategy

Using post occupancy evaluation

Learning from completed projects

Additional services provided in Stages 0 and 7


RIBA Plan of Work 2013: Supporting publications

RIBA Plan of Work 2013 Overview - free publication including: - Glossary of terms - Frequently Asked Questions - Hard copy & pdf available via www.ribaplanofwork.com

Guide to using the RIBA Plan of Work 2013

Assembling the Collaborative Project Team

RIBA Job Book

RIBA Agreements: alternative schedules of services

Other documents will continue to be updated

See www.ribabookshops.com/plan-of-work for more information & offers


RIBA Plan of Work 2013: What does it mean for users?

Fit for purpose for the construction industry in the 21st century to help deliver capital and operational efficiencies, carbon reductions and better briefing

More efficient design processes

Suitable for all size and type of project

Suitable for all procurement routes

For use by the whole project team

Simple

Adaptable

Online tool


RIBA Plan of Work 2013: Common queries from users

The RIBA Plan of Work remain available but will be phased out over time as the RIBA Plan of Work 2013 gains wider usage

The RIBA supports a resource based approach to fee calculation and we suggest users consider how fees might be fairly and reasonably apportioned between the new stages

Fees for stages 0, 1 and 7 will generally be on a time charge basis: the proportion of fees charged for the remaining stages will be determined by project specific factors


Comments & feedback are welcome, please email: [email protected]

RIBA Plan of Work 2013

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Rib a Plan of Work 2013 Presentation

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