WITH any project we begin, we consider each to be unique its own right so that no assumptions are wrongly made about how things might develop. Instead, we start by asking what the specific objectives are for the client and the project; what are the key measures of success; and what are the key risks to achieving them.

Once we understand these three elements, we tailor our knowledge and skills by using the RIBA Plan of Work as the framework for managing progression of the scheme, culminating in co-ordination and delivery of formal reports at the end of RIBA Stage 2 and RIBA Stage 3.

Along the way, we operate with eight steps, which we believe, result in the delivery of a successful project - on time, to budget, which meets everyone’s expectations and without any unforeseen occurrences - notwithstanding the challenging environment in which we are all currently working.

1. Strong brief management: Ensure the brief is robust and reliable. Allow time in the programme to sufficiently engage in end-user consultants and detailed briefings. Always challenge requirements in all respects - functionality, adaptability, specification, and cost. Establish that there is a clear, simple document which captures all the key requirements and to which everyone is working.
2. Stakeholder engagement: Liaise with stakeholders throughout the construction process, hold consultations and feedback sessions. Ensure that the project programme has the right amount of time afforded for these consultations so in the early stages of the project these meetings will be focused on design progress, risk review, value management/design workshop and design co-ordination meetings, which should be reported and summarised at the monthly project board.
3. Effective risk management: Too often risk management is merely a workshop that ticks a box but does not deal with the issues in a meaningful way. Address this by using a simple but effective tool – a key issues and risks log, each with an action owner and a red, amber, green priority. Any more than 15-20 items and it becomes unmanageable and ignored. Report on these key items every month and review them in design team meetings.
4. Check in with your design team: Ensure that the design team sticks to the brief (it is surprising how often members of the team can stray off course) and challenge all unnecessary enhancements or expensive details. Make sure the programme has enough time for everyone to do their job properly and coordinate information - allowing too little time for this is a false economy.
5. Establish effective procurement: Engage with contractors prior to completion of Stage 3 design and ask them to critique it. This way, at Stage 3, changes can be made without significant compromise. A further bonus is that obtaining input from constructors can provide a valuable insight to the best route to market.
6. Strategic programming: Prepare a master programme which is developed and agreed with the client and project team. The master programme is compiled from a schedule of main activities, milestones, and constraints applicable to the project so that it meets the client’s principal objectives. It allows enough time to enable the design team to fully complete and coordinate the design.
7. Be cost control efficient: Maintain a vigilant overview of costs throughout, including challenging design consultants if you believe better value solutions are available. Work on the principle of considering best value, rather than least cost.
8. Manage change effectively: Once the project budget and programme is set, make sure both are maintained as the design develops.

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